Strategic Management and Economics - Assignment Example

People Management Affiliation Question One Improving competitiveness in the competitive markets in the global market comes with great demand or strategies. In this case, Town Link logistics main strategy conducted by the human resources management is reducing the number of warehousing staffs and changing the employment status. Minimizing the number of warehousing staffs increases the financial capability of the company. According to Michael porter’s forces, there can barrier entries in a market (Kvint, 2009). Thus, the company to improve its competitiveness it is mandated to be financial stable. Therefore, by reducing the number of workers, more capital will be saved to ensure its stability upon its entry into the global markets. As a result, many workers lose their job and become unemployed even though they will be having redundancy payments. It can be solved by having the company start up new warehouses or have the workers do part-time jobs. Therefore, in this situation the company should risk and create more opportunities for the employees by starting up more warehouses to retain them. The human resource has also changed the employment status for the employed drivers to zero based hours’ contract. The strategy seeks at improving labor flexibility (Kvint, 2009). The workers who complain to have issues with their backs may have some time to rest. It relates to the theory of aging workforce management that involves aged people doing the work and having complaints about their health. Therefore, there should be a labor flexibility strategy that will also improve the quality of their work. Though, this issue can also be solved by having younger employees to work so that to minimize the working complaints from elders. Therefore, the two strategies target on increasing labor flexibility to maximize the company’s productivity and to reduce the number of workers to save more capital so that there will be no barriers in the global market. Question Two There are various relevant theories, practices and origins involved in managing individuals in the workplace. First, the scientific management theory encourages by having routine tasks performance in a company (Scheiber, 2012). It originated from evidence on companies having prized technical and scientific matters that included careful specification and measurement of results and activities. Hence, workers should be assigned to specific work to avoid any chaotic scenario. Taylor emphasized on a carefully measured and specified organizational functions as much as possible. The tasks should also have standards. Additionally, to encourage motivation, there should be rewards and punishments. The theory works well for firms with assembly lines and other routinized activities. Companies have been having issues with employees disobeying their corporate managers and performing their duties as per the instruction. Thus, they had to be a way to have them obeying the upper management and setting limits that they can defend themselves. Second, Max Weber developed the bureaucratic management theory. On this theory, the main best practice that a company can have to manage the people is by dividing the firm into hierarchies. Thus, this establishes great strong lines of control and authority. The theory guides on a detailed standardized operating procedures for every routinized task. Thus, results to a good flow of instruction and people performing their duties as instructed. Lastly, Maslow developed the motivation theory that identifies the hierarchy of needs (Scheiber, 2012). When people lack motivation in work, they sometimes fail to cooperate as they desire to be motivated or congratulated due to their hard work. Thus, this theory encourages companies to practice motivation sessions where the hard working employees get rewarded, and those who are not hard working can have some punishment to encourage them by working hard. Thus, this practice improves the company productivity by making the employees work even more as they are expected to please the management. Question Three Companies are aware of the legal aspects that affect the human resources management. The human resource management is affected in recruitment, retention and hiring within the organization. The main staff handbooks policies that get affected the most include quality management and data protection. In terms of quality management, the legal aspects impact the organization following different alterations in technology. The Human Resources Management are supposed to alter their responsibilities and roles in management as the technology changes (Johnason, 2009). It is a result of ensuring that the private information for the employees is kept confidential. Technologies that are developed by the government have been tampering with the employees confidential information. Moreover, some of the rules in the laws inquire to have a statement of the employee’s information. Hence, some of the laws tamper with the company’s employees confidential reports. As a result, this makes some of the employees to have less confidence in being recruited in certain companies (Johnason, 2009). Additionally, the cultural changes in the legal aspects also affect the quality of the management. For instance, during national holidays, employees ask for holidays to go and celebrate the holidays or wear symbols of a certain special day such as Valentine day. Hence, this interferes with the company routine and management. As a result, there is less quality management. Thus, it is important for companies to be aware of the legal aspects that may interfere with their performances. Also, the employees should be aware of the extent of their data protection in the companies they get recruited. Also, they should be aware of any national holidays that disrupt the company’s schedule along with quality management. The awareness of the major legal changes taking place in the nation will give the human resource management time in reassessing and altering the existing roles to have an effective and quality management. Also, they will be able to secure the employment information in time. Question Four The incorporate behavioral theories help in establishing and implementing strategies for the people and technology interactions. First, the contiguity theory explains response or stimulus relates to time and space associated (LeClaire & Rushin, 2010). For instance developing more technologies in the company can make the employees be happy and expect good returns. In this case, they will work hard towards succeeding with the new technology. Thus, there can be the different stimulus that can be used to make the employee work even harder. The company can also have rewards for the good working employees. For instance, the employees can be given extra allowances for the hard work or even get promoted. Thus, this theory indicates that the productivity of the employee can be improved by adding some stimulus in the environment to make them work harder. Additionally, the technology makes work easier and make the employee have less work to do; thus, encouraging them to produce more. Secondly, the classical conditioning theory reflects on the emotional behavior primarily due to a certain condition (LeClaire & Rushin, 2010). Conditions in the environment can make someone sad, happy, angry, and determined. For instance, harassments in the workplace or feeling bad when thinking about work can rely on affecting the way people work. Thus, in order to extinguish the bad feeling towards the workforce, the connection between being harassed and work should break. Hence, this creates a good environment for the workers. From the discussion, the incorporate theories present the loop of feedback that relates to the overt behavior of the stimuli that activated the senses. The main target is the working environment. There should be a good environment with different stimuli to motivate them and any other issues that will lead to emotional behaviors should break. Thus, the environment should act as an agent of motivation to the worker. Question Five The main communication practice that will assist in communicating with the employee directly or through trade unions is by having a negotiating conversations with them and recognizing trade unions. In case of any issue, the employee should be free to explain the matter to the subordinates. For fast and effective communication, the managers can communicate through emails and other social networks (Pauley & Joseph, 2009). It will improve the time limit needed to pass on their message. The effective employee dialog will aim at helping the staff to feel more valued and involved. Additionally, it will make the employees be aware of the climate of business they are operating and assist them to be more responsive to prepare and for change. Furthermore, this can benefit the business by lowering absenteeism, better staff retention, adaptability to change and increased innovation. Hence, allowing great ability in reacting to threats and opportunities and enhancing the company’s productivity. According to Pauley and Joseph (2009), the company should also recognize trade unions and attend the important sessions to learn more about the employee’s needs. Most of the employees cannot explain their situations directly; thus, they use the trade unions. Therefore, by recognizing the trade unions, the company will be able to understand fully their workers and meet all their needs. The workers can also get advised on joining the unions to have them explore more on their feeling and their working environment condition. Thus, to create a good communication between the employee and employer there should be a small gap between them. As a result, the employees will have less time and quickly send their message to the intended person. In addition, there will be a great connection between the worker and the employer; thus, improving their workplace relationship. Acknowledging the trade unions will help the managers access every complaint so as to determine the key issues at hand. REFERENCES Kvint, V., 2009. The Global Emerging Market: Strategic Management and Economics. London Routeledge. Pauley, A., & Joseph F., 2009. Communication: the Key to Effective Leadership. Milwaukee, Wis.: ASQ Quality, 2009. Print. LeClaire, J. & Rushin, J., 2010. Behavioral Analytics For Dummies. NYC: Wiley. Johnason, P., 2009. HRM in changing organizational contexts. In Collings G. &. Wood G (Eds.), Human resource management: A critical approach (pp. 19-37). London: Routledge. Scheiber, L., 2012. Next Taylorism: A Calculus of Knowledge Work. BRD: Peter Lang Read More