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Investigate how human resources management HRM contributes to the achievement of organisational objectives in your chosen organisation?
Wiki User
∙ 9y ago
This can be a great way to show your organization skills. Explain a time that you had to use this system at work.
Wiki User
∙ 9y ago
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How your role fits into your organisation structure and contributes to its operation?
Is very important to any organizational structure. The leadership role also contributes greatly to the operation of the organizational structure.
Do you believe that IT drives business or that business drives IT?
It is clearly a question of both. In the business sector, back in the beginning, IT was created as a tool to reduce the administrative burden on companies and thereby drive forward business efficiency. As in the education sector (where I work), where one can find and speak to - indeed, learn from - the teachers who first walked into school with computers under their arm - there was a singular purpose in both cases. In healthcare this nut is a little harder to crack, but it comes down once again to allowing an organisation (of whatever nature) to better achieve its aims through the use of technology. However, as IT has grown and developed, the issues framing this question have become more complex; IT has become more and more intertwined with core organisational processes. In brief, I would say that "IT" should nowadays appear on the same list of core organisational resources and priorities that includes the money, the buildings and the staff. After all, many organisations now depend upon their IT to carry out their financial and personnel management - and (only recently in education), with an increasing focus on, for example, "cashless catering", or security doors that tie back into a computer database of registered ID cards, the same dependencies are now forming in terms of site management as well. Accordingly, where you have a single entity that must facilitate - or entirely enable - so many others, it develops the need for its own standards and its own lines of authority, as long as these do not conflict with the overall vision for organisational development defined by senior managers. Ultimately, IT is like the law; yes, it was created in the common interest, but just as often it will be telling you what you can't do - and for a good reason. Accept this and move on. Does business drive IT? Yes. IT (in industry) would have no role without the core elements of business that it underpins. Does IT drive business? Yes. Just as the requirements for an IT system will be shaped and moulded by its host organisation's requirements, it is also the case that, sometimes, where the organisation ends up going in terms of the strategies that it develops and implements can be "driven" by technology. Many times I have approached senior management with a technological solution to a problem they didn't know they had. Such problems can be identified, addressed and ultimately remedied by means of technology. Sometimes a requirement is formulated at a senior management level and presented to the technical experts for a solution; at other times, it is the technologist who comes to leadership with an entirely separate proposal. If they are as integrated within the organisation as they ought to be, they will conceive such things by themselves in addition to (N.B. not in competition with) the requirements that senior leaders set out. In respect of IT, we have all seen the ups and downs of this technology. Now moving forward, what this world needs to realise is that: a) Supporting is also doing; b) IT is now critical as its own entity and should not be evaluated solely in the context of other areas of work; c) If you approach your technologists by sharing in the simple love of technology that they felt when they entered IT in the first place, while at the same time showing them ways to see how they can apply their work in context, you will get the best out of them; d) Balance is necessary in all things. On that note, then, there is my answer. Business bore IT in the first place but now depends upon it. IT cannot exist without a common purpose (lest we forget!), but contributes just as much to probing the limits of this purpose as other areas of the organisation. They both "drive" each other, and the organisation that recognises and promotes this will do well.
How management information systems helps in improving contributes to total quailty management?
state how MIS ( management information system) helps in improving planning and contributes to Total Quality Management?
Importance of production function?
it contributes towards society by creating employment opportunities to the member of that particular society increases the standard of living of people by that purchasing power of the people increases there by economic development.. competitive advantage...
What is characteristics of planning?
