Part One : Macro
Accordingly, recognizing that macro analysis is critical when developing as well as maintaining reliable business systems such as in HR and its operations as there can be growth in its size and such complexity patterns. have to amicably exercise his power as the CEO but, be aware also of the issues and challenges left behind and to those rising ones, the ideal process to control over such problems and the essence to resolve them justifiably in diagnosing patterns of organization behavior and its problems.
1. Culture
The culture is tight mostly, pointing to the human resource system and such management culture as there lacks development of such ideal pacing. Human resource culture and the overall culture is too comprised and that there were no enough space to breathe and such shortage and over posit of manpower is highly visible, the culture then is at high risk for and his team
2. Structure
The need to restructure the club’s organization structure that will be flowing within the proper context, integrating ideal leadership stance and power. The structure has to be strong in essence with the CEO being supported by the management from within the high as well as below levels. Thus, the organization structure is weak and does not incorporate proper HRM guidelines and principles.
3. Leadership
The showing of unfair leadership is present as there arise such conflicts of interests and values among the employees and such unresolved issues from within the management and there is indication of discrimination from within the workers culture norms and such skills towards work. Humanitarian leadership is less shown as heavy shifting schedule is present in the organization, the leadership imposes a sort of authoritarian notion and that those executives only can decide on the things to do and consider and that those staff under it have no right to give such ideas and opinions
4. Strategy
The business strategy is not properly functioning, as there are a lot of issues concerning to the human resource policies that needs full attention and comprehensive evaluation and as much as possible such execution of a much better, more clear and effective strategic human resource systems and strengthen its underlying assumptions as crucial to employees growth and development that would generate a more stable and successful organization respectively. Aside, the HR strategy being utilized has not been updated and it does not follow certain guidelines and regulatory patterns deemed possible for the welfare of the staff. Furthermore, relating to the culture strategy of the organization ideal decision process are being off the line as blocked by so many issues surrounding the business milieu. The paying strategy of the club does not adhere to its standards as there is unjust payment schemes mostly centering on the low level workers that is not good and is questionable in such ways.
5. Technology
Speaking of technology, redundancy in functionality is exposed from within and that there is no ideal changes to the advancement of such operations that would consequently back up the relevance of technology and its ideal applications from within the organization. The technology process does not incur good basis for the structure of the organization. The process of technology consumption does not adhere to such skills and performance development of the management and staff, there can be lack of staff training and development since the technology found within the human resource area is weak and is not appropriate in general terms.
Micro
1. Symptoms
Various human resource systems have exposed and exploited such appropriate system context to address such issues and problems concerning the HR and operations of the organization as the analysis makes use of non technical context to improve HR system and management in its reliability. This is especially important for large, dynamic systems, where execution context may be distributed across many components. Ideally, one explanation regarding micro symptom is the observation that CEO, organization incurs more dynamic nature in its culture particularly, in its HR culture process, as such distributed points of the system imposes such single system wide execution of its micro assessment path that is being associated with the value of services being provided in a complete ideal paradigm.
Ideally, there can be some issues pointing to their HR management development as such there can be certain trend towards outsourcing, particularly offshore that has been contributing to the decline in the number of their people and that such human capital skills get commoditized and moved out but fears are present in the company whether failures and risks will strike the club or not. Aside, the ample practice of such initiatives to develop its own talent, including leadership in training program and leader to leader project for their HR managers as the goal is about pushing as much down as the organization can to the people who are closest to the work to take on more responsibility. Then, the employees well being are given importance and the company tried to project an image of socially responsible entity. However, despite the positive aspects and strength of the culture, there were number of issues which was criticized. In the light of the number of law suits filed against the company, the top management realized that there were drawbacks in the culture of the company and began taking steps towards correcting the actions of the CEO, . Thus, other underlying issues can involve overtime woes, strict policy on overtime and the company’s rules forbade it, it was observed that, at most of the stores, employees worked between 5 and 15 hours overtime per week as company had 40 hours work week. Since the company was very strict about not allowing overtime and instances where store managers who paid overtime were demoted and even dismissed, usually done on an unofficial basis. Since overtime was not allowed, store managers often asked workers to clock out after their shift was over and then continue working. Sometimes workers were put to work as soon as they came to the stores at the start of the shift, even before they could clock in. Sometimes the time cards were also edited by the people in charge of payroll to show that employees worked only 40 hours per week. When people clocked in more than 40 hours the additional hours were deleted from the records that was regular practice in order to control the expenditure on salaries.
