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TASK 1 OF 3 – SALES PITCH
1.1 Importance of strategic Human Resource Management and how value could be added to UrPhone4Everything® as well as how Strategic HRM could be linked with other departments. When a human resource department strategically develops its plans for recruitment, training, and compensation based on the goals of the organization, it is ensuring a greater chance of organizational success. Strategic HRM is the designing of procedure of how organizations will achieve its goals through the personnel by adopting integrated HR policies and practices. In other word and according to Bratton & Gold (2017), strategic human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance. At the core of strategic human resource management is the alignment of the programs, policies and practices of the HR with the organizational strategies (Cania, 2014). The scope of HR in management includes but not limited to the following: Talent management; labour relations; HR planning; Succession & career planning; performance & Reward management; Training & development; Personnel administration; and Recruitment, Selection & introduction. In designing a strategy for HRM, the following criteria need to be satisfied: the strategy must be in alignment with corporate goals; the strategy must set out clear aims; it must be supported by business case; the strategy need to take into account, the individual as well as business needs; it also should contain realistic and achievable plans for implementation. The importance of SHRM to UrPhone4Everything® is very significant as it highlight and align the value of the personnel of the organization to its goal of being large and viable enough to cater for bigger client both individual and enterprise. Value will be added by
recruiting more computer software programmers, engineers, marketers, and customer care representatives, and build their capacities by putting them through training and development to be able to cater and successfully manage the customer traffic that the new frontier of the business is bringing. The Strategic HRM will bring the business to its potential of being the leading mobile control solution company. HRM approach its functions in order to discover, polish and improvise the potential and talent that people working in the organisation have in them but are unaware of that, thus improving the quality, efficiency, productivity and satisfaction. HRM also aims to resolve any problems and conflicts that employees are facing. Moreover, maintenance of discipline is also characterized by HRM. Different models have explained the HRM within the context of organization. Of such models are: Contingency model: this model originated from the work of Woodward (1958), and it explains that there is no one method fit for all when it comes to leading organization. The model believes that circumstances in organizations are different; therefore, the method and strategy adopted in leading one organization may not be applicable in another. As a result, it is stated that organizations require to be led differently depending on the circumstances that are faced with and that this also depend on the internal and external restrictions. Harvard Framework: this model was postulated by Beer et al (1984) and it explains HRM from the perspective of the situation faced in the organization. It is believe that HR policies are impacted by circumstances and interest of the stakeholder. The model also states that the decision and policies of managers have capacity to influence other factors such as: competence and commitment within the organization.
is finance department to cater for the need of sourcing investors and funds needed to procure the properties and equipment needed for smooth operation in the organization. All these department will be filled with people of vision who can work together to bring the dream of the organization to reality. This process and linkage will however start from filling the post of research and development, follow by programmers. When the product is coming into reality, then the position of sales & marketers and finance will be filled to take the product to the potential customers, and to bring in fund to continue the business on a larger scale. 1.2 Roles that could be played at UrPhone4Everything® and their purposes The role of HR in UrPhone4Everything® includes championing employee’s course; to be a strategic partner in the organization; and to constitute an administrative expert for the organization. HR formulates and integrates human resources strategies that see to the growth and development of employees in the organization. According to Armstrong (2009), HR strategies integrated and coherent approach to the employment, development and well-being of people working in organizations. For example, strategies on how to appraise employee’s performance are designed and implemented by the HR department, and this allows it to ascertain the weakness of the employees which in turns inform the organization on the kind of training to organize for improvement of their performance. As a strategic partner, HR of UrPhone4Everything® positions the activities of the human resource of the organization to the achievement of its overall objectives. The HR contribute to the development of the organization strategy, and knowing the overall goals and the strategy to achieve this, HR help source for, recruit and placement of personnel with the required skills to help the organization achieve its goals. As an administrative expert, HR works with line managers to support the achievement of
their business goals. HR do this by acquiring people’s services, developing their skills, motivating them to high levels of performance, and ensuring their continuing maintenance and commitment to the organization are essential to achieving organizational goals (Burma, 2014). 1.3 Analysis of the factors that UrPhone4Everything® should consider before HR planning Although embedded technology is not a new area of business, its application in networking home appliances and mapping it to be controlled by the mobile phone is an area that has not been fully integrated into technology–driven daily life of many people. Based on this, the following represent the strength, weakness, opportunity and threat to the business: Strength: The strength of the organization is the personnel and its experience in consumer targeted software business. The company has developed software for the use of consumer in the past therefore have experience of the expectation of consumer as far as software is concern, unlike competitors who may not have had such experience. The personnel i.e. the programmer being in-house employees also serve as advantage for the organization as any error can quickly be corrected unlike if the programmer are outsourced which could delay the process of test-run and correction of programming error. Weakness: The weakness of the organization is the limited number of programmer and engineer on the pay-role of the organization. The shortage of personnel means there is delay in project delivery for the customer as period of project completion is long due to shortage of manpower. Opportunity: The opportunity for UrPhone4Everything® in the business is the fact it is a pioneer in the business. Customized mobile controlled solutions being a relatively new business area provide opportunity for UrPhone4Everything® as early entrant to secure significant share of the market.
