Concepts Crucial in Understanding the Management of People in an Organization - Assignment Example

MANAGING PEOPLE AND ORGANIZATION Name Institution Instructor Course Date Introduction The management of people and organization in much business organization has been used as one of the strategies in improving the company performances. The management of people in the organization is used by these companies as the touchstone in their application of theories and concepts of strategic human resource management (Martin, 2012, p. 23). Therefore, there is the need to understand the behaviours of the people in the organization in order to manage these individuals for the benefit of the company (Willcoxson & B. Millett, 2000, p. 92). The people of an organization also determine the culture in the organization. In order to maintain an excellent organizational culture, there is the need for proper motivation of the employees as well as learning and development. There are various approaches and theories that have explained the learning management of individuals in an organization. These theories are vital in improving the educational management of these individuals in order to increase the performance of the organization through the development of a good organizational culture (Ogbonna & Harris, 2000, p. 767). In maintaining a good organizational culture, there is also need to reduce conflict through learning and development in an organization. This is aimed at ensuring that employees of the organization relate well with one another and with the management of the organization. The Purpose of the Report The purpose of this paper is to critically analyse various theoretical concepts that are crucial in understanding the management of people in an organization. There is the need to manage the structure of the organization in relation to the people in the organization in order to maintain organizational behaviour. The maintenance of good organization behaviour results in good organization culture and minimal conflicts in the company. The paper also focuses on the organization behaviours in relation to human resource management. In order to realise the company goals, there is the need to align the human resource management with the goals of the employees. This is to enable easy adoption of new technologies and enhance learning and development in the company (Griffin & Moorehead, 2011, p. 22). Outline of the Paper This paper consists of three sections, which are connected to the management of people and organization. The paper will start be discussing the Kolb theory of learning which is crucial in the education management of people in an organization. In explaining the Kolb’s theory, I will also focus on the application and criticism of the theory in various contexts. A reflection framework based on the Kolb’s reflective learning will also be discussed. The second part of the assignment will concentrate on organization culture and behaviours of the employees. This will be discussed in terms of managing the organization, structure and conflicts of people in the organization. The final section of part two will discuss a comparison of two different organizational cultures in history. In the final part of this report, the strategic human resource management in relation to workforce reduction strategies will be discussed. Part one Kolb’s Learning Cycle The experiential learning theory describes by David Kolb argues that the learning process in human beings takes place in four key stages. The four key stages and their reasoning can be summarised as follows (Richmond & Cummings, 2005, p. 46). Concrete experience: this is the initial stage in an individual doing of an activity. In this stage, the individual is not reflected on the task but keeps of focusing on completing the task. The reason behind this is that learning occurs when an individual encounters a task and observes, feels and react to that concrete experience for the first time in his or her life. For learning to occur, the learner should be provided with the necessary tools and materials which will enable active participation (Richmond & Cummings, 2005, p. 46). Observation and Reflection: in this stage, the learner stops doing the task and steps back in order to reflect what has been happening. In this case, the learner observes the skills used in attending the task, the tools used in communicating with others especially when the task involves more than one member and noticing the differences in performing g the task (Moon, 2013, p. 65 Conceptualization process: this is where students and practitioner are able to interpret the information learned and understanding its application in the real world situations. This stage is aimed at linking the learning objective with the theoretical concepts in order to give a great and in depth understanding of the learning experiences as described in the theory. Planning: this is where the learning experience is tested in new learning experiences in order to determine whether there is an improvement or not. In this stage, the learner is supposed to design new experiments, which will be used I further testing of the learning experiences. This is done through action planning and learning contracts. Figure 1. Illustration of the Kolb’s Learning Cycle. Application of Kolb’s Learning Cycle In the application of the theory, it is crucial to identify the areas, which the theory is stronger and weaker. The theory is based on various learning styles. There are divergers who are focused on solving problems by seeking new ideas and analysing a situation in various perspectives in order to arrive to the solution. These individuals rely on brainstorming and generation of new ideas in solving problems (Lemire, 2002, p. 178). Convergers are those individuals who rely on hypothetical reasoning in solving issues. There are also assimilators who use inductive reasoning in solving various issues through the development of theoretical models. Finally, there are accommodators who are classified as those individuals who carry out planning and experimental design in order