Elements of Organizational Culture
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Running Head: MANAGEMENT
Elements of Organizational Culture
[Name of the writer]
[Name of the institution]
Executive Summary
This report gives a brief overview of the importance of Human Resource Management in an organization and further elaborates on what an organizational culture is, its roles and functions as well as the intensity of impact it has over the working of the organization. It discusses the impact change has over employees in terms of stress and how managers can assist in countering it. It further discusses the leadership skills and styles that managers should possess and adopt in order ensure that the organization moves effectively and efficiently fulfills its organizational benchmarks and achieves its goals.
Table of Content
Organizational Culture & Change
Role of Organizational Culture
Functions of Organizational Culture
Organizational Change & its Characteristics
Consequences of stress for the organization
Techniques for control of Work Stress
Managerial Effectiveness
Approach from the standpoint of personal qualities
Situational Theory
Situational approaches to effective leadership
The Situational leadership model of Fiedler
Contingency Theory
Origins and essence of Contingency Theory
Variables and Assumptions of the Contingency Theory
The role of Human Resources in the Contingency Theory
Adoption of the Contingency Theory
Evaluation
References
Elements of Organizational Culture
Introduction
The Human Resources Management work processes with psychological component that must run under a systemic approach to bring synergy between all work areas that will benefit all users, internal-external and will facilitate the healthy growth and development of the organization as a whole. In this perspective, we outline a proposal to systematize the lines of work with psychological component, whose sequential execution of processes can vary, either by the organizations policy and / or feature timing of the implementation of its programs, which are cyclical by nature. The entire process of human resource management is:
1. Recruitment: Recruitment, Selection and Induction.
2. Empowerment: Education and Training.
3. Rating: Personal Assessment
4. Empowerment: Staff Development
These branches do not work in isolation from each other and also do not work in isolation from external influences such as, for example, and not limited to market conditions, technology and globalization, etc. which affect more or less on institutions and thus reaches the impact to the individuals composing the institution at the end (Adler, 1990).
Any organization seeking competitive advantage must adopt a strategy unique to human resources management. Indeed, the foundation stone for the strategic management of human resources is the relationship between manager and employee. Number of studies show that the most important reasons that drive employees to resign is the direct manager and not the income or the opportunity for better or other reasons. Since the direct manager is the largest component of the impact of human resource management focuses on developing the thinking of managers in their employees Transformed so that the relationship – or evolve – into a kind of partnership, not subordination because partnership means more responsibility means more passion towards their work and therefore more productive (Adler, 2002).
Over the past fifty years and due to the conflict of interest between employees and employers have adopted government laws that govern the relationship