Sequential Interviews. Besides there can be Structured and Unstructured interviews, Behavioral Interviews, Stress Interviews.
- Reference & Background Checks: Reference checks and background checks are conducted to verify the information provided by the candidates. Reference checks can be through formal letters, telephone conversations.
- Selection Decision: After obtaining all the information, the most critical step is the selection decision is to be made. The final decision has to be made out of applicants who have passed preliminary interviews, tests, final interviews and reference checks. The views of the software and engineering managers are considered generally because they will be responsible for the performance of the new employee.
- Physical Examination: After the selection decision is made, the candidate is required to undergo a physical fitness test. A job offer is often contingent upon the candidate passing the physical examination.
- Job Offer: The next step in selection process will be job offer to those applicants who have crossed all the previous hurdles. This will be made by way of letter of appointment.
TASK 2 OF 3 – HR PLAN AND MEMO
2.1 Human resources plan for UrPhone4Everything® Introduction HR plan is important for UrPhone4Everything® business because it allows the business to align the HR management with the strategic goal of the organization. The human resources management plan is a tool which will aid in the management of this business’s human resource activities throughout the business until closure. The human resources management plan includes: Roles and Responsibilities The roles and responsibilities for the UrPhone4Everything® business growth are essential to organization success. All members of staff must clearly understand their roles and responsibilities in order to successfully perform their function in the business. For the UrPhone4Everything®, the following project team roles and responsibilities have been established: Managing Director/CEO (MD), (1 position): responsible for the overall success of the business. The MD authorizes and approves the overall goal of the organization. The MD is also responsible for approving that finances, and whether work activities meet established acceptability criteria and fall within acceptable variances. The MD will be responsible for reporting project status in accordance with the plan. MD/CEO is the owner and manager of the business, and as a leader need to possess different leadership skills that can be deploy in different form whenever the need arises.
performance will be managed by the HoP. Programmers must be proficient in programming html, C++, and Java programming languages. Technical Engineer (TE) (30 position): The TE are responsible for the distribution, installation, and monitoring of the new software. The TEs are responsible for working with the Programmers to ensure all coding on new software conforms with organizational and the home appliances regulations, and home owners standard. TEs will undergo training every quarter to asquint them with the new update of the app and to update their skill in installation. The TEs will report status to the HoE in accordance with the communications management plan. The TE’s performance will be evaluated by the HoE and communicated to the TEs and MD. The TEs must be proficient in managing network architecture. Marketing Managers (MM), (1 position): MM oversees the process of designing and directs the implementation of marketing strategies to make the product and service of the organization know and consume far and wide. MM is responsible for working with the HR to determine skill sets required and approving resource assignments. MM is also responsible for conducting performance appraisals of assigned resources based, in part, on the HR feedback regarding field performance. MM is involved in interviewing the marketing & sales officers to be employed and manage direct and manage marketer’s affairs and performance.MM report to the MD. MM must have a degree in marketing preferably Masters degree, and must be a member of a professional body in marketing. MM must also have 5 years cognate experience in the post of Marketing Manager. Being in management position, MM is in line of succession for the post of the CEO of the organization therefore will have leadership training as part of his yearly training. Marketing Officers (MO), (30): MOs are responsible for taking the product of the company to the public. They follow up on the advertisement to look for new market for the company. MO
facilitates new business and bring new customers for the company. They also follow up on the existing customer of the organization to check whether there is need for upgrade of their app. Director of Finance (DoF), (1): DoF oversees all the finance of the business. DoF source for needed fund for the organization through direct investors or negotiate loan with the creditors on behalf of the company. He also oversees the release of fund to different department after the approval has been given by the MD of the organization. DoF office requires the occupier to have 4 years cognate experience in finance and must be up to date in the area of financial reporting for an organization. DoF report to the MD. Being in management position, DoF is in line of succession for the post of the CEO of the organization therefore will have leadership training as part of his yearly training. Personal Assistance (PA), (6): PA