to solve problems. These individuals easily adapt to circumstances that arise in the course of finding a solution through experimental designs (Richmond & Cummings, 2005, p. 47). The Kolb’s theory can be applied in the development of various training courses in order to develop effective learning designs. This is because the theory has a strong and an effective learning cycle which is crucial in ensuring that learners are able to understand the task involved in learning new concepts (Lemire, 2002, p. 177). Additionally, designing courses such as those in computer-based training courses may find the learning styles described in the Kolb’s model helpful. In addition, online courses should also be based on the Kolb theory (Richmond & Cummings, 2005, p. 51). Criticism of Kolb’s Learning Cycle The concepts in Kolb’s learning theory have been criticised by various scholars. This is because some scholars believe that there is little evidence that supports the various learning styles described in the Kolb’s learning cycle. It is argued that the theory is supported by various weak empirical reflection evidences that do not describe the complex learning process. In addition, the theory does not take into consideration the various experiences in organizational experiences and cultures, which are influential in the learning process of a student. This is because the inventory used in the model takes limited ranges in cultural considerations. Moreover, the theory lacks cognitive and communication styles which are crucial in the learning process, especially with a teacher-student relationship (Smith, 2001). A Structured Reflection Based on Kolb’s Learning Cycle What happened? There was a time when I went into my mum’s office during the weekend. My mum assigned me some office work of back office since most of the staffs were on the weekend. I was delighted since I saw it as the chance to show how capable I was handling the job. However, I was a bit worried since I lacked prior experience of doing the job, but I had no choice but accept it and work hard. Analysis The important thing was for me to hold on the opportunity since I was confident on my skills and competencies. Therefore, I considered myself as a hardworking individual who was able to complete the task within the allocated time frame. However, I lacked any support since I was alone. Making generalisations I was able to conclude that trying something is the basis of experience. In addition, one should use the basic knowledge he or she has in a good manner to get tasks done. Moreover, people should get focused on the future and should be prepared in facing new challenges in their lives. Planning for future action In most cases, I ensure that I plan my work well in accordance with the Kolb’s learning cycle in order to complete tasks in a proper and timely manner. Sometimes I take risks especially when someone is dependent on me. Therefore, in the future, I would recommend people to support me in doing some tasks that I have no experience with them. Part Two Organization Culture The culture of an organization is defined as the beliefs, traditions, norms, ethics and behaviours of employees of the company, which differentiate the company from other companies in the same or related industries. The norms, values, beliefs and traditions are shared among the members of the organization (Willcoxson & B. Millett, 2000, p. 93). This is to ensure that all members of the organization are practicing the same cultures in order to identify themselves with the organization. The behaviours of the employees in the company will determine or reflect their commitment in their relevant job positions. This will also have an effect on the performance of the company both in the local and international market (Ogbonna & Harris, 2000, p. 768). The organization culture has evolved as one of the critical elements in creating high performance for the company and its workplaces. The behaviours of employees and their values help in the development of a sense of order in the company, creates on continuity, commitment and sense of belonging. Maintaining a good organization culture ensures that there are no wrangles between the management of the organization and the employees (Rahim, 2002, p. 209). This makes it easier for the management to introduce new changes in the organization. These changes are aimed at increasing the company performance in the areas of production, sales and marketing. In addition, culture creates universal grounds for all employees in sharing ideas and reduces cases of uncertainty through language interpretation of events and issues in the company. The organizational culture is influenced by the management system (Jaskyte & Dressier, 2005, p. 28). A management system that involves the employee’s inn decision making is less likely to experience resistance in implementing new ideas in the organization. This is because the need to change from one culture to another involves the decision of the management and its willingness to adopt new technologies that will ensure that the company competes well in the market. However, poor management skill can result in a dictatorship or domineering management. This may have a negative impact on motivation employees (Schein, 2006, p. 98). Additionally, employees become less committed to their works hence decreasing the performance of the company. There are two major leaderships which include transactional leaders who believe in dominating the employees in having their jobs done as long as the employees are paid and transformational leadership where the employees are part of the decision making process. In transactional leadership, the organization culture created does not favour the employees in terms of decision making (Griffin & Moorehead, 2011, p. 76). This makes it difficult for the management to change the culture of the company in adopting innovations. On the other hand, transformational leaders are innovative leaders who value the employees in decision making. In this way, it becomes easy for these leaders to adopt a new culture in the organization. This