国外著名hr咨询公司hrm培训(ppt132)英文-管理培训(编辑修改稿)

国外著名hr咨询公司hrm培训(ppt132)英文-管理培训(编辑修改稿)内容摘要：

Building core petencies – learning and cross discipline munication Role of HR in Managing Core Competencies  Utilising core petencies – developing management capability and forms of working that maximise deployment  Protecting core petencies – retention strategies, protection during major change, identifying owners of core petence COMPARATIVE HUMAN RESOURCE MANAGEMENT Definitions  ‘ how things are done around here‟ (Drennan, 1992)  Organisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an anisation‟s history, and which tend to be manifested in its material arrangements and in the behaviour of its members. (Brown, 1995) Organisational Culture Definitions  The pattern of beliefs and assumptions shared by the anisations members, these beliefs produce norms that shape the behaviour of individuals and groups  A set of habitual ways of thinking, feeling and reacting that are characteristic of the ways in which a specific anisation meets its problems at a particular point in time Levels of Culture  Culture can be conceived as: societal or national culture corporate culture homogenous or heterogeneous subcultures  Turner (1971) defined industrial subculture by: distinctive set of shared meanings use of symbols and rituals socialisations and norms attempts to manipulate culture Aspects of culture  Artifacts  Language – jokes, jargon, stories  Behaviour patterns – rituals, ceremonies,celebrations  Norms of behaviour  History  Ethical codes  Basic assumptions  Beliefs, values and attitudes  Symbols Models of culture Artifacts Beliefs, values, attitudes Basic assumptions Most superficial manifestations of culture Deepest level of culture Schein, 1985 Organisational Culture Artifacts amp。 creations: Technology。 art Visible behaviours audible behaviours Values Basic assumptions: Human nature Human activity Relationships Perceived reality Environment Visible but not often decipherable What “ought to be。 normbased Taken for granted Invisible Preconscious Common Organisation Stories  Can employees break the rules?  Is the big boss human?  Can the little person rise to the top?  Will I get fired?  How will the boss react to mistakes?  Will the anisation help me when I have to move?  How will the anisation deal with obstacles? CULTURE: Socialisation: learning prearrival: “preconception” metamorphosis: “absorb” security mitment productivity encounter: “provisional” (Hamp。 B 