Today's society is one of radical and impulsive changes. Because there is no such thing as one right or wrong way to run an organization, many corporations have began to lean toward placing greater emphasis on improving Human Resource Management within their own organizations. All organizations require some form of organizational management. However, the success of an organization is derived from the organizations own individual strengths, limitations and submissions. This is where Human Resources Management comes into place.
Human Resource Management can be used as a means to assist workers with productivity and organizational structure. The problem is that because Human Resource Management plays such a major role in an organization, this makes it one of the determining factors as to whether an organization thrives or dies. It has become one of the most demanding and controversial yet, important roles within an organization. This paper will discuss many of the challenges faced by Human Resource Management in the 21st century to include managing workers, strategy and worker productivity.
The first challenge in human resource management deals with the managing the working population. Because there are so many different types of workers, an organization will be unsuccessful if it tries to manage every worker or group of workers in the exact same manner. Different people within each workgroup have to be managed differently.
Today resource management workers should be able to persuade workers to work toward organizational goals and values while obtaining results. Less emphasis should be placed on managing what people do instead, concentrate on their strengths and how to make their strengths more productive within the organization. The main objective of human resources management should be geared toward getting better performance from its workers/ leaders while obtaining better results for the organization. Therefore, management is the key tool in making an organization produce results, by the use of its workers.
Sometimes management may be faced with the challenge of managing workers that are further knowledgeable about a specific job or assignment than themselves. The main thing to keep in mind is that longer is not always better. Someone who has worked on a specific job for a long period is not always considered to be the most knowledgeable person. One reason may be because of the fact that our society changes so speedily and the person with the longevity may not have changed with society or the roles society plays within an organization. The best solution, when relating longevity to managing workers, is to remember that the actual worker should not be managed.
However, the manager may need to accept the fact that their subordinate may know more than they do and accept this as a learning tool to use to obtain better organizational productivity.
Each and every organization has its own assumptions of how it defines its type of business, the company intentions, what type of customers it attracts and its definition of successful results. Strategy enables an organization to be deliberately opportunistic by allowing an organization to be successful in an unpredictable environment. Through strategy, an organization has the opportunity to make mistakes, correct the mistakes and start the process again. During the mistake and correction process, the organization is more capable of increasing organizational results by utilizing trial and error.
Organizational strategies can be divided into two separate levels of strategy: cost-leadership and differentiation. The cost leadership strategy allows organizations to offer the highest quality products for the lowest cost possible. Their main goal is to generate economic value by offering lower costs than its competitors. A perfect example of this would be Wal-Mart. By offering lower prices Wal-Mart is able to win a majority of its customers. It would be fair to assume...
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Macintosh, Stephen, S. Management Challenges for the 21st Century. 15 October 1999. 25 July 2006.
Robert L. Mathis, John H. Jackson. Human Resource Management. Mason: South-Western, 2006.
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