makes the company adopt new technologies, which increase the quality of production hence increase the performance of the company in the local and international market (Mullins, 2002, p. 45). Types of Organization Culture There are various types of organizational culture, which can be influenced by the history of the company and the structure of the company. These cultures are developed depending on the history and structure of the organization. McDonald's culture and Family Organization Culture The work culture at McDonald's is based on the structural management of the organization. This is important in analysing the skills and leadership influence in the organization. At this company, the managers are running the business as if in a machine like manner. This means that the culture at McDonald's cannot be best described as macho or tough guy culture. In this culture, the management is more insterested on getting the work done a not care about the relationship with the employees. However, the culture at McDonald's is maintained as good relationship between managers and employees. The managers motivate their workers through training and incentives. In this company, leaders have been able to develop good behaviours and relationships among each other. This is through good leadership skills displayed by the managers of the organisation. The company believes that in achieving its goals, there is the need to maintain good and well trained restaurant crew members. This crew is trained on the importance of teamwork and cooperation. In addition, the company believes that a good work culture should be in line with the values of the company in order to maintain the employee’s relations and good customer relations. Therefore, employees are controlled in a friendly manner and are taken as part of the company. The employees are valued and natured in such a way that they feel satisfied with their jobs since they are involved in decision making process (Goldman, 2008). The Process Culture at Semco The culture at Semco has evolved over a period. In this company, there is no well-defined organisational structure but autonomous democratic units. This means that various departments of the company y make decisions in a democratic way. In this way, the changes in the organization are accepted by all individuals since they are approved by the majority. In such a company, the managers had no defined roles since the company has struggled in maintaining a good culture in order to increase its perfomance in the market. Unlike in MacDonald, where the employees undergo training and motivation, in this company, employees depended on the majority votes in order to implement change. However, the management and culture at semco changed in the 80s after a change in management systems, which saw the company gradually develop into a more friendly organization culture based on employee participation in decision making, and open information culture. However, the complicated organization culture based on democracy still existed. In terms of employee control, the employees are left to look after themselves hence an autonomous organisation where all employees can access financial data. Hence, the management and leadership in Semco is not clearly defined hence cannot be adopted in other companies (Curlee & Gordon, 2010, p. 202). Part Three Vacancy Management/ Workforce Management This sis the process in which the human resource management maintains the workforce in an organization. In this case, it involves the ways and procedure that are involved in hiring the competent staff member to perform a certain task in the organization. The management of the workforce is related to vacancy management in that the company has to fill in the position of employees who is on sick leave or absent in a day. In addition, managing the vacancy in an organization may be contributed to various factors, which originates from retrenchment and dismissal from work by the management due to poor performance. There is a trend by employers who dismiss employees for their own economic related reasons other than poor performance of the employee. This results in redundancy which is subject of workforce management. The workforce redundancy is where an employee is laid off for a short time or permanent. This is attributed to certain factors in the organization. These factors should be addressed in solving or reducing workforce redundancy (John, 2009, p. 32). The workforce management is mostly the work of the human resource management and is part of the enterprise resource planning strategy of the organization. In managing the workforce, the management should consider the benefits and payrolls of the employees, the time and attendances of the employee, talent management, performance management and learning management of employees. Depending on the economic situation of the company, there may be the need for the company to reduce the number of workforce. This reduction affects most of the company process such that the human resource management has to plan for reorganization and reallocation of duties. In some cases, the human resource management may be forced to replace an employee with a new member if the need arises. Workforce Planning The workforce planning of an organization involves the succession planning, deployment process of employees, assessment of the current employees on the retirement plans, and consideration of the employment posts in the organizations. The workforce planning of the organization involves reducing the gap that exists between the future needs of the company with the available workforce in the company. This is vital in providing direction for implementation of human resource decisions. Importance of Workforce Planning Workforce planning helps the human resource management of a company to strategically make decisions that affect the future of the company. In addition, it allows the administration to anticipate any possible changes in the company. This avoids surprises in the company in cases where the employee is dismissed from the job or falls sick. The planning process