What Is The Best Way To Be Successful

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Having examined the main stages and the principles of human resource management of the organization now we will consider in more detail concrete models. The brightest and in many respects opposite in essence are the American and Japanese models of human resource management.

The first step making work of the worker as much as possible productive, is vocational guidance and social adaptation in collective. If the management is interested in success of the worker on a new place, it has to remember always that the organization is a public system, and each worker is a personality.

Pithiness of works is a relative extent of that influence which the worker can render on work and a working environment. Here such factors as independence in planning and performance of work, definition of a rhythm of work and participation in decision-making belong. Work can be reorganized, having changed its volume or pithiness. Integration of work belongs to improvement of the organization at the expense of increase in its volume. Enrichment of its contents provides changes due to pithiness increase.

The organizations have a constant need for ensuring high efficiency of work of workers. Many organizations thus care and of the general quality of a manpower. One of ways of achievement of this purpose is the set and selection of the most qualified and capable new workers. However it is not enough. The management has to carry out also programs of systematic training and training of workers, helping full disclosure of their opportunities with the organization.

For all organizations - big and small, commercial and noncommercial, industrial and acting in a services sector management of people is important. Without people there is no organization. Without the necessary people any organization will not be able to achieve the objects and to survive. It is undoubted that management of a manpower is one of the most important aspects of the theory and practice of management.

During informal communication, new workers learn unwritten rules of the organization who possesses the real power, what real chances of promotion and growth of remuneration, what performance level consider sufficient fellow workers. Norms, the relation to work and value accepted in informal groups can work either in support, or against the official purposes and installations of the organization.

When determining the purposes of the organization the management has to define also resources, necessary for their achievement. Need for money, the equipment and materials is quite obvious. Seldom who from heads will miss these moments when planning. The need for people - too seems quite obvious. Unfortunately, often planning of human resources is conducted in an inadequate way or to it is not paid that attention of which it deserves.

The negative effect of the behavior programmed by obligations could represent a complex problem on condition of their artificial change in already created public consciousness. But obligations nestled in the most intimate corners unconscious Japanese, and they perceive them with absolute gravity. These obligations are imperceptible for them, but are vital, and they arrive according to them automatically, being instantly adjusted and reacting to this or that situation.

Very few types of works in Schmidt's research and others were insensitive to individual efforts and qualification of certain performers. These are positions with especially rigid regulation of work, a strict turn. Among them, for example, positions of cashiers in accounting services of corporations.

Today in use of labor in the USA two tendencies work at the same time. The first – aspiration of corporations completely to provide requirements of own production with quality labor, at the expense of it to achieve important advantages in competitive fight. The branches connected with the new directions of scientific and technical progress make much more great demands of quality of the used personnel. This strategy assumes additional investments not only in preparation and development of labor, but also in creation of necessary conditions for its fuller use. It, in turn, creates interest of firms in reduction of fluidity, fixing of workers to firm. From here a tendency to essential expansion and reorganization of work with the personnel.