...Understanding organisations and the role of human resources Unit 3HRC Workbook Cullen Scholefield Maxwelton House 41 Boltro Road Telephone: 0800 0185 052 Fax: 01444 459 221 Haywards Heath West Sussex Website: www.csgconsult.com Cullen Scholefield Limited a company registered in England No: 3298304 RH16 1BJ United Kingdom eMail: develop@csgconsult.com Contents Introduction 4 New qualifications 4 Overview of 3HRC Understanding organisations and the role of HR 6 Section one - Organisation context, purpose, aims and objectives 7 Section two - Different types of organisation 13 Section three - Understand how HR activities support an organisation 20 3HRC © Cullen Scholefield Page 2 of 27 This page is intentionally blank 3HRC © Cullen Scholefield Page 3 of 27 Introduction New Qualifications The Chartered Institute of Personnel and Development (CIPD) has introduced new qualifications in 2010 to reflect the knowledge and skills specified in the CIPD HR Profession Map and revised membership criteria The changes offer greater flexibility to you and providers, introduce a whole new suite of Intermediate level qualifications, and will meet the requirements of the new Qualifications and Credit Framework (QCF). What is the QCF? The QCF is a new way of recognising achievement through the award of credit for units and qualifications. At present, it is hard to understand all the different types of qualification...
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...hypothetical Business Organisation, Develop strategic intent and implementation after critical analysis of the environment. Case Study: SS SECONDARY SCHOOL Strategy is a unified, comprehensive and integrated plan relating strategic advantages of the firm to challenges of the environment. The strategy designed to ensure that the basic objectives of the enterprise are achieved. Strategic business management refers to a set of managerial decision and actions that determine the long run performance of a business or corporation, which is basically a process of achieving organisational objectives, by establishing a framework to perform various processes and focusing on relating the organisation to its external environment, that there is continuous interaction between the organisation and its environment. There are various limitations to strategic business implementation which includes complex and dynamic environment, rigidity, inadequate appreciation of strategic business management, limitation in implementation and seldom corporate strategy. Strategic management process involves three stages which includes strategy formulations, strategy implementation and strategic control. Strategic intent which is part of strategic formulation involves establishing a vision, mission and long term broad objectives. It is a big hairy and audacious goal that set by the organisation to be achieved at a certain period, which stipulate the kind of environment an organisation is aspire to create...
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...Because of the competition for scarce human resources individual units within a company have to contend with attracting and retaining skilled employees. Internal audit is no different. The numerous career options available to new entrants and the seasoned audit practitioner make it imperative for audit managers to continually re-evaluate their approaches to ensure that the internal audit department is adequately staffed both in terms of numbers as well as skill sets to discharge its functions effectively. The IIA Attribute Standards / and Performance Standards are very clear and definitive on this: i) Attribute Standard 1210 - Proficiency Internal auditors should possess the knowledge, skills and other competencies needed to perform their individual responsibilities. The internal audit activity collectively should possess or obtain the knowledge, skills and other competencies needed to perform its responsibilities. ii) Performance Standard 2030 - Resource Management The Chief Audit Executive should ensure that internal audit resources are appropriate, sufficient and effectively deployed to achieve the approved plan. Professionalism Internal auditing is grounded in professionalism and efficiency. Today's internal auditors are a far cry from the 'fault finders' or 'policeman' role that the profession has long been associated with. Modern day internal auditors are routinely consulted on all aspects of the organisation's activities from strategic planning issues to the standard...