Nature / Characteristics of PlanningThe main characteristics or nature of planning is given below:Planning is an Intellectual ProcessPlanning is an intellectual process of thinking in advance. It is a process of deciding the future on the series of events to follow. Planning is a process where a number of steps are to be taken to decide the future course of action. Managers or executives have to consider various courses of action, achieve the desired goals, go in details of the pros and cons of every course of action and then finally decide what course of action may suit them best.Planning Contributes to the ObjectivesPlanning contributes positively in attaining the objectives of the business enterprise. Since plans are there from the very first stage of operation, the management is able to handle every problem successfully. Plan try to set everything right. A purposeful, sound and effective planning process knows how and when to tackle a problem. This leads to success. Objectives thus are easily achieved.Planning is a Primary Function of ManagementPlanning precedes other functions in the management process. Certainly, setting of goals to be achieved and lines of action to be followed precedes the organization, direction, supervision and control. No doubt, planning precedes other functions of management. It is primary requisite before other managerial functions step in. But all functions are inter-connected. It is mixed in all managerial functions but there too it gets precedence. It thus gets primary everywhere.A continuous ProcessPlanning is a continuous process and a never ending activity of a manager in an enterprise based upon some assumptions which may or may not come true in the future. Therefore, the manager has to go on modifying revising and adjusting plans in the light of changing circumstances. According to George R. Terry, "Planning is a continuous process and there is no end to it. It involves continuous collection, evaluation and selection of data, and scientific investigation and analysis of the possible alternative courses of action and the selection of the best alternative.Planning Pervades Managerial ActivitiesFrom primary of planning follows pervasiveness of planning. It is the function of every managerial personnel. The character, nature and scope of planning may change fro personnel to personnel but the planning as an action remains intact. According to Billy E. Goetz, "Plans cannot make an enterprise successful. Action is required, the enterprise must operate managerial planning seeks to achieve a consistent, coordinated structure of operations focused on desired trends. Without plans, action must become merely activity producing nothing but chaos."Role, Significance, Importance & Advantages of PlanningAn organisation without planning is like a sailboat minus its rudder. Without planning, organisation, are subject to the winds of organizational change. Planning is one of the most important and crucial functions of management. According to Koontz and O'Donnell, "Without planning business becomes random in nature and decisions become meaningless and adhoc choices." According to Geroge R. Terry, "Planning is the foundation of most successful actions of any enterprise." Planning becomes necessary due to the following reasons:Reduction of UncertaintyFuture is always full of uncertainties. A business organisation has to function in these uncertainties. It can operate successfully if it is able to predict the uncertainties. Some of the uncertainties can be predicted by undertaking systematic. Some of the uncertainties can be predicted by undertaking systematic forecasting. Thus, planning helps in foreseeing uncertainties which may be caused by changes in technology, fashion and taste of people, government rules and regulations, etc.Better Utilization of ResourcesAn important advantage of planning is that it makes effective and proper utilization of enterprise resources. It identifies all such available resources and makes optimum use of these resources.Increases Organizational EffectivenessPlanning ensures organizational effectiveness. Effectiveness ensures that the organisation is in a position to achieve its objective due to increased efficiency of the organisation.Reduces the Cost of PerformancePlanning assists in reducing the cost of performance. It includes the selection of only one course of action amongst the different courses of action that would yield the best results at minimum cost. It removes hesitancy, avoids crises and chaos, eliminates false steps and protects against improper deviations.Concentration on ObjectivesIt is a basic characteristic of planning that it is related to the organizational objectives. All the operations are planned to achieve the organizational objectives. Planning facilitates the achievement of objectives by focusing attention on them. It requires the clear definition of objectives so that most appropriate alternative courses of action are chosen.Helps in Co-ordinationGood plans unify the interdepartmental activity and clearly lay down the area of freedom in the development of various sub-plans. Various departments work in accordance with the overall plans of the organisation. Thus, there is harmony in the organisation, and duplication of efforts and conflict of jurisdiction are avoided.Makes Control EffectivePlanning and control are inseparable in the sense that unplanned action cannot be controlled because control involves keeping activities on the predetermined course by rectifying deviations from plans. Planning helps control by furnishing standards of performance.Encouragement to InnovationPlanning helps innovative and creative thinking among the managers because many new ideas come to the mind of a manager when he is planning. It creates a forward-looking attitude among the managers.Increase in Competitive StrengthEffective planning gives a competitive edge to the enterprise over other enterprises that do not have planning or have ineffective planning. This is because planning may involve expansion of capacity, changes in work methods, changes in quality, anticipation of tastes and fashions of people and