is guided by the laid down procedures and protocol that allows a clear understanding of the employment t layoff procedures and benefits. Succession Planning Workforce succession planning is defined as the process that involves the identification of employees who have the ability to meet the company goals and the process and strategic planning involved in meeting the company requirements (Rothwell, 2010, p. 3). As a subset of workforce planning, succession planning ensures that there is continuity in the company and performance is maintained. In addition, the process of replacing workers is also defined. The succession planning is a deliberate process by the company which is aimed at meeting the company advancements (Atwood, 2007, p. 5). Apart from succession planning, the company may reconsider the deployment of some staffs of the company in order to avoid redundancy in the workforce. Moreover, the company can carry out an assessment plan of the retirement plan of all the employees in order to establish how many employees will be retiring certain duration. This will avoid the company being caught unaware. In the assessment of employee retirement plans, there is the need to establish the retirement age of each and every employee in the company. This means that the assessment is likely to take a lot of time and resources in implementing it. In the workforce planning, the company management may also consider the daily hiring or employment of staffs in the company. This will enable the company to establish the future needs of the company in terms of human resource. In this case, the company will avoid hiring employees which will result in the layoff of other employees. However, redeployment of staffs creates uncertainty in the company. Employees are not sure of their job security in the company since they struggle through stressful situations in order to avoid redeployment (MacKay, 2007, p. 68). The Impact of Succession Planning The introduction of succession planning will have varying consequences for employees and the organization. Since the company will develop a strategy of analysing the potential employees for future management positions, the company will easier that it does not loose valuable human resource which can increase the performance of the organization in the local and international market. In addition, it allows for the building of intellectual and technical skills that are vital for the continuity of the company ((MacKay, 2007, p. 61). Moreover, the commitment and dedication of the employees will be directed towards the objective of the company. According to Atwood (2007), succession planning of the workforce helps the organization to create a pool of skilled and qualified leaders in the company. In fact, it offers the management with the chance to discover leadership talents among the employees of the organisation (Atwood, 2007, p. 2). Reducing Pay Bill Costs The cost in the business organization which affect the workforce management strategies include the cost of sickness, absent cost and pay freeze cost. The cost of sickness is paid to employees who are not at work due to illness. In making sure that the company was not incurring extra costs, there can be arranged which should consider the people who are in sick leaves. The absent cost is the cost which results due to the absence of a worker in the organization. The presence of an employee in an organization is crucial in enhancing production process. When an employee is missing in an organization, the productivity of the company also reduces since there will be no enough human resource. This means that the company will have to find a replacement for the employee (Monojit and Tilley, 2002, p. 34). Moreover, the company may be forced to hire a new employee which will increase the costs of operation. Therefore, to ensure that the company meets the short term requirements of the organization, there is the need to implement the reduction of the costs. Hence, in reducing the redundancy of workforce in economic troubles, the business organization should develop and implement a workforce planning strategy. This workforce plan should address the succession planning and reduction of pay bill costs in order to effectively achieve its objectives. Recommended Measures The measure of reducing or avoiding workforce redundancy has different consequences for employees and management of the organisation. These consequences determine as to whether the measure is applied in practice or are not applicable and companies should avoid such measures. Among the measures discuses, succession planning proves the best measure. This is because succession planning allows the organisation to strategically plan for the future employment needs of the company. Succession planning also reduces the risks and uncertainty in the company. In addition, succession planning of the workforce allows the company management in the identification of key positions in the company (Rothwell, 2010, p. 105). Therefore, in ensuring that the company avoid workforce redundancy, there is the need to develop and implement an effective workforce succession plan. On the other hand, some of the measures are not best since they pose a lot of risks to the business organization. For example, an implementation of redeployment in the company will create insecurity and uncertainty among the employees. This is because the employees are stressed and are not certain of their employments (Ho, 1997, p. 179). Redeployment makes employees struggle with uncertainty since they are not sure whether they will retain their jobs in the future. In workforce planning assessing the staff retirement plans may take a lot of time and consume most of the company resources as it’s not guaranteed of success. In terms of reducing pay bill cost, pay freeze is not a recommended solution. This is because it creates hostility between the management and employees. In addition, employees will be denied of their rewards of labour which may create poor interaction and poor company performance (Jimmieson, 2005, p. 464). Conclusion Management of people