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...Contents CHAPTER 01 3 About the report 3 1.1Introduction 4 1.2 Origin of the Report 5 1.3 Literature Review 5 1.4 Objectives of the Study 7 1.5 Methodology/ Design of the Study 7 1.6 Limitations of the study 8 CHAPTER 02 9 Overview of management control systems 9 2.1Management Control Systems (MCS) 10 2.2Elements of Management Control 11 2.3Boundaries of Management Control 11 2.4 Benefits of management control systems 12 2.5 Limitations of Management control systems 12 CHAPTER 03 13 Management control systems and strategy: 13 A critical analysis 13 3.1 Relationship between Management control systems and strategy 14 3.2 Levels of strategy from organization point of view 14 3.2.1Corporate-Level Strategy 14 3.2.2 Business Unit Strategies 15 3.2.2.1 Business Unit Mission 15 3.2.2.2 Business Unit Competitive Advantage 15 3.4 Responsibility Centers 16 3.4.1 Nature of Responsibility Centers. 16 3.5 types of Responsibility Centers 17 3.5.1 Revenue Centers 17 3.5.2 Expenses Centers 17 3.5.3 Profit Centers 18 3.5.4 Investment center 21 3.6 Concept of Transfer Pricing in relation to Responsibility center 22 CHAPTER 04 23 Budgeting and performance measurement 23 4.1Budgeting as a Control Mechanism 24 4.2Business performance management 25 4.3Balanced Scorecard 26 CHAPTER 05 29 FINDINGS AND CONCLUSION 29 5.1 Findings 30 5.2 Conclusion 30 5.3Bibliography 31 CHAPTER 01 About the report 1.1Introduction To introduce this topic and understanding the importance...
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...Schuler and Walker define Human Resource Strategy (HRS) as “a set of processes and activities jointly shared by human resources and line managers to solve business-related problems”. I believe this definition assists on tackling the above question. However, Bamberger and Meshoulam “Conceptualise human resource strategy as an outcome: the pattern of decisions regarding the policies and practices associated with the HR system”. In my view, HRS is a set of ‘processes and activities’ that when implemented, result in an outcome. In aim to justify this statement by discussing the topic of human resource strategy in relation to the sub-headings listed above. By examining the reasons or ‘rationale’ for the emergence of human resource strategies in the modern business environment, the value, various strategy approaches, types and the concept of fit, I believe I can underline the importance of a well devised HRS to any overall business strategy or plan. Modern businesses and the economic environments in which they operate are very different from the organizations and economies examined by Chandler in his studies of ‘managerial capitalism’ (late 19th Century through to the 1970s). The development of technology, and the creation of global economies have resulted in a significant increase in efficient and effective competition within all industries operating in market economies. Firms con longer rely on competing aggressively simply on the reliable favorites of achieving economies of...
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...subordinates of the parent company, carrying out tasks and performing functions as requested from corporate headquarters (Jarillo and Martinez, 1990). In recent years, a trend has emerged whereby subsidiaries are devising their own strategies and themselves determining the work they carry out in an attempt to add value to the overall business (Birkinshaw, 1997). A number of factors have and are shaping this evolving role of the multinational subsidiary unit. In part (b) the importance of an R&D function for subsidiary sustainability is examined along with the importance of having strong network relationships. To gain insights into the importance of these factors in the Irish context, Intel’s Irish subsidiary is used as an example. Part A Much of the research carried out on subsidiary evolution contains elements of bias as a result of a tendency of researchers from smaller countries to have a subsidiary perspective while researchers from larger countries tend to have a more corporate point of view (Brock, 2000). Studies from the corporate perspective argue that evolution is driven by the parent company, (Chang, 1995) while studies from the subsidiary side assume that subsidiary initiative is the main driver. Delaney (2000) outlined an 8-step framework for subsidiary evolution. As subsidiaries move toward the latter stages of the framework, they become of more strategic importance to the organisation. Patterson and Brock (2002) classified this evolution into four streams, namely Strategy–Structure...
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...Universiti Utara Malaysia. PRODUCTION Editor: Pelangi Sdn. Bhd. In-house Editor: Mr. Khoo Chiew Keen Graphic Designer: Deam Enterprise Wawasan Open University is Malaysia’s first private not-for-profit tertiary institution dedicated to adult learners. It is funded by the Wawasan Education Foundation, a tax-exempt entity established by the Malaysian People’s Movement Party (Gerakan) and supported by the Yeap Chor Ee Charitable and Endowment Trusts, other charities, corporations, members of the public and occasional grants from the Government of Malaysia. The course material development of the university is funded by Yeap Chor Ee Charitable and Endowment Trusts. © 2013 Wawasan Open University All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior written permission from WOU. Wawasan Open University (KPT/JPT/DFT/US/P01) Wholly owned by Wawasan Open University Sdn. Bhd. (700364-W) 54, Jalan Sultan Ahmad Shah, 10050 Penang. Tel: (604) 2180333 Fax: (604) 2279214 Email: enquiry@wou.edu.my Website: www.wou.edu.my UNIT 1 iii Overview of strategic management Contents Unit 1 Overview of Strategic Management Course overview 1 Unit overview 3 Unit objectives 3 1.1 Strategic...
