TOPIC 5HUMAN RESOURCE MANAGEMENT学生用书.docx
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TOPIC 5HUMAN RESOURCE MANAGEMENT学生用书.docx
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TOPIC5HUMANRESOURCEMANAGEMENT学生用书
HUMANRESOURCEMANAGEMENT
1.讨论WhatDoYouKnowaboutHumanResourceManagement?
2.演讲The7-S-Model
3.阅读TheJobNoLeaderShouldDelegate
4.回译HumanCapital
5.阅读GEChiefLearningOfficer'sSpeechatPekingUniversity
6.讨论InternalRecruitmentVs.ExternalRecruitment
7.案例分析HowcanTheyHoldontoTheirPeople?
8.阅读AMarket-DrivenApproachtoRetainingTalent
9.视听《步入商界》UNIT20NegotiatingaJobPackage
10.翻译WelcomeSpeechattheFifthInternationalSymposiumonMultinationalBusinessManagement
11.阅读TheChangingHumanResourceManagementStyleforSOEsinChina
12.沟通技巧InterviewQuestions
13.辩论PayingforHonesty?
14.写作AnalysisofChina'sUrbanIncomeDistribution
1.讨论WhatDoYouKnowaboutHumanResourceManagement?
2.演讲The7-S-Model
http:
//www.themanager.org/Models/7S%20Model.htm
The7-S-ModelisbetterknownasMcKinsey7-S.Thisisbecausethetwopersonswhodevelopedthismodel,TomPetersandRobertWaterman,havebeenconsultantsatMcKinsey&Coatthattime.Thypublishedtheir7-S-Modelintheirarticle“StructureIsNotOrganization”(1980)andintheirbooks“TheArtofJapaneseManagement”(1981)and“InSearchofExcellence”(1982).
ThemodelstartsonthepremisethatanorganizationisnotjustStructure,butconsistsofsevenelements:
ThosesevenelementsaredistinguishedinsocalledhardS’sandsoftS’s.Thehardelements(greencircles)arefeasibleandeasytoidentify.Theycanbefoundinstrategystatements,corporateplans,organizationalchartsandotherdocumentations.
ThefoursoftS’showever,arehardlyfeasible.Theyaredifficulttodescribesincecapabilities,valuesandelementsofcorporateculturearecontinuouslydevelopingandchanging.Theyarehighlydeterminedbythepeopleatworkintheorganization.Thereforeitismuchmoredifficulttoplanortoinfluencethecharacteristicsofthesoftelements.Althoughthesoftfactorsarebelowthesurface,theycanhaveagreatimpactofthehardStructures,StrategiesandSystemsoftheorganization.
Description:
TheHardS’s
Strategy
Actionsacompanyplansinresponsetooranticipationofchangesinitsexternalenvironment.
Structure
Basisforspecializationandco-ordinationinfluencedprimarilybystrategyandbyorganizationsizeanddiversity.
Systems
Formalandinformalproceduresthatsupportthestrategyandstructure.(Systemsaremorepowerfulthantheyaregivencredit)
TheSoftS’s
Style/Culture
Thecultureoftheorganization,consistingoftwocomponents:
OrganizationalCulture:
thedominantvaluesandbeliefs,andnorms,whichdevelopovertimeandbecomerelativelyenduringfeaturesoforganizationallife.
ManagementStyle:
moreamatterofwhatmanagersdothanwhattheysay;Howdoacompany’smanagersspendtheirtime?
Whataretheyfocusingattentionon?
Symbolism–thecreationandmaintenance(orsometimesdeconstruction)ofmeaningisafundamentalresponsibilityofmanagers.
Staff
Thepeople/humanresourcemanagement–processesusedtodevelopmanagers,socializationprocesses,waysofshapingbasicvaluesofmanagementcadre,waysofintroducingyoungrecruitstothecompany,waysofhelpingtomanagethecareersofemployees
Skills
Thedistinctivecompetences–whatthecompanydoesbest,waysofexpandingorshiftingcompetences
SharedValues/SuperordinateGoals
Guidingconcepts,fundamentalideasaroundwhichabusinessisbuilt–mustbesimple,usuallystatedatabstractlevel,havegreatmeaninginsidetheorganizationeventhoughoutsidersmaynotseeorunderstandthem.
Effectiveorganizationsachieveafitbetweenthesesevenelements.Thiscriterionistheoriginoftheothernameofthemodel:
DiagnosticModelforOrganizationalEffectiveness.
Ifoneelementchangesthenthiswillaffectalltheothers.Forexample,achangeinHR-systemslikeinternalcareerplansandmanagementtrainingwillhaveanimpactonorganizationalculture(managementstyle)andthuswillaffectstructures,processes,andfinallycharacteristiccompetencesoftheorganization.
Inchangeprocesses,manyorganizationsfocustheireffortsonthehardS’s,Strategy,StructureandSystems.TheycarelessforthesoftS’s,Skills,Staff,StyleandSharedValues.PetersandWatermanin“InSearchofExcellence”commentedhowever,thatmostsuccessfulcompaniesworkhardatthesesoftS’s.Thesoftfactorscanmakeorbreakasuccessfulchangeprocess,sincenewstructuresandstrategiesaredifficulttobuilduponinappropriateculturesandvalues.Theseproblemsoftencomeupinthedissatisfyingresultsofspectacularmega-mergers.Thelackofsuccessandsynergiesinsuchmergersisoftenbasedinaclashofcompletelydifferentcultures,values,andstyles,whichmakeitdifficulttoestablisheffectivecommonsystemsandstructures.