technological changes etc.Delegation is FacilitatedA good plan always facilitates delegation of authority in a better way to subordinates.Steps involved in PlanningPlanning is a process which embraces a number of steps to be taken. Planning is an intellectual exercise and a conscious determination of courses of action. Therefore, it requires courses of action. The planning process is valid for one organisation and for one plan, may not be valid for other organizations or for all types of plans, because various factors that go into planning process may differ from organisation to organisation or from plan to plan. For example, planning process for a large organisation may not be the same for a small organisation. However, the major steps involved in the planning process of a major organisation or enterprise are as follows:Establishing objectivesThe first and primary step in planning process is the establishment of planning objectives or goals. Definite objectives, in fact, speak categorically about what is to be done, where to place the initial emphasis and the things to be accomplished by the network of policies, procedures, budgets and programmes, the lack of which would invariably result in either faulty or ineffective planning.It needs mentioning in this connection that objectives must be understandable and rational to make planning effective. Because the major objective, in all enterprise, needs be translated into derivative objective, accomplishment of enterprise objective needs a concrete endeavor of all the departments.Establishment of Planning PremisesPlanning premises are assumptions about the future understanding of the expected situations. These are the conditions under which planning activities are to be undertaken. These premises may be internal or external. Internal premises are internal variables that affect the planning. These include organizational polices, various resources and the ability of the organisation to withstand the environmental pressure. External premises include all factors in task environment like political, social technological, competitors' plans and actions, government policies, market conditions. Both internal factors should be considered in formulating plans. At the top level mainly external premises are considered. As one moves downward, internal premises gain importance.Determining Alternative CoursesThe next logical step in planning is to determine and evaluate alternative courses of action. It may be mentioned that there can hardly be any occasion when there are no alternatives. And it is most likely that alternatives properly assessed may prove worthy and meaningful. As a matter of fact, it is imperative that alternative courses of action must be developed before deciding upon the exact plan.Evaluation of AlternativesHaving sought out the available alternatives along with their strong and weak points, planners are required to evaluate the alternatives giving due weight-age to various factors involved, for one alternative may appear to be most profitable involving heavy cash outlay whereas the other less profitable but involve least risk. Likewise, another course of action may be found contributing significantly to the company's long-range objectives although immediate expectations are likely to go unfulfilled.Evidently, evaluation of alternative is a must to arrive at a decision. Otherwise, it would be difficult to choose the best course of action in the perspective of company needs and resources as well as objectives laid down.Selecting a Course of ActionThe fifth step in planning is selecting a course of action from among alternatives. In fact, it is the point of decision-making-deciding upon the plan to be adopted for accomplishing the enterprise objectives.Formulating Derivative PlansTo make any planning process complete the final step is to formulate derivative plans to give effect to and support the basic plan. For example, if Indian Airlines decide to run Jumbo Jets between Delhi an Patna, obliviously, a number of derivative plans have to be framed to support the decision, e.g., a staffing plan, operating plans for fuelling, maintenance, stores purchase, etc. In other words, plans do not accomplish themselves. They require to be broken down into supporting plans. Each manager and department of the organisation is to contribute to the accomplishment of the master plan on the basis of the derivative plans.Establishing Sequence of ActivitiesTiming an sequence of activities are determined after formulating basic and derivative plans, so that plans may be put into action. Timing is an essential consideration in planning. It gives practical shape and concrete form to the programmes. The starting and finishing times are fixed for each piece of work, so as to indicate when the within what time that work is to be commenced and completed. Bad timing of programmes results in their failure. To maintain a symmetry of performance and a smooth flow of work, the sequence of operation shaped be arranged carefully by giving priorities to some work in preference to others. Under sequence it should be decided as to who will don what and at what time.Feedback or Follow-up ActionFormulating plans and chalking out of programmes are not sufficient, unless follow-up action is provided to see that plans so prepared and programmes chalked out are being carried out in accordance with the plan and to see whether these are not kept in cold storage. It is also required to see whether the plan is working well in the present situation. If conditions have changed, the plan current plan has become outdated or inoperative it should be replaced by another plan. A regular follow-up is necessary and desirable from effective implementation and accomplishment of tasks assigned.The plan should be communicated to all persons concerned in the organisation. Its objectives and course of action must be clearly defined leaving no ambiguity in the minds of those who are responsible for its execution. Planning is effective only when the persons involved work in a team spirit and all are committed to the objectives, policies, programmes, strategies envisaged in the plan.
