CHECK OUT A NEW EDITION OF THIS VIDEO | https://youtu.be/oobsCZS5okY Talent Management is a set of integrated organizational Human Resource processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives. Professional perspectives on talent management vary dramatically. In fact, Human Resource professionals respond in a myriad of ways. Let’s take a look at one comprehensive model defining talent management.
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According to the path-goal theory, the leader’s responsibility is to increase subordinates’ motivation to attain personal and organizational goals. This model is called a contingency theory because it consists of three sets of contingencies—leader style, followers and situation, and the rewards to meet followers’ needs. The leader increases follower motivation by either; clarifying the follower’s path to the rewards that are available, or increasing the rewards that the follower values and desires. Path clarification means that the leader works with subordinates to help them identify and learn the behaviors that will lead to successful task accomplishment and organizational rewards. Increasing rewards means that the leader talks with subordinates to learn which rewards are important to them - that is, whether they desire intrinsic rewards from the work itself or extrinsic rewards such as raises or promotions. Path–goal theorizing can be complex, but much of the research on it has been encouraging. Using the model to specify precise relationships and make exact predictions about employee outcomes may be difficult, but the four types of leader behavior and the ideas for fitting them to situational contingencies provide a useful way for leaders to think about motivating subordinates.
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HR Basics is a series of short lessons, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore performance management, discussing the development of great tools, ensuring feedback and the critical role of documentation.
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HR Basics is a series of short lessons, designed to highlight what you need to know about a particular human resource management topic. In this HR Basics, we explore Employee Relations, how to manage the relationship of employees with the organization and with each other.
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HR Basics is a series of short lessons, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore Recruitment, and the process and methods behind finding the best possible candidates for jobs.
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HR Basics is a series of short courses, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we define human resource management with a simple model. Before we explore the model, lets define human resource management. Human Resource Management comprise the formal systems designed to manage people in an organization. To best understand human resource management, we will look at a brief history, understand the roles human resource management plays in organizations and review a model to best organize the functional areas of human resource management. What is now called human resource management has evolved a great deal since its beginnings around the year 1900. Personnel departments, which emerged as a clearly defined field by the 1920s (at least in the US), was largely concerned technical functions. What began as a primarily clerical operation in larger companies concerned with payroll and employee records began to face changes with the social legislation of the 1960s. HRM developed in response to the increase in competitive business organizations experienced by the late 1970s as a result of deregulation and rapid technological change. In the 1990s, globalization and competition required human resource departments to become more concerned with costs, planning, and the implications of various HR strategies for both organizations and their employees. The role of human resource management professionals has dramatically evolved over the years. If an organization has a formal HR group (perhaps a department) there are typically three different roles that group might play in the organization. The strategic role links human resource stagey with organizational mission and the work of people in the organization. The operational role manages functional human resource activities and serving an ‘employee champion.’ And the administrative role provides recordkeeping, process administration and compliance efforts. The pinwheel human resource management model suggest that the management of human resources in an organization centers eight key functional areas. These functions are a collection of specialized human resource management work. For each functional area, Human Resource Professionals are responsible for key activities. This human resource model should give you context to understand and apply the important role human resource management plays in today’s organizations.
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HR Basics is a series of short courses, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore compensation, highlighting the three elements of a base compensation system - internal alignment, external competitiveness and compensation management. Compensation is pay provided by an employer to an employee in return for work. Total Rewards is a concept that describes all the tools available to an employer that may be used to attract, motivate and retain employees. Compensation is comprised of two core elements - fixed Pay or base pay that does not vary and variable pay which changes with performance or results. A basic model for building a compensation plan includes three elements - internal alignment, external competitiveness and compensation management. Seven steps, or actions are organized in the three critical areas of compensation plan development. In this course we will take a look at each step. Compensation is a critical element of your total rewards strategy. A strong base pay structure is built through internal alignment, external competitiveness, and compensation management.
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Discrimination against people based on their race, religion, gender, national origin, age or other protected status is generally prohibited under Title VII of the Civil Rights Act. However, in some rare circumstances, the very nature of the job requires you to choose candidates based on what are otherwise protected characteristics. A BFOQ exists when a protected classification can legally be used to make an employment decision.
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HR Basics is a series of short lessons, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we define job analysis, explore it’s importance and highlight the methods used to complete this critically important function.