Part 2: Recommendations
There are main recommendations for assessing the organization in its human resource system and such operational principles to support such macro and micro pathways. First, it must be possible to associate unique path with each distinct request. For example, if the same request is handled by different components in different, possibly distributed processes, the organizational team must be able to make this connection, perhaps by using a unique ID that travels with the request. Second, it must be possible to report observations and associate them with the components that made them. For a pipelined system, a logging mechanism together with knowledge of component request entry and exit would be sufficient. The need for understanding the club’s organization structure, including good relationship between external as well as the organization’s internal environment in such component formation and state, there enables the consultants and such business operators to possibly anticipate potential problems from within the club such as those centering on the human resource issues and its challenges and to be able to fully upgrade the human resource system strategically. Thus, knowing how such ideal components and shared state are used is critical when debugging failures from within the management operations, for instance. To acquire useful techniques that generate such HRM models in automatic motion.
However, macro and micro paths do amicably capture such application from within such structure as such, the runtime paths will then record how the human resource system in such services deal with the continuing problems as revealed which compares favorably with error prone in such human generated representation and such strategically driven analysis that may predict how the club’s system might embrace the value of its culture, providing Tim more space and time to adjust situations and implement changes for the good of the business. Thus, the understanding and being aware of such actual behavior posited by the staff as such HR system undergoes vivid investigation and can be used as enough input to recover corporate values and its related mechanism such as for example, recursive restarts as well as reduction of such mean time to repair such damages being done. It can be that while currently used for better organization planning, situations seen may possibly be applied to problems and issues debugging in the workplace as well as human resource system tuning, and its refinement. Then, by tracing runtime paths from the web servers, through the application components and to the databases, there can easily determine how the process is shared across the areas of the business. There are several unbolt, challenging problems that can benefit from such high point system perspective that macro analysis do provide such as the following:
Assuming system structure: Furthermore, systems evolve through both changes to their components and changes in how these components interact. Understanding such intercomponent relationships enables developers and operators to anticipate potential conflicts and debug problems. Unfortunately, current techniques for tracking changes in these relationships rely on error-prone, manual documentation, which is infeasible for rapidly changing systems. As systems grow and increase in complexity, there has been the desire for ideal and automatic integration of such value mechanisms that is for assuming good organization system and structure for ample tracking of such strategic evolution within process.
Detecting application failures: Despite best efforts at unit testing and quality assurance, services still fail. Worse still, many application-level faults are only seen by end users after deployment, even though systems are constantly monitored for signs of failure. The difficulty is that broken or misconfigured components or bad component interactions may only exhibit symptoms at the application level and the global context required to programmatically diagnose such application-level failures is usually not available.
Analyzing failures: Failures often manifest themselves far from their root cause. In the extreme case, faults are not detected within the system’s boundaries at all and are only visible to external observers. Unfortunately, existing evaluation tools have limited, confined view of the HR system and thus work best when failures manifest themselves close to what has been the cause respectively.
Amicably, one HRD activity to utilize is the training and development of people in right workforce milieu such as those done for simplification but not necessarily to position such HRD development as better source of company growth in manpower skills and knowledge composition. Although mistakes were seen as work opportunities and the possibility that the employees are to be encouraged in giving their own suggestions for improvement in working practices on store grounds but such assessment of individual employee performance can possibly be in default motion.
Thus, it should be noted that such human resources director draws little distinction between the terms personnel management and HRM as basic theory of personnel management manifest in, for example, practices like management development, succession planning, job enrichment and broadening, he opines, remains relevant and valid. Every HRM initiative, therefore, is subject to cost-benefit analysis of business costs and savings to anticipate any unwarranted criticism and underline several legitimacy of its HRM development ways. It is recommended that the HR team must acquire transnational perspective of better human markets and thus, the organization will enable to face innovative challenges and seize the opportunities created by their HR development integration ( 1992). As the strategic HRD of the company then, conceptualizes planned learning and development of individuals and groups to be of benefit to the business as well as individual learners. There is also the need to advocate as well as align the format of organization approach in its HRD activities so that the company can drive ample strategic direction from within (1995).
Credit:ivythesis.typepad.com
0 comments:
Post a Comment