The7-SModelisavaluabletooltoinitiatechangeprocessesandtogivethemdirection.Ahelpfulapplicationistodeterminethecurrentstateofeachelementandtocomparethiswiththeidealstate.Basedinthisitispossibletodevelopactionplanstoachievetheintendedstate.
3.阅读TheJobNoLeaderShouldDelegate-HavingtheRightPeopleintheRightPlace
byLarryBossidyandRamCharan
Giventhemanythingsthatbusinessescan'tcontrol,fromtheuncertainstateoftheeconomytotheunpredictableactionsofcompetitors,you'dthinkcompanieswouldpaycarefulattentiontotheonethingtheycancontrol-thequalityoftheirpeople,especiallythoseintheleadershippool.Anorganization'shumanbeingsareitsmostreliableresourceforgeneratingexcellentresultsyearafteryear.Theirjudgments,experiences,andcapabilitiesmakethedifferencebetweensuccessandfailure.
Yetthesameleaderswhoexclaimthat"peopleareourmostimportantasset"usuallydonotthinkveryhardaboutchoosingtherightpeoplefortherightjobs.Theyandtheirorganizationsdon'thavethepreciseideasaboutwhatthejobsrequire-notonlytoday,buttomorrow-andwhatkindofpeopletheyneedtofillthosejobs.Asaresult,theircompaniesdon'thire,promote,anddevelopthebestcandidatesfortheirleadershipneeds.
Quiteoften,wenotice,theseleadersdon'tpayenoughattentiontopeoplebecausethey'retoobusythinkingabouthowtomaketheircompaniesbiggerormoreglobalthanthoseoftheircompetitors.Whatthey'reoverlookingisthatthequalityoftheirpeopleisthebestcompetitivedifferentiator.Theresultsprobablywon'tshowupasquicklyas,say,abigacquisition.Butovertime,choosingtherightpeopleiswhatcreatesthatelusivesustainablecompetitiveadvantage.
Dellultimatelyout-competedCompaq,afarbiggercompany,becauseMichaelDelltookgreatpainstohavetherightpeopleintherightjobs-peoplewhounderstoodhowtoexecutehisbusinessmodelsuperbly.Nokia,aminorplayerinthecellphoneindustryearlyinthe1990s,becamethegloballeaderbecauseofitspeople.UndertheleadershipofCEOJormaOllila,whohadcomefromabanktoleadthestrugglingdiversifiedcompany,theyadopteddigitaltechnologysoonerthanMotorola,thenthedominantcompany.Theyalsosawthatthecellphonewasnotacommunicationsdevicebutalsoafashionitem,andbuiltexcitementinthemarketplacefortheirproductswithmonthlyintroductionsofnewproducts.
Ifyoulookatanybusinessthat'sconsistentlysuccessful,you'llfindthatitsleadersfocusintenselyandrelentlesslyonpeopleselection.Whetheryou'retheheadofamultibillion-dollarcorporationorinchargeofyourfirstprofitcenter,youcannotdelegatetheprocessforselectinganddevelopingleaders.It'sajobyouhavetolovedoing.
4.回译HumanCapital
5.阅读GEChiefLearningOfficer'sSpeechatPekingUniversity
ThankyouverymuchforinvitingmetothisschoolandtobeabletotalkaboutalittleaboutGEandI’llallocatealotoftimeattheendtotakequestions.Iamimpressedthatat7:
30atnightonFridaynightIseesomanystudentshereatalecture.IcanassureyouwhenIwasincollegeat7:
30onaFridaynightIwasnotsittingforanoptionallecture.SoIthinkthatmakesyoubetterstudentsthanIwasandI’lltellyoualittlebitaboutGE,mycompany,mycareerandhopefullyyoucouldeclipsemyrecordwithyourdiligence.
TogiveyoualittlebackgroundofwhatIthoughtI’lldoforthisdiscussion.ItisreallytotalkaboutwhatIthinkGEisbestat.Whatwearebestatisactuallydevelopingleaders.Wehaveahistoryasacompanyof110yearsincorporatedasGeneralElectric.Thehistoryactuallygoesbackover125yearstoourfounderThomasEdison,whocreatedtheThomasEdisonElectricLightCompany.ItmergedwithasecondcompanytobecomeGeneralElectricofficiallyin1892.It’sbeenontheNewYorkStockExchangefor110years.ItwasoneoftheoriginalDowstockexchangecompaniesanditistheonlyonetosurvivefromtheoriginal30stocksthattheytrackedastheDowIndustrials.
Totalkalittlebitaboutleadershipdevelopment.Theingredienttodevelopinggreatleaders,asweseeit,isfirstofallwewanttohireoracquireoutstandingtalents.MuchlikePekingUniversityoftakingsomeofthebrighteststudentsfromthehighschoolsthroughoutChina,whatwewanttodoistotakesomeofthebestpeoplearoundtoworkforourcompany.Wecreatedaperformanceculturethat’sintense.Itisbaseduponresults.Wehavesharedorganizationalvaluesthatwewanttoteachandmakesurepeopleunderstand.Andwejustprovideopportunitiesforpeopletodogreatwork,toexcel.Weprovidechallengingjobassignments,stretchopportunitiesforpeopletodomoreandbiggerjobsthantheyeverthought.Weprovideaccountability,whichmeansifyoutaketheresponsibility,weholdyouac
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