performs the function of assistant to the senior officers i.e. MD, MM, DoF, HRM, HoP, & HoE. PA helps in managing the secretariat and clerical work of the offices of the managers and the report to their respective bosses. Human Resources Manager (HRM), (1): HRM perform functions such as intake, management and directing the people who work for the organisation. The office is also responsible but not limited to, intake, monetary and non-monetary benefits, motivation, training, personnel development, communication, and wellness and performance management. HRM reports to the MD. 2.2 The importance of HR policy Human Resources Department otherwise called HR is an indispensable division of any organization, be it a start-up, or an established company; irrespective of the size of the business is. In every HR however, there is always a policies which must exist in all types of organizations for them to be able to cater and meet the desires of the diverse people that constitute their
- HR Policy Roles: One of the first most important tasks of building an HR policy is to have a clear formation of employee Roles. Role definition is a crucial part of establishing clear performance expectations from employees. Each and every employee in an organization must be clear about his role and how much he can exercise his powers within his role.
- HR Rules and Regulations: In every workplace, employees and employers need to share a clear and mutual understanding of what is acceptable and what is not. Certain people feel it is essential to have clear, written rules in every organisation, while others are more comfortable with having no set of rules. If an employer relies on a loose set of rules which have not been documented; it is easy for people to assume these rules are open to interpretation. The result would be a working environment which would be out of tune with the ultimate goal of the organisation.
- Consequences of Poor Human Resource Policies: In order to keep the workplace a professional and pleasant environment, certain sets of rules or policies and procedures are made. The company head must sit with the HR team and decide what they consider over the line behaviour, or inappropriate behaviour. Not only that, they must also decide what the appropriate consequences of these behaviours should be. After these are decided, it must be explained to all employees. Consequences for inappropriate behaviour are the only way an organisation will be able to succeed.
- HR Tools: Tools are defined as the resources organization you provide employees who are in-charge of managing other employees. Providing in-house training or even hiring experts to provide training to employees regarding work culture, policies, how to address issues and grievances, and correct training on appropriate and inappropriate workplace behaviour should be provided. Enshrine in the HR policy of organizations that can also benefit UrPhone4Everything® if instituted include: Employment Policies: Guideline of the recruitment and selection process of new employees, as well as their orientation. Employment Status and Records: Provides access to individual employee accounts, personal files, background checks and performance reviews. Employee Benefits: Written terms and conditions defining employee benefits such as paid leave, insurance, holiday and employee reimbursements. Payroll: Policies related to employee salary and wage, deductions and advances. Workplace Guidelines: Guidelines defining work arrangements like conveyance, flex time and use of company assets. Employee Conduct: Defining appropriate workplace behaviours and norms, conduct of employees, preventive measures to check substance abuse, harassment and workplace violence. E- Policies: These are guides informing employees on proper usage of the organisations information and fair use of the internet. Benefits of HR Policies and Procedures: Recruitment and Employment: Human resources are responsible for all the functions of advertisement, recruitment, selection, training and development of an organisation. Recruitment,
TASK 3 OF 3 – REPORT
3.1 The impacts of different management and leadership theories on organisational strategy and structure When we think about management and leadership, the image comes in our mind that these are powerful dynamic individual who commands people. Yesterday principles and theories are contemporary and sophisticated. Some overlap and gaps occurs. Current theories fill these gaps and after to study that people are dealing to current situation. There are many theories of management and leadership, these are defined as: Behavioural theory, Contingency theory, Functional theory, Great man theory, Situational theory, Trait theory, Transactional theory, Transformational theory. Major models and approaches are: Adaptive leadership and appreciative leadership Many leaders and managers have his or her own style. Some common styles are: Autocratic, Bureaucratic, Democratic, and Laissez-faire. There is a difference between theories and leadership models that leadership theory is an explanation of some aspect of leadership, these are used to better understand and control successful leadership and leadership model is an example for use in a given situation. Each one has strengths and weaknesses, and each one has its appropriate uses. Here I am selected two current management and leadership theories which are Transactional leadership and Transformational Leadership.
