管理科学架构.ppt

1、1-1,Human Resource Management Part 1: Introduction,Power Point by Cheng- Chiang (Johnnie) Chen,Da-Yeh University,1-2,Chapter 1 The Strategic Role of Human Resource Management,1-3,管理科學架構,企業概論構面 人力資源管理篇 生產管理篇 財務管理篇 行銷管理篇 科技與研究發展管理,管理學構面 管理與管理者 管理思想演進 規劃篇 組織篇 領導篇 控制篇 衝突與變革 組織文化,企業管理,組織行為構面 個人行為 群體行為 組織

2、發展 管理個案分析 經營個案分析,企業策略構面 策略的意義及內容 策略的分類 策略規劃 顧客競爭者分析 產業環境分析,1-4,The New Economy,Substantial increase in buying power. A greater variety of goods and services. An ability to compare notes on products and services. (Consumer behavior) A greater amount of information about practically anything. Websites

3、 can provide companies with powerful new information and sales channels. Companies can send ads, coupons, samples, information to targeted customers. (Marketing),1-5,The New Economy,Companies can have 2-way communication with customers and prospects. Companies can facilitate and speed up communicati

4、ons among employees. The Internet can be used as a communication channel for purchasing, training, and recruiting.(Human resource) Companies can improve logistics and operations for cost savings while improving accuracy and service quality. (Production operation Management),1-6,In this chapter will

5、address the following questions: What human resource management (HR) is and how it relates to the management process? How HR management concepts and techniques can be of use to all managers. What are the HR management responsibilities of line managers and staff (HR) managers? What is HRs role in for

6、mulating and executing company strategy?,Chapter 1The Strategic Role of Human Resource Management,1-7,Outline of Chapter 1,The Managers Human Resource Management Jobs Why is HR Management Important to All Managers? Line and Staff Aspects of HRM Cooperative Line and Staff HR Management: An Example St

7、rategic Planning and Strategic Trends The Basics of Strategic Planning The Strategic Planning Process Basic Strategic Trends Managerial Consequences of the Basic Trends HRs Strategic Role HRs Evolving Role Strategic Human Resource Management HRs Role as a Strategic Partner HR and Technology HR and E

8、mployee Performance and Commitment Is there a “One Best HR Way?” Research Insight,1-8,The Management Process,Planning Organizing Staffing Leading Controlling,1-9,The Processes of Management,Planning(規劃) Includes defining goals, establishing strategy, and developing plans to coordinate activities. Se

9、tting goals and figuring out ways of reaching them. (對未來所採取之行動). Goals and standards Rules and procedures Plans and forecasting.,1-10,The Processes of Management,Organizing and Staffing (組織,任用) Includes determining what needs to be done, how it will be done, and who is to do it. To make sure the nec

10、essary human and physical resources are available to carry out a plan and achieve organizational goals. (建立組織內部結構, 人員分工及合作) Tasks,Department,Delegating Authority and communication Coordinating, Hiring Recruiting, Selecting Performance standards Compensation,Evaluating performance Counseling,Training

11、 and developing,1-11,Leading(領導) Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts. To influence others to achieve organizational objectives. (激發員工工作意願) Getting the job done Morale Motivation,The Processes o

12、f Management,1-12,Controlling(控制) Monitoring performance, comparing it with goals, correcting any significant deviations, and to ensure that they are accomplished as planned. To ensure that performance conforms to plans. (透過反饋系統偵查, 比較及修正) Setting standards Comparing actual performance to standards C

13、orrective action,The Processes of Management,1-13,What is Management?,Management The process of getting things done, effective and efficiently, through and with other people. (Stephen P. goal attainment. 注重目的, 目標達成率,1-14,Elements of Organization,7-S (Peters 否Staff. (3)觀點不同: 短期Line; 長期Staff. (4)觀點不同:

14、 實務Line; 理論Staff. (5)立場不同: 保護部門Line; 攻擊自己Staff.,1-32,直線與幕僚的衝突,1.衝突解決: (1)充份了解才能充份諒解(多溝通) (2)鼓勵直線，多聽取幕僚的意見強迫幕僚制(Compulsory staff system) (3)如遇幕僚專技範圍內的問題，應主動告知，諮詢該特定幕僚 (4)完全幕僚制(Complete staff system)： 問題研究與方案分析幕僚 決策直線 (5)輪調(Rotation)：經由工作內容定期變更，交換，立場互易並增進溝通同理心(empathy),1-33,Contrast Authority and Powe

