MGMT 110 Lecture Notes - Lecture 3: Millennials, Bombardier Talent 2, Oil Platform
Week 3 – Managing Organisational Systems
What are organisational systems?
• Open system – organisa6ons take resources from the external environment and
convert/transform these into outputs such as products or services
• Within the organizational system there are other systems
• Organizations and their subparts are linked to other systems in its environment
• Synergy occurs when there are gains in performance from coordinated orchestration
of organisational systems
Examples of Organisational Systems
What is human resource management?
• The process and practice of managing and advising management on the recruitment,
selection, retention, and development of staff
• Performed in an increasingly complex legal and social environment
• A central organizational system
• Aim to achieve the organisations objectives
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HR Origins
• Anglo-Celtic people were named after their jobs → Smith, Cook, Miller, Taylor
• People also often did the same job for life, sometimes born into a trade
• Historically, humans were seen as resources
- Bought and sold as slaves from Africa to the Americas
- Economies were structured, divided between the owners of capital and those
whose only resource was the ability to provide labour
• Unions were then created to counter the increasing power of industrialists & owners
of capital, ensure humans not treated as resources
• Modern treatment as a resource → mass redundancies to influence stock market
price, unfair dismissal, discrimination, exploitation
• Theory and study of HRM are relatively new → part of the Harvard University MBA
and at the Michigan Business School in 1980s
- This created the two schools of through – hard and soft
• H‘M oelates ith Fedik Talos sietifi aageet ad Elto Maos
human relations approach
Hard HR
• Michigan school
• People dot at epoeet, the at to e told hat is euied, gie
resources and training and be remunerated
• People attracted by good pay, clear objectives and unambiguous job duties
• People are resources and if not managed and controlled effectively will work to rule
(i.e. Theory X)
• Aim is efficiently and performance by matching people to task
• Taylor
Soft HR
• Harvard school
• Work is an integral part of life
• People are more than resources and seek fulfilment and meaning in work (i.e.
Theory Y)
• Should be a positive experience
• Aim is performance and engagement by matching jobs to people
• People will be attracted to jobs that provide opportunity for growth and
advancement
• Mayo
find more resources at oneclass.com
find more resources at oneclass.com
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Hr origins: anglo-celtic people were named after their jobs smith, cook, miller, taylor, people also often did the same job for life, sometimes born into a trade, historically, humans were seen as resources. Bought and sold as slaves from africa to the americas. This created the two schools of through hard and soft: h m (cid:272)o(cid:396)(cid:396)elates (cid:449)ith f(cid:396)ed(cid:396)i(cid:272)k ta(cid:455)lo(cid:396)s s(cid:272)ie(cid:374)tifi(cid:272) (cid:373)a(cid:374)age(cid:373)e(cid:374)t a(cid:374)d elto(cid:374) ma(cid:455)o(cid:859)s human relations approach. Mcgregor"s theory x and theory y: theory x. Managerial orientation that views employees as lazy, self-interested, and requiring control and coordination. Attitude: work is disliked, boring, avoided if possible. Direction: forced or coerced to make the effort. Responsibility: rather be directed than accept responsibility. Motivation: by money and fears over job security. Creativity: not much, except when it comes to getting around the rules: theory y. Managerial orientation that views employees as motivated by feelings of self- worth, and seek autonomy, fulfilment, and meaningfulness at work.