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What exactly is meant by the term “organizational behavior”? And why should it be studied? Answers to these two fundamental questions will help you better appreciate organizational behavior the field can be of value to you in the future. Organizational behavior (OB) is the study of human behavior in organizational settings, of the interface between human behavior and the organization, and of the organization itself. Although we can focus on any one of these three areas, we must also remember that all three are ultimately necessary for a comprehensive understanding of organizational behavior. Each individual brings to an organization a unique set of personal characteristics and a unique personal background and set of experiences from other organizations. Therefore, in considering the people who work in their organizations, managers must look at the unique perspective each individual brings to the work setting. But individuals do not work in isolation. They come in contact with other people and with the organization in a variety of ways. Points of contact include managers, coworkers, the formal policies and procedures of the organization, and various changes implemented by the organization. In addition, over time, individuals change, as a function of personal experiences and maturity as well as through work experiences and organizational developments. An organization, of course, exists before a particular person joins it and continues to exist after he or she leaves. Thus, the organization itself represents a crucial third perspective from which to view organizational behavior. OB also helps companies perform well. A mounting body of evidence shows that an emphasis on the softer side of business positively influences bottom line results. By listening to employees, recognizing their work, building trust, and behaving ethically, managers have boosted performance.
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Succession planning is the basis for a company dealing successfully with staffing changes such as retirements, transfers, promotions, and turnover. Succession planning is the process of preparing for inevitable vacancies in the organization hierarchy. It involves more than simply replacement planning. Replacement planning usually involves creating a list of temporary replacements for important jobs, especially during crisis situations. Succession planning should include a well-designed development system for employees since it takes an average of two to three years to develop a qualified successor. Succession planning follows five logical steps - Integrate with strategy, Involve top management, Assess key talent, Follow development practices and Monitor and evaluate. The individuals identified as possible successors should be told what specific development they need and possible action steps to build their competencies.
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HR Basics is a series of short lessons, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore Human Resource Information Systems, technology used to assist the systematic processes that mange people in organizations. A Human Resources Information System is a software solution that is used for data entry, data tracking and the data management of an organization's people. Put simply, HRIS systems keep track of your employees and information about them. Good HRIS systems run on a database, and allow users to enter information without having to know database structure.
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HR Basics is a series of short lessons, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore Employment Law, providing an overview of the laws and regulations pertaining to the management of people in organizations. CHECK OUT THESE GREGG LEARNING VIDEOS: FLSA Part 541 Regulations: https://youtu.be/S7cHrIi4uaY HR Basics: Occupational Safety and Health Administration: https://youtu.be/OsdpOPxyjMo HR Basics: Labor Relations: https://youtu.be/1LjKhE3mvMM
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In lesson two, we will unpack the process by which a trainer identifies a training need. But first, we must differentiate macro and micro training needs analysis. On the larger organizational scale, training needs analysis helps human resource professionals understand the overarching training needs of people in the organization. When it comes to developing a training session, trainers must use a formalized process to ensure the success in delivering training content. That is the process that we will explore in this lesson. The purpose of identifying training needs is to help you plan for your training. A successful training needs analysis will identify those who need training and what kind of training is needed.
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Unless a company pays attention to the strategies and situations of competitors and has some inkling of what moves they will be making, it ends up flying blind into competitive battle. Competitor analysis is about Identifying your competitors and evaluating their strategies to determine their strengths and weaknesses relative to those of your own product or service. Michael Porter’s Framework for Competitor Analysis points to four indicators of a rival’s likely strategic moves. A strategic profile of a rival that provides good clues to their behavioral tendencies can be constructed by characterizing the rival along these four dimensions: Current Strategy, Objectives, Capabilities, and Assumptions. Studying competitors’ past behavior and preferences provides a valuable assist in anticipating what moves rivals are likely to make next and outmaneuvering them in the marketplace.
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HR Basics is a series of short lessons, designed to highlight what you need to know about a particular human resource management topic. In this HR Basics, we define job evaluation and the explore methods for determining the relative worth of jobs.
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The Civil Rights Act of 1964, signed into law by President Lyndon B. Johnson on July 2, 1964, is a landmark piece of civil rights and US labor law legislation in the United States that outlawed discrimination based on race, color, religion, sex, or national origin. Title VII is the section of the federal Civil Rights Act of 1964 that prohibits employment discrimination.