and organisation is important in ensuring that a company meets its future needs and objectives. The people in the organization determine the culture and traditions in the company. In addition, the culture and traditions in the company determine the performance of the company in the local and international market. Learning in an organisation can be described using learning models such as the Kolb’s learning cycle. The organization culture in this paper was described as the set of norms and values that affect the management of the company. In fact, it is the beliefs, values and behaviours of the employees in the organization that are shared over time. The culture of the organization is crucial in the performance of the organization. Maintaining a good organization culture ensures that there are no wrangles between the management of the organization and the employees. Workforce management is crucial in ensuring that the company avoid redundancy in the company. There are various strategies and measures that are used in workforce management. These include workforce planning, which incorporates succession planning of the workforce, redeployment and assessment of staff retirement plans The key learning points include the learning styles which are important in developing online courses as well as improving the ways of doing assignments. In order to make work easier and do activities with easy, there is the need to include other people in projects. In addition, it is important for one to develop interest and experience in doing things in order to avoid mistakes. The discussion helped in developing good communication and presentation skills. In ensuring success in future assignments, there is the need to critically evaluate concepts in further research so as to support arguments. There is also need to improve on ways to relate theory into practice. sReferences Atwood, G., 2007. Succession Planning Basics. New York: American Society for Training and Development. Clifford, J., & Thorpe, S., 2007. Workplace learning & development: delivering competitive advantage for your organization. London: Kogan Page Publishers Coffield, F., Moseley, D., Hall, E., Ecclestone, K. (2004). Learning styles and pedagogy in post-16 learning: A systematic and critical review. London: Learning and Skills Research Centre. Curlee, W., & Gordon, R., 2010. Complexity Theory and Project Management. New York: John Wiley & Sons Geet, S., and Dashpande, A., 2008. Elements of Human Resource Management. New Delhi: Nirali publication Goldman, E., 2008. Observation of Leadership & Organizational Behaviour at McDonald’s. Retrieved from http://www.ericgoldman.name/non-technical/28-leadership/34-observation-of-leadership-a-organizational-behavior-at-mcdonalds Griffin, R., & Moorehead, G., 2011. Organizational Behaviour: Managing People and Organizations. Connecticut: Cengage Learning Ho, J., 1997. Corporate wellness programmes in Singapore: effects on stress, satisfaction and absenteeism. Journal of Managerial Psychology, vol.12 no.3, pp. 177-80 Jaskyte, K., & Dressier, W. 2005).Organizational culture and innovation in non-profit human service organizations. AdministrationinSocial Work, vol.29, no.2, pp. 23-41. Jimmieson, L., 2005. Job uncertainty and personal control during downsizing: A comparison of survivors and victims. London: Saga publications John, M., 2009. Human resource management. London: SAGE publications Lemire, D. (2002). Brief report: What developmental educators should know about learning styles and cognitive styles. Journal of College Reading and Learning, vol.32, no2, pp. 177-182. MacKay, A., 2007. Recruiting, Retaining and Releasing People: Managing Redeployment, Return, Retirement and Redundancy. London: Taylor & Francis Martin, G., 2012. Managing People and Organizations in Changing Contexts. London: Routledge Monojit, C., and Tilley, C., 2002. Sickness, Absenteeism, Presentessim and Sick Pay. Dundee: Department of economic studies, university of Dundee Moon, J., 2013. A Handbook of Reflective and Experiential Learning: Theory and Practice. London: Routledge Morden, T., 2004. Principles of management. Farnham: Ashgate Publishing Mullins, l., 2002. Management and Organisational Behaviour 6th Edition. Prentice Hall Ogbonna, E., & Harris, L., 2000. Leadership style, organizational culture and performance: empirical evidence from UK companies. International Journal of Human Resource Management, Vol. 11, no.4, pp. 766-788 Rahim, M., 2002. Towards a theory of managing organizational conflict. International journal of conflict management, vol. 13, no. 3, p. 206-235. Richmond, A. S., & Cummings, R. (2005). Implementing Kolb’s learning styles into online distance education. International Journal of Technology in Teaching and Learning, vol.1, no.1, pp. 45-54 Rothwell, W., 2010. Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. New York: AMACOM: A division of American Management Association. Schein, E., 2006. Organizational Culture and Leadership. New Jersey: John Wiley & Sons. Smith, M. K. (2001). David A. Kolb on experiential learning. Retrieved from http://www.infed.org/biblio/b-explrn.htm. Willcoxson, L., & B. Millett, B., 2000. The Management of Organisational Culture. Australian Journal of Management & Organisational Behaviour, 3(2), 91-99. Appendix Peer Review 1 The peer review in this part consists of the learning cycle. In this part, the Kolb’s learning cycle was described as a process that takes place in four main stages that include concrete experience, observation and reflection, conceptualization and planning processes. In this report, the student has demonstrated a good understanding of the concepts and application of the Kolb’s learning theory. In addition, the student was able to analyses critically the application of the learning cycles and various criticism. Among the application identified was that the Kolb’s learning cycle can be applied in developing computer based online causes. This is through guiding the content and success on learning styles. The criticisms of the theory that have been identified include lack of proper presentation