Article Abstract:
The organization of the future will be based on a core of essential workers supplemented by outside contractors and part-time help. Managers will need to understand the new working relationships entailed by the future organizational structure in order to make an informed choice of the appropriate management style. Management style must be congruent with the organization's values and beliefs, and can entail one of four cultural types based on orientation: power, role, task, and support. The support style is most important for future organizations and personnel professionals need to take the lead in developing the style among managers by demonstrating its effectiveness. Personnel professionals must promote self-development, identify the organization's values and beliefs, and, most importantly, identify employees' self-esteem, since self-esteem is the key to effectively managing change.
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Article Abstract:
Two case studies of UK corporations are presented to demonstrate the necessity of establishing long-term strategic goals to achieve business success. Personnel professionals, by becoming aware of the significance of planning, can help corporations to achieve objectives. One firm, Amstrad made poor management decisions when the company decided to move manufacturing in-house because managers did not have the necessary strategic plans. In contrast, an unnamed engineering firm hired trained personnel and utilized expertise within their personnel department to confront market alterations and organizational changes by: setting challenging corporate goals; developing competitive product marketing strategies; and shaping future organizational culture.
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Article Abstract:
Personnel departments and executives in Great Britain do not have enough influence and power to do their work as effectively as possible. An action agenda is presented which personnel managers can use to enhance both their effectiveness and their organizational position. A personnel task force should be created, and its mission and 'customers' defined. Key service issues in personnel services should be examined. Comparison should be made with the personnel practices of competitors. The results of personnel service analysis should then be reviewed with 'customers' such as senior management. Improvements can then be implemented and monitored for performance.
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