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...Quality Management Systems Introduction An organisation will benefit from establishing an effective quality management system (QMS). The cornerstone of a quality organisation is the concept of the customer and supplier working together for their mutual benefit. For this to become effective, the customer-supplier interfaces must extend into, and outside of, the organisation, beyond the immediate customers and suppliers. A QMS can be defined as: “A set of co-ordinated activities to direct and control an organisation in order to continually improve the effectiveness and efficiency of its performance.” These activities interact and are affected by being in the system, so the isolation and study of each one in detail will not necessarily lead to an understanding of the system as a whole. The main thrust of a QMS is in defining the processes, which will result in the production of quality products and services, rather than in detecting defective products or services after they have been produced. The benefits of a QMS A fully documented QMS will ensure that two important requirements are met: • The customers’ requirements – confidence in the ability of the organisation to deliver the desired product and service consistently meeting their needs and expectations. • The organisation’s requirements – both internally and externally, and at an optimum cost with efficient use of the available resources – materials, human, technology and information. These requirements can only be truly met...
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...ABSTRACT While outsourcing internal audit function in the private sector has been extensively Investigated by various researchers (Carey and Chua, 1999; Petravick, 1997; and Sharma and Subramaniam, 200l; amongst others), there is scant empirical data from the public sector. This study attempts to fill the gap by providing some preliminary evidence in food and beverages industry. Using responses from 3 firms which includes Dangote flour mills, UAC and Northern Nigeria flour mills plc, the study found that more than 85% of the respondents had either fully outsourced or co-sourced their internal audit function. Further, non-department entities were found to more likely to fully outsource their internal audit function than the departments. Lack of technological know-how and service quality of external providers seem to outrank cost-related factors as reasons for outsourcing. The study also raises several issues in relation to a lack of segregation of duties in the process of selecting and monitoring outsourced arrangements. Implications for policy setting and avenues for future research avenues are discussed. INTODUCTION In today’s business environment, outsourcing processes to a third party has become relatively commonplace. The practice gives organizations an opportunity to gain efficiencies, improve performance, lower costs, and focus on core competencies. Many businesses, however, fail to complete necessary due diligence work before the outsourcing relationship begins and neglect...
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...competitive advantage B) SWOT gives a one-shot view of a moving target C) SWOT's focus on the external environment is too broad and integrative D) SWOT overemphasizes a single dimension of strategy 2. A marketing department that promises delivery quicker than the production department's ability to produce is an example of a lack of understanding of the A) synergy of the business units. B) need to maintain the reputation of the company. C) organizational culture and leadership. D) interrelationships among functional areas and firm strategies. 3. XYZ Corp. is centering on the objective of low-cost, high quality, on-time production by curtailing idle productive facilities and workers. The XYZ Corp. is taking advantage of a ____________ system. A) Just-In-Time (JIT) B) Last In, First Out (LIFO) C) First In, First Out (FIFO) D) Highly mechanized 4. Which of the following lists is comprised of support activities: A) human resource management, information systems, procurement, and firm infrastructure B) customer service, information systems, technology development, and procurement C) human resource management, technology development, customer service, and procurement D) human resource management, customer service, marketing and sales, and operations 5. Although firm infrastructure is quite frequently viewed only as overhead expense, it can become a source of competitive advantage. Examples...
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...ADMINSTRATION MODULE NAME: HUMAN RESOURCES MANAGEMENT 1. Explain the concept of human resources management and discuss the role of human resources management function in an organisation. According to Bratton and Gold (1999:11) Human resources management is described as the process that specialises in the management of people in work organisations. Human resources management emphasis that employees are critical in achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy. Human resources specialist helps organisational controllers to meet both the efficiency and equity strategic objective. Human resources management seeks to achieve two sets of objectives which are to improve employee’s performance and enhance organisational efficiency. The major role of human resources management in an organisation is the hiring and firing of employees which involves attracting the best employees on the market, keeping them in their positions and ensuring that they perform according to the organisational expectation and enhance overall strategic goals of the organisation. Recruitment of employees is the major role performed by the human resources department. This ensures that the organisation selects the most skilful and competent people. This role involves evaluation of the ability and competence of potential employees in relation to the goal of the organisation. Human resources Management is an approach to...