What does organisational structure mean?
Organisational structure refers to the hierarchy of an organisation and how the components of this hierarchy work together to achieve the objectives of the company. For example, in a particular area, there are staff reporting to manager, who may report to another manager, or directly to a ceo (depending on the complexity of the structure or the size of the organisation). Each of these group of persons has their own distinct task(s) to complete that contributes to a main goal(s).
An explanation of how training contributes to the achievement of business objectives?
In order for the organisation to benefit from successful training, there must be a planned and systematic approach to effect management of training. R Harrison (1989:48) defined systematic approach as "…inorder to determine as precisely as possible what are the minimum resources the organisation should invest for the development of its workforce, an accurate assessment should be made of known and agreedtraining needs at all levels. A training plan can then be formulated which can guide the organisation in its investment of resources, in the operation of training and development, and in their evaluation."　
How your role fits into your organisation structure and contributes to its operation?
Is very important to any organizational structure. The leadership role also contributes greatly to the operation of the organizational structure.
Which is a valid conclusion based on a study of European art during the Renaissance in Europe?
The presence of a wealthy leisure class contributes to artistic achievement.
Each of the following attributes important consideration for selecting the heads of department except?
campaign contributes
How the successful resolution of customer service problems contributes to customer loyalty with the external customer and improved working relationships with service partners or internal customers?
Gaining customer's trust is crucial to gaining customer's loyalty. Customers like to feel valued and know that if a problems arises the organisation is ready to listen, and try to put things right.
Which area do you believe contributes the least Why?
Which area do you believe contributes the least? Why?
Why might an organisation collect and record about customer complaints?
Possibly the most important feedback comes from complaints, warranties, return and repairs. Keep accurate records of warranty claims, repairs and return. You need to know how many, when and why. Use those records to assess performance.Analysis of customer feedback in the form of complaints or problems can be analysed to show any trends or particular areas of concern. For example, your records might show that one particular product is return by, or causes concern to, a large number of customers. You would, therefore, investigate further to determine the real cause of the problem. As a result, the manufacturingprocess might need to be re-designed, quality monitoring methods might require changes or the product might be withdrawn and replaced by a higher quality product.Thus all information gathered about customer complaints contributes to the organisation's continuous improvement processes.To contribute effectively to continuous improvement processes, customer feedback must be communicated to employees. This includes information about complaints and information about successes. Positive feedback can be used to provide examples and develops strategies for future actions. If employees do not receive information relating to customer service and product qualitythey will not know how well they are doing or where they need to improve. Without customer feedback, you and your organisation are working blindly.
In a healthy ecosystem each population contributes to the of other populations?
It contributes to the habitat
What is it when the male contributes one factor and the female contributes the other factor?
In sexual reproduction, one parent contributes one factor and the other contributes the other factor. In asexual reproduction, the factors come from one parent.
How does the financialsystem contributes to the development of enterprenuership in Nigeria?
How does the financialsystem contributes to the development of enterprenuership in nigeria?
What contributes has Claude Monet made to art?
He is famous ! He loves art! he has alot of contributes!
