1 / 32

Lecture 3: HRM Models

ITU / BDT workshop Rabat, Morocco, 5-8 July 2004. Aligning Human resources on Organizational Changes. Lecture 3: HRM Models. Currently used models. Greek Temple Strategic management Total Quality Management Organizational Fitness model (7S). Greek Temple model.

aline-osborn
Download Presentation

Lecture 3: HRM Models

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. ITU / BDT workshop Rabat, Morocco, 5-8 July 2004 Aligning Human resources on Organizational Changes Lecture 3: HRM Models

  2. Currently used models • Greek Temple • Strategic management • Total Quality Management • Organizational Fitness model (7S)

  3. Greek Temple model

  4. The Greek Temple model short inspiring VISION STRATEGIES SYSTEMS, VALUES & BEHAVIORS CORPORATE CULTURE

  5. Culture : what is it? VALUES BEHAVIOURS OBJECTIVES => THE QUESTION OF THE REFERENCE

  6. Managing Cultural Differencesat a company level

  7. Key Success Factors for teamwork • Mission PEOPLE • Means Methods

  8. Communication • Top to bottom • Bottom-up, seminars, feed-back • Proximity, cafeteria • Different levels • Adaptation to the different profiles

  9. Support systems • Integration (socialization process) • Coaching / tutoring / Training • Facilitator, Mediator • HR systems including mobility and career management • Networking – Knowledge Management

  10. Corporate Culture • Virtual management • Mergers & Acquisitions (M&A) • Sharing of good practice • Ethics & Social responsibility • Ownership development

  11. Self-realization Self-esteem Social needs Security needs Physiological needs Organizational behaviors • Management paradox : the manager/leader • Economical approach • Enterprise sociology emergence • Maslow pyramid of needs • Human Resources Management

  12. Strategic management

  13. Models • 5 Porter forces • BCG * Matrix • Core competencies G.Hamel* Boston consulting group

  14. Five Competitive Forces model by Porter

  15. The BCG matrix product portfolio

  16. The core competencies model of Hamel and Prahalad • It is an inside-out corporate strategy model that starts the strategy process by thinking about the core strengths of an organization. • Where the outside-in approach (such as Porter's five forces model) places the market, the competition and the customer at the starting point of the strategy process, the core competence model does the opposite. • As core competence can be seen any combination of specific, inherent, integrated and applied knowledge, skills and attitudes.

  17. From Core competencies to end products

  18. Total Quality Management

  19. European Foundation for Quality Management • Founded 1988 by 14 leading European companies : • More than 750 members today (over 50% of European countries represented) • Based in Bruxelles • Mission : Be the engine of Sustainable Excellence in Europe

  20. Model criteria 5 « FACTORS » criteria that determine the way the organization proceeds in order to be good, improve and reach the expected results 4 « RESULTS » criteria : what the organization really reaches

  21. Structure of the EFQM model 1. Leadership 10% 3. Personnel 9% 5. Processes 14% 9. Key Performance results 15% 7. Results : Personnel 9% 6. Results Clients 20% 2. Policy and Strategy 8% 4. Partners and Resources 9% 8. Results : Partners 6%

  22. Organizational Fitness model

  23. Building organizational fitness…without focusing only on the flowchart • In a technological context of rapid change • In a Global environment • With a Huge requirement to continuous adaptatrion (companies have to « fit ») • According to a Model of a sustainable and optimized organization. Ex: « 7S » model (Mac Kinsey Co)

  24. The 7S model • Superordinate goals • Strategy • Structure • Skills • Style of management • Soft issues • Systems

  25. Superordinate goals • Vision • Embrace both the objective economic value creation and organization development • Task/ business objectives • Clarity of direction is essential

  26. Strategy • Aligned with vision and corporate issues • Communication • Ownership by employees

  27. Structure • « Organization is not structure » • Result of the other « 6S » • Hierarchical, functional, cellular…

  28. Skills • Core competencies (G.Hamel) • Quantitative and qualitative • Link with HR plan • Prospective : mid and long-term issues

  29. Style of management • Style of leadership • History of company • Mergers and acquisitions • « Manager Chart » • Ethical issues

  30. Soft issues • From « Hard » to « Soft » • Use the communication profiles • Use the Emotional Quotient • Help smooth inter-personal issues • Need of framework for analysis (Palo-Alto for instance)

  31. Systems • Quality system • Knowledge Management • HR system : • Attractive personnel packaging • Retention programs • Replacement and mobility programs

  32. Models are good for.. • Thoughts in evolutive and changing world • Helping personal development • Studying business cases …in order to give everybody the same working reference..

More Related