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...For example, benchmarking helped Australian Financial Institutes to reduce operation costs by outsourcing some operation and alternating distribution channels (Delpachitra et al, 2002). From the ideas the teams had, Ames saved over 1.2 million dollars. Ames has reduced its number of suppliers from forty-two to nineteen. These nineteen have a quality rating of near ninety-nine percent. The ultimate benefit was the reduction in cost of quality, initially measured at more than 25%. One of the advantages of benchmarking may be lower labor costs. As a small manufacturing company may study how a top competitor uses robots for several basic plant functions. These robots may help the competitor save a significant amount of money on labor costs. Company managers may obtain information on these robotics systems through the competitor's website or online articles. They may also identify the company that sold the competitor the robots. Subsequently, the company using benchmarking may call the robot manufacturer to help set up its own...
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...QUESTION TWO (i) Human resources forecasting involves projecting labor needs and the effects they’ll have on a business. Human Resource department forecasts both short and long term staffing needs based on projected sales, office growth, attrition and other factors that affect a company’s need for labor. Potential human resource requirement is to be estimated keeping in view of the organisation's plans over a given period of time. It involves estimating the future human resource requirement of right quality and right number. Human Resource Forecasting provides Various benefits to the organisation like; * Production and Scheduling Human resource forecasting plans for labor needs change as sales rise and fall. For that human resources manager should keep in close touch with sales manager to be aware of any spikes or declines in sales that affect labor needs. This prevents falling behind on order fulfillment or paying idle workers. A simple example of labor forecasting is a restaurant that has nights with many bookings and large parties and other nights when few diners make reservations. The manager forecasts the restaurant’s wait staff, bar and kitchen needs. * Succession Human resources forecasting helps to avoid long-term holes in staffing needs by keeping on top example employees might be retiring, leaving or asked to leave. Using that information, Human Resource managers plans to fill holes with internal staff or prepares for a quick recruiting effort. * Budgeting...
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...establishment is located in Bangalore, a prominent city in the southern part of India. Change; be it bigger or smaller is a response to the internal and external environment of an organisation. Resilient organizations are repeatedly connected and quick to react to the situations they inhabit in the world of busyness. Managing the change process starts from identifying the necessity to change, designing the change and walking the organisational people through the process since organizations never change but people do. 1.1 - Determine the organisation’s position in the sector and market within which it operates Iware operates in IT sector and the competition is always increasing. The growing competition is challenging the sustainability of the firm and affecting the profitability. The company has to be careful in every contract to achieve the objectives since it is in the beginning stage. The organisation had faced issues with the decreasing number of clients and customers due to the challenges and competition in the market. The firm follows a centralized method of decision-making and control where decisions are made strictly at the top management. The management found that the centralization is limiting the ability of gathering information and analyzing the market pulse. Iware employees who work at the client companies have to take approval from the management before taking any decision. Even though this helps the organizations to keep safety and security in the process, it was...
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...METHODS AND TECHNIQUES USED TO ENSURE THE INTERNAL AUDIT PERFORMANCE Marian SFETCU Phd. Student, Faculty of Economics Sciences and Business Administration of „Babeș - Bolyai” University of Cluj Napoca.E-mail: marian_sfetcu@yahoo.com. Tel: 0720 760 220 Abstract: This approach shows a research on the usage of managemental methods on the internal audit activity through qualitative and quantitative indicators of performance assurance. Balanced Scorecard, the management method and tool, referred to the Dashboard, contributes to the internal audit performance through resource planning, setting objectives and scope of the audit, communication and approval, following the recommendations, deferring to the code of ethics and how to achieve the objectives. The listed indicators, are components of the proposed management methods and tools, and they define efficency, effectiveness, economy and quality, all elements of the internal audit performance. Keywords: methods and techniques, audit, corporate governance, internal control system, performance indicators, Balanced Scorecard, Dashboard. JEL: M 42 1. INTRODUCTION The importance of using the management methods and techniques concerning the internal audit, is given by providing a new approach to this problem, which highlights the need to ensure the performance by applying new methods and techniques, based on scientific management. This approach was born from the need to adapt the internal audit to the new demands of the economical...
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