15、r,Authority (職權): The rights inherent in a managerial position to give orders and expect them to be obeyed. (在某特定職位所擁有的權力(power) line authority: The authority that entitles a manager to direct the work of an employee. staff authority: Positions that have some authority but that are created to suppor

16、t, assist, and advise the holders of line authority. Power: An individuals capacity to influence decisions. Chain of command(指揮鏈): The management principle that no person should report to more than one boss. Span of control (控制幅度): The number of subordinates a manager can direct efficiently and effe

17、ctively. 古典學派：X理論，嚴密監督 行為學派：Y理論，自我控制,1-34,Coercive power(強制權力): Power based on fear.領導者可對部屬行使懲罰的能力，避凶 Reward power(獎酬權力) Power based on the ability to distribute something that others value.領導者擁有資源，可供部屬得到正常化結果，趨吉 Legitimate power (法統權力): Power based on ones position in the formal hierarchy，職權 Expert

18、 power (專家權力): Power based on ones expertise, special skill, or knowledge.理性的影響 Referent power (參考權力): Power based on identification with a person who has desirable resources or personal traits.非正式、感性,Types of Power,1-35,Strategic Planning and Trends,Strategy is the companys long-term plan for how i

19、t will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage.,Definition,1-36,Strategic Planning 101,There are three levels of strategic planning as shown below,Corporate Strategy,Business Strategy,Business Strategy,Business Str

20、ategy,Business Strategy,Functional Strategies,1-37,The Strategic Planning Process,SWOT analysis - Strengths, Weaknesses, Opportunities, and Threats Best strategic plans balance a companys Strengths and Weaknesses with the Opportunities and Threats the firm faces Basic strategic trends Globalization

21、Technological advances The nature of work The workforce,1-38,Globalization,1-39,Technological Advances and the Nature of Work,Technology mandates and enables companies to be more competitive Knowledge intensive jobs in industries such as aerospace, computers, telecommunications, and biotechnology ar

22、e replacing factory jobs in steel, auto, rubber and textiles,Carrier,1-40,The Workforce Itself is Diverse,US Department of Labor website,1-41,Consequences of these basic trends,Technology,Global expansion,Strengths and Weaknesses,Uncertainty, Turbulence, Rapid Change, Changing power bases,Companies

23、must be Fast, Responsive, and Cost-effective,Improved competition,1-42,Strategic HRM,Strategic human resource management: linking HRM with strategic goals and objectives to improve business performance and develop organizational cultures fostering innovation and flexibility.,Definition,Clarify the b

24、usiness strategy,Realign the HR functions and key people practices,Create needed competencies and behaviors,Realization of business strategies and results,Evaluate and refine,1-43,How HR helps strategy execution,Functional strategies should support competitive strategies Value chain analysis Outsour

25、cing Strategy Formulation,1-44,How HR helps form strategy,Formation of a companys strategy = identifying, analyzing and balancing external opportunities and threats with internal strengths and weaknesses Environmental scanning,1-45,The Value Chain Approach,1-46,Technology can be the Human Resources

26、engine of change,1-47,HR and technology,Basic HR systems demand paperwork 70% of HRs employees time = paperwork Off the shelf forms from Office Depot/Officemax Online forms Human Resource Information Systems (HRIS) HR on the Internet,1-48,HR portals,Employees can answer their own questions,HR moves

27、from reactive to proactive,1-49,HR means performance,Can HR have a measurable impact on a companys bottom line? Better HRM translates into improved employee attitudes and motivation (e.g., working at home) Well run HR programs drive employee commitment,TOYOTA,1-50,Is There a “One Best HR Way”?,Follo

28、w a companys operating and strategic initiatives All companies can benefit from Profit sharing programs Results oriented appraisals Employment security Foster informal relationships- promote worldwide communications Develop global executives,1-51,The Process of Management,Human Resources,Financial R

29、esources,Physical Resources,Planning,Organizing and Staffing,Leading,Controlling,Information Resources,Manager,Goals,Managerial Functions,Distribution of Time per Activity by Organizational Level,1-52,Key Managerial Skills: Successful Managers Possess,Technical Skill-專業技能(投入轉為產出) A managers ability

30、to use the tools, procedures, and techniques of a specialized field. To prepare a budget, lay out a production schedule, program a computer, or demonstrate a piece of electronic equipment. Interpersonal (or human relations) Skill人際關係 A managers ability to work with, understand, mentor, and motivate

31、others, both individually and in groups. A managers ability to work effectively as a team member and to build cooperative effort in the unit. Multiculturalism: the ability to work effectively and conduct business with people from different cultures. Communication skills: being able to converse in a second language