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HR Basics is a series of short lessons, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore employee training and development, discussing the importance of the actions employers take to improve the performance of and better staff through learning and growth opportunities.
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Described by famed management scholar Peter Drucker in his 1954 book The Practice of Management, management by objectives has remained a popular and compelling method for defining goals and monitoring progress toward achieving them. Management by objectives (MBO) is a method whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance. Four major activities make MBO successful – set goals, develop action plans, review progress, and apprise overall performance.
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Despite a proliferation of management gurus, management consultants, and management schools, it remains murky to many of us what managers actually do and why we need them in the first place. Unless someone has actually performed managerial work, it is hard to understand exactly what managers do on an hour-by-hour, day-to-day basis. In this course, we explore the role of managers. A role is a set of expectations for a manager’s behavior. These roles are divided into three conceptual categories - informational (managing by information), interpersonal (managing through people), and decisional (managing through action).
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HR Basics is a series of short courses, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore performance appraisals, focusing on the development and management of effective performance review tools. Strong performance appraisals are the backbone of effective performance management, let’s start with a couple of definitions. Performance Management refers to the processes to ensure the organization connects mission with the work of employees. Performance appraisals (also known as performance reviews) guide the process of determining how well employees do their jobs relative to a standard and communicating that information to them. Performance appraisals ensure effective outcomes of performance management are realized. For the purposes of this course, we will look at the development and management of performance appraisals. By development we mean the process of creating performance appraisals. And by management we mean planning, organizing and leading performance appraisals. While it’s up to an organization to decide what elements to include in an appraisal, there are some recommended elements - Demographic information, a standardized rating method, Job-related assessment, Self-evaluation, SMART Goals, and Employee development. These standard elements will create a user friendly and useful appraisal tool for your organization. Our second area of focus highlights the importance of managing your performance appraisal process through training, maintaining high standards of feedback and strong documentation. Regardless of the approach used, managers need to understand the intended outcome of performance management. When performance management is genuinely used to develop employees as resources, it works. In its simplest form performance appraisal is observation - Here are your strengths and weaknesses, and here is a way to develop for the future.
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A organization’s external environment includes the immediate industry and competitive environment and broader macro-environmental factors such as general economic conditions, societal values and cultural norms, political factors, the legal and regulatory environment, ecological considerations, and technological factors. The macro-environment encompasses the broad environmental context in which a company is situated and is comprised of six principal components. The relevance of macro-environmental factors can be evaluated using PESTEL analysis, an acronym for the six principal components of the macroenvironment - political factors, economic conditions, sociocultural forces, technological factors, environmental factors, and legal and regulatory conditions. Strictly speaking, the macro-environment encompasses all of the relevant factors making up the broad environmental context in which a company operates. By relevant, we mean the factors are important enough that they should shape management’s decisions regarding the company’s long-term direction, objectives, strategy, and business model. As company managers scan the external environment, they must be alert for potentially important macro-environmental factors developments, assess their impact and influence, and adapt the company’s direction and strategy as needed.
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The four-fifths rule (a.k.a. the 80% rule) is the simplest and most common way of estimating adverse impact. The Four-Fifths Rule is a guideline generally accepted by the courts and the EEOC for making a primary case of disparate impact by showing that an employment practice results in members of a protected class being treated less favorably by an employment practice than members of a non-protected class.
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HR Basics is a series of short lessons, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore employee onboarding by unpacking three rules to effectively integrate employees into your organization.
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Human resources metrics and workforce analytics have become a hot topic in organizations of all sizes. Interest is rising, and organizations are reaching out to learn more about useful metrics and analytics. Although the use of HR metrics and workforce analytics is not new, various factors are driving increased interest, including the widespread implementation of integrated HRIS.
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In this course, we will define ethics in management and explain how ethical behavior plays an important role in the life of manager’s today. Ethics is the code of moral principles and values that governs the behaviors of a person or group with respect to what is right or wrong. Ethics sets standards as to what is good or bad in conduct and decision making. An ethical issue is present in a situation when the actions of a person or organization may harm or benefit others.
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Employee development is a key contributor to a company’s competitive advantage. Development helps individuals understand their strengths, weaknesses, and interests, showing how new jobs and expanded job responsibilities are available to them to meet their personal growth needs. Employee development is a necessary component of a company’s talent management efforts. Employee development is key to ensuring that employees have the competencies necessary to serve customers and create new products and customer solutions. Regardless of the business strategy, development is also important for retaining talented employees.