Transformational Leadership: Transformational leadership theory has captured the interest of many researchers in the field of organizational leadership over the past three decades. This theory was developed by Burns (1978) and later enhanced by Bass (1985, 1998) and others (Avolio & Bass, 1988; Bass & Avolio, 1994; Bennis & Nanus, 1985; Tichy & Devanna, 1986). The major premise of the transformational leadership theory is the leader's ability to motivate the follower to accomplish more than what the follower planned to accomplish (Krishnan, 2005). Transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985). Burns postulated that transformational leaders inspire followers to accomplish more by concentrating on the follower's values and helping the follower align these values with the values of the organization. Research has also shown that transformational leadership impacts employee commitment to organizational change (Yu, Leithwood, & Jantzi, 2002) and organizational conditions (Lam, Wei, Pan, & Chan, 2002). Due to its impact on organizational outcomes, transformational leadership is needed in all organizations (Tucker & Russell, 2004). Transformational leadership identifying and developing core values and unifying purpose, developing leadership and effective followership, utilizing interaction-focused organizational design, and building interconnectedness" (Hickman, 1997, p. 2). Transformational leaders work to bring about human and economic transformation. Within the organization they generate visions, missions, goals, and a culture that contributes to the ability of individuals, groups, and the organization to "practice its values and serve its purpose" (Hickman, 1997, p. 9). These leaders are reliable leaders who generate commitment from followers which results in a sense of shared purpose (Waddock & Post, 1991). The leader's
well structure of the organization? Dangote is a strong and energizing person his enthusiasm, hardworking nature, judgment skills reflect his personality. His motivating power and involving some of his family member to working with him became the success of Dangote group. On the other hand, Mike Adenuga's leadership is autocratic style, because he never given a chance to subordinate to involving decision making. Aliko Dangote and Mike Adenuga Jnr both gave their heart & souls to developing their vision to develop their respective industries, but the way they choose was different from other. Aliko Dangote develops Dangote cement which became bedrock of his business and the largest cement company in Africa. Dangote being relationship oriented, his enthusiasm, vision and hardworking give him the success. On the other hand Mike Adenuga started Globacom which is a telecommunication company with a vision to be the biggest and best telecommunication network in Africa. Not only that, he also started Conoil producing with the vision to be the biggest indigenous Oil and Gas company in Nigeria and Africa. It was reported that Adenuga has rejected different offer to list his companies in the stock exchange to raise more money to expand his business beyond what only his capacity can take but he rejected. Example is when he was advice to take Conoil producing public so that he can build refinery in collaboration with others with the money raise but he rejected. Adenuga leadership style has build a culture of close business in which the business revolve round him and not always open to strategic partnership with other business (African Leadership Magazine, 2015), whereas, Dangote though a dominant player in his sector of business is always open to new ideas and adapt quickly with progressive strategy (Aro-Gordon, 2015).
3.2 The impact of these organisational strategies, structures and culture on the management of HR. According to Schein (1985, 1995), the leader's beliefs, values, and assumptions shape the culture of the organization and these beliefs, values, and assumptions are then taught to other members of the organization. Schein also stated that leaders have the power to embed organizational culture through various methods such as mentoring, role modeling, and teaching, Bass and Avolio (1993). Transformational leadership has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985) which involves motivating people, establishing a foundation for leadership authority and integrity, and inspiring a shared vision of the future (Tracey & Hinkin, 1998). Idealized influence and inspirational motivation are connected with the leader's ability to formulate and articulate a shared vision (Dionne, Yammarino, Atwater, & Spangler, 2004). Transformational leadership creates a desire for people to work as a team, in an enjoyable and non-threatening culture, yet always with an expectation of excellence. It creates a 'How To' approach to problem solving and development of new concepts, it allows for early warnings of imminent threats and weaknesses in the organization and strongly encourages celebration of strengths and aggressive pursuit of suitably qualified opportunities. Transformational Leadership is demonstrated from the highest level in the organization, and rewarded all the way through the management layers. It is charismatic, passionate and inspirational and attracts the very best candidates for available roles. Everyone in the organization clearly understands the culture, goals and expectations of the organization.
