MGMT 110 Lecture Notes - Lecture 3: Institutionalized Discrimination, Theory X And Theory Y, Baby Boomers
Week 3: Managing Organisational Systems
Learning Objectives
- After completing this topic, you will be able to:
o Differentiate between different organisational systems
o Describe the origins and meaning of human resource management
o Discuss the key concepts in human resource management and how they affect organizational
practice and performance
o Describe the ‘hard’ and ‘soft’ approaches to human resource practices and policies
o Discuss the main methods and approaches to recruitment, selection, retention, and
development used in human resource management
Organisational Systems
- Open system – organisations take resources from the external environment and
convert/transform these into outputs such as products or services
- Within the organisational system there are other system
- Organisations 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
- HRSM system examples:
o Supply chain system
o Operational system
o IT system
o Accounting & administration system
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 organisational system
- Core functions:
o Recruitment
▪ The process and practices used to attract suitable employees to the organisation
o Selection
▪ The tools, methods, and criteria upon which people will be, and are, selected for a given
position
o Retention
▪ The practices and process used to retain staff, and often includes
o Development
▪ The processes, procedures, and policies designed and implemented to enhance and update
the skills, knowledge, and capabilities of staff in relation to their careers and their jobs
- Two schools of thought:
o Hard HR
▪ Michigan school
▪ People are resources and if not managed and controlled effec6vely will work to rule
▪ Aim is efficiency and performance by matching people to task
▪ Taylor
o Soft HR
▪ Harvard school
▪ People are more than resources, and seek fulfilment and meaning in work
▪ Aim is performance and engagement by matching jobs to people
▪ Mayo
- Theory X (Hard HR)
o Managerial orientation that views employees as lazy, self-interested, and requiring control
and coordination
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Open system organisations take resources from the external environment and convert/transform these into outputs such as products or services. Within the organisational system there are other system. Organisations 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. Hrsm system examples: supply chain system, operational system, it system, accounting & administration system. 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. Critiques: strategy is based on unknowable, uncertain, and ambiguous future events, strategy cannot be compartmentalized into actionable, plannable, and measurable events, overtime, strategic objectives no longer represent what they were originally meant to and can become meaningless. Assumed generational differences between people that affect their attitudes, perceptions, and expectations of work.