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HR Basics is a series of short courses, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore employee engagement, what it means to be an engaged employee and a proven method for measuring employee engagement. Engaged employees as those who are involved in, enthusiastic about and committed to their work and workplace. To create an environment where people flourish, employers need to understand what it means to be an engaged employee and how manage people for engagement in their workforce. Although the concepts of employee engagement and job satisfaction are interrelated, they are not synonymous. Satisfaction is about the employee being happy with their job or organization. Satisfaction is an attitude, like organizational loyalty or pride. Engagement is about the employee being actively invested in their work and the value they add to the organization. Engagement predicts satisfaction, as well as many other concrete organizational results. Gallup measures employee engagement using a 12-element survey – called the Q12 - rooted in employees' performance development needs. Each question reflects one element of great managing. Through rigorous research, Gallup has identified 12 core elements that link to key organizational outcomes. These 12 statements emerged as those that best predict employee and workgroup performance. Creating a culture of engagement requires more than completing an annual employee survey and then leaving managers on their own, hoping they will learn something from the results that will change the way they manage. It requires an organization to take a close look at how critical engagement elements align with how managers understand and manage employee needs.
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Customer service, productivity, safety, employee retention and growth, the uncertainty in the economy, coping with the retirement of skilled employees, the use of new technology. These are just some of the issues affecting companies in all industries and sizes and influencing training practices. Companies are experiencing great change due to new technologies, rapid development of knowledge, globalization of business, and development of e-commerce. Also, companies have to take steps to attract, retain, and motivate their workforces. Training is not a luxury; it is a necessity if companies are to participate in the global and electronic marketplaces by offering high-quality products and services. Training prepares employees to use new technologies, function in new work systems such as virtual teams, and communicate and cooperate with peers or customers who may be from different cultural backgrounds.
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HR Basics is a series of short courses, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we introduce workers compensation, discussing covered persons, covered injuries, and benefits provided. Workers compensation is a type of insurance that provides defined wage benefits and medical care to employees who are injured on the job. Workers’ compensation is a no-fault insurance program that pays benefits to employees who sustain work-related injuries or illnesses. Workers’ compensation insurance programs are run by individual states and are designed to cover employee expenses incurred in work-related accidents or injuries. A work-related injury or illness is generally a physical condition that is caused, aggravated, precipitated or accelerated by the work or the work environment. Employers have a number of responsibilities under state workers' compensation laws.If these requirements are not met, employers can be fined and injured employees may be able to sue an employer in court. Employers must: Carry workers' compensation insurance; Post notices and advise employees of their legal rights; and Provide claim forms to injured employers within 24 hours of receiving notice of the injury.
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The situational theory of leadership developed by Hersey and Blanchard is an interesting extension of the Leadership Grid. The situational theory focuses on the characteristics of followers as the most important element of the situation and consequently of determining effective leader behavior. The point of Hersey and Blanchard’s theory is that subordinates vary in readiness level. People low in task readiness, because of little ability or training, or insecurity, need a different leadership style than those who are high in readiness and have good ability, skills, confidence, and willingness to work. According to the situational theory, a leader can adopt one of four leadership styles, based on a combination of relationship (concern for people) and task (concern for production) behavior. The appropriate style depends on the readiness level of followers. The four styles are telling, selling, participating, and delegating. The essence of Hersey and Blanchard’s situational theory is for the leader to diagnose a follower’s readiness and select a style that is appropriate for the readiness level, such as the follower’s degree of education and skills, experience, self-confidence, and work attitudes. In today’s multigenerational workplace, with people of widely different ages and readiness levels working side by side, many leaders find that they have to use multiple styles. Hersey and Blanchard’s contingency model focuses only on the characteristics of followers, not those of the larger situation. The leader should evaluate subordinates and adopt whichever style is needed.
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HR Basics is a series of short lessons, designed to highlight what you need to know about a particular human resource management topic. In this HR Basics, we explore Human Resource Ethics, discussing three principles – protecting rights, professional behavior and promoting justice.