of the reflection concepts and inability of the theory to explain cognition in the learning process. Strengths The strength of this report is that the student has demonstrated the data in the Kolb’s learning cycle in a clear and understandable manner. All the stages in the cycle were identified as the concrete experience, observation and reflection, conceptualization and planning processes. In addition, the student was able to relate theory and practice. The student presented clear arguments of the theory and its application as well as its weaknesses. Weaknesses The weaknesses of this report are that student was not able to identify a deeper analysis of other learning theories in order to give a comparison with the Kolb’s learning cycle. Additionally, the student presented limited examples of application of the Kolb’s learning cycle. Actions taken The actions taken in the implementation and application of the theory by the student indicates the weakness areas were identified. This means that the areas that required improvement were highlighted. Improvement The reports and peer review demonstrated that the student skills had improved as compared to previous evaluation of learning cycles based on David Kolb’s learning cycle. However, there is the need for the student to improve on data presentation and incorporate more examples in arguments. Peer Review 2 In this peer review, I will evaluate the strength, weakness, actions taken and improvements made by the student in presenting g organizational concepts and their applications. Strengths The report contains various understanding of what organization culture is all about. The student has described organization culture in various ways in relation to company performance and ethic in the organization. This shows that the student used different readings in responding to questions regarding concepts in organization culture. The student also presents a clear comparison of the various organization cultures in the cases studies. This indicates that the student had a good understanding on the theories and concepts on organizational culture and differences in organizational culture. The influence of leadership on organizational culture was explained in relation to management roles. Weaknesses There is the need to identify key issues on issues associated with organizational cultures. The student needs to consider a deeper analysis of the issues and explain the differences of the cultures of the two organizations, which are compared in the report. Hence, there is the need to explore the differences in the two companies in further depth. Actions Taken The actions taken include identifying more data that could support the theoretical application of organization culture. Additionally, the weak areas in the action plan were identified, and ways of improvement were suggested. The influence of culture in controlling employees also needs deeper evaluations and arguments. In this way, the student will demonstrate a clear understanding of the application of theory into practice. Improvement The improvement in these cases was focusing ion weak areas that were identified. This includes a deeper analysis of the two company culture and evaluating the impact of organizational; culture on the control of employees. Therefore, the report demonstrates an improvement on the efforts of the student by describing organization culture in different perspectives. However, an improvement of the review of the concepts and organization culture of the two companies is necessary. Peer Review 3 Individual Review The compilation and evaluation of the report consisted of various steps. In the initial steps, we made communications among the group members and each member was designated a role in the report preparation. The communication was through meetings which were chaired by one of the group member. In these meetings, we discussed the ways in which materials and sources of the report will be reviews and analysed before brought to the group for discussion and analysis. Each member was given an area related to his or her experience. In this report, my part was to compile data on the organization culture and its associated concepts. I was able to gather my information within the minimal time possible for discussion in the group. This was to give me time to review any corrections that may be suggested by other group members. During one of the meetings, I was given the chance to present my contribution to the report which I did. I was also able to answer questions in regard to my areas of contribution. Before, the final class presentation, I ensured that I practiced enough so that I was conversant with the areas in was to present to my group and other group members. Group Review The group presentation revealed a clear understanding of the concepts researched by the students. For example, the group members were able to give different evaluation definition to organization culture. In addition, the application of workforce management skills in relation to organization context was also clarified. The data presented was appropriate to the organization. However, some information required deeper elaborations in order to make the arguments convincing. The measures that were selected in avoiding workforce redundancy include succession planning and reducing the pay bill costs. The student presented a critically analysis report on these measures. In fact, the measures were evaluated in accordance to organization applications. The evaluation of these measures showed a good understanding of the application of theory into practice. Based on the analysis of the measures suggested, he report was able to recommend the measures that would have a greater effect on reduction of workforce redundancy. In addition, the presentation of the data collected and measure proposed was systematic and had a good flow and relationship. This means that all the measures were related in terms of reduction or avoidance of workforce redundancy in terms of managing people in the organization. Therefore, the presentation was logical and well structured. Read More