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Strategic leaders are responsible for knowing the organization’s environment, considering what it might be like in 5 or 10 years, and setting a direction for the future that everyone can believe in. Strategic leadership means the ability to anticipate and envision the future, maintain flexibility, think strategically, and work with others to initiate changes that will create a competitive advantage for the organization in the future. Leaders not only tap into dreams for the future; to make a real difference, they link those dreams with strategic actions. Four types of leaders are described based on their attention to vision and attention to action – the uninvolved, doer, dreamer, and effective leader. There are four levels that make up the domain of strategic leadership – vision, mission, strategy and action. Strategic leadership doesn’t come naturally, but leaders can develop the necessary skills for thinking strategically and navigating uncertainty. To improve strategic leadership, leaders can identify weak points in these skills and work toward correcting them.
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The ethics of care is based on human relationships and needs. Ethics of care is the ethical system that defines good as meeting the needs of others and preserving and enriching relationships. The ethics of care has been described as a feminine morality because women in all societies are the child bearers and consequently seem to have a greater sensitivity to issues of care. There are similarities in the ethics of care’s idea that morals derive from natural human impulses of compassion. Peacemaking justice is an ancient approach to justice that includes the concepts of compassion and care, connectedness, and mindfulness. The concept is derived from ancient principles, and it concerns care as well as other concepts: To summarize, the ethics-of-care approach identifies the needs of all individuals in any ethical situation and attempts to maximize them. It is different from utilitarianism, however, in that one person cannot be sacrificed for others. Also, there is an attempt to resolve situations through human relationships and a sense that decisions should come from compassion rather than attention to rights or duties.
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Of the four management functions - planning, organizing, leading, and controlling, planning is considered the most fundamental. Everything else stems from planning. The economic, political, and social turmoil of recent years has sparked a renewed interest in organizational planning, particularly planning for crises and unexpected events. A goal is desired future state that the organization wants to realize. Goals are important because organizations exist for a purpose, and goals define and state that purpose. A plan is a blueprint specifying the resource allocations, schedules, and other actions necessary for attaining goals. The concept of planning usually incorporates both goals and plans. Planning means determining the organization’s goals and defining the means for achieving them. There are four levels of goals and plans in an organization – mission, strategic, tactical, and operational goals and plans. The formal mission statement is a broadly stated definition of an organization’s basic business scope and operations that distinguishes it from similar types of organizations. Strategic plans include action steps by which an organization intends to attain strategic goals. Strategic goals are a broad statement of where an organization wants to be in the future; pertains to the organization as a whole rather than to specific divisions or departments. Operational plans identify the specific procedures or processes needed at lower levels of the organization, such as individual departments and employees. Operational goals are a specific, measurable result that is expected from departments, work groups, and individuals. Planning helps managers think about the future rather than thinking merely in terms of day-to-day activities. Management by objectives (MBO) is a method whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance. Many companies have used MBO, and most managers think it is an effective management tool. Most managers believe that they are better oriented toward goal achievement when MBO is used.
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HR Basics is a series of short courses, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore human resource metrics, first by identifying how to use metrics and then understanding what metrics to use. HR metrics quantify the impact and measure the success of human resource programs and processes. Before we start a conversation about the use of metrics, we have to address the issue of data quality. The intelligence you glean from analytics will only be as good as the data included in your metrics. Effective use of human resource metrics requires that human resource and business professionals understand: How to use metrics strategically to solve organizational problems. What metrics to use across the array of functional areas of human resource management. There are hundreds of human resource metrics used in organization’s today. Critical to the strategic success of human resource management is the appropriate use and application of the right metric in a given situation.
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Vertical integration extends a firm’s competitive and operating scope within the same industry. A vertically integrated firm is one that performs value chain activities along more than one stage of an industry’s overall value chain It involves expanding the firm’s range of value chain activities backward into sources of supply and/or forward toward end users. Thus, if a manufacturer invests in facilities to produce certain component parts that it formerly purchased from outside suppliers, it is engaging in vertical integration. The two best reasons for investing company resources in vertical integration are to strengthen the firm’s competitive position and/or to boost its profitability. Vertical integration has no real payoff unless it produces sufficient cost savings to justify the extra investment, adds materially to a company’s technological and competitive strengths, and helps differentiate product offering. A vertical integration strategy has appeal only if it significantly strengthens a firm’s competitive position and/or boosts its profitability.
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A manager’s job requires a range of skills. In this course, we will highlight the three essential skills of managers today. Although some management theorists propose a long list of skills, the necessary skills for managing a department or an organization can be placed in three categories: conceptual, human, and technical.
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As long as a single-business company can achieve profitable growth opportunities in its present industry, there is no urgency to pursue diversification. However, a company’s opportunities for growth can become limited if the industry becomes competitively unattractive. Business diversification is about creating added value for shareholders via diversification requires building a multibusiness company in which the whole is greater than the sum of its parts. Business diversification stands little chance of building shareholder value without passing the following three tests. The industry attractiveness test. The industry must offer an opportunity for profits and return on investment that is equal to or better than the present business. The cost-of-entry test. The cost to enter the target industry must not be so high as to erode the potential for good profitability. The better-off test. Diversifying into a new business must offer potential to perform better together. The means of entering new industries and lines of business can take any of three forms: acquisition, internal development, or joint ventures with other companies. Once a company decides to diversify, its first big corporate strategy decision is whether to diversify into related businesses, unrelated businesses, or some mix of both. Focusing corporate resources on a few core and mostly related businesses avoids the mistake of diversifying so broadly that resources and management attention are stretched too thin.
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Concerns with New Public Management’s narrow focus generated a countermovement to place substantive political values more firmly at the center of the governance debate. New Public Governance (NPG) emphasizes the importance of taking a collaborative approach with partners within and across the public, nonprofit, and private sectors in providing public services. This movement emphasizes three trust and legitimacy building characteristics of public governance that are ignored and undervalued by NPM. First, NPG is value-centered; it argues that the goal of government is to promote the larger common good. A second characteristic of NPG is that it emphasizes the importance of creating government processes that facilitate the generation of implementable agreements among wide-ranging stakeholders who may disagree on what courses of action will produce the maximum public value. A final characteristic of the NPG movement is that it views the creation of the public good as a coproduction process involving the public, private market, and the nonprofit sectors. New Public Governance is more emergent and bridges aspects of the nonprofit sector with aspects of the market model.
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It’s natural to be thinking, What can I get from this course, or What’s in it for me? This is a common question in all human relations, although it is seldom directly asked and answered. Here is the short, bottom-line answer: The better you can work with people more successful you will be in your personal and professional lives. Life is about relationships; it’s all people, people, people. This may be one of the few courses you take in which you can actually use what you learn during the course in your personal life. You don’t need to wait until you graduate to apply what you learn, and you can develop your human relations skills. Now let’s expand on what’s in it for you by exploring some of the myths and realities surrounding human relations.
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HR Basics is a series of short courses, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore talent management with an overview of a talent management model. Talent Management is a systematic cycle of activities that attract, retain, and engage talented employees. There are a wide variety of opinions on the definition and activities associated with talent management. The Talent Management model represents the cycle of the core activities (found in each of the pie-shaped segments) of talent management. The cycle (as indicated by the four arrows) is centered on learning and begins with recruiting, and moves through interviewing, selecting and onboarding. Represented by the large gray circle, these key talent management activities ensure organizations attract, retain, and engage talented employees. The Talent Management model provides a clear understanding of the activities that help an organization attract, retain and engage employees. While many other functional areas of human resource management complement talent management, the core activities of recruiting, interviewing, selecting, and onboarding define it.
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HR Basics is a series of short courses, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore organizational development, what it is and it’s key concepts. Organization development engages people to accomplish better organizational performance. OD represents purposeful and meaningful change for the better. Central to organizational development is employee engagement. Engaged employees as those who are involved in, enthusiastic about and committed to their work and workplace. To best understand organizational development, practitioners first need to be able to define organizational development and then understand and apply key concepts of organizational development in practice today. Organizational development is a planned effort, managed by leadership and supported by employees, to increase employee engagement and organization effectiveness through planned change in processes and systems. Organizational development practices develop strategy for increasing organizational performance. Today's organizations operate in a rapidly changing environment. Organization development involves an ongoing, systematic process of implementing effective organizational change. Consequently, one of the most important assets for an organization is the ability to manage change. Executed successfully, organizational development maximize employees’ potential and aligns their behavior with organizational strategy. Organizational Development assess needs and creates purposeful, meaningful change for the better.
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HR Basics is a series of short lessons, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore Selection, describing in detail the typical process used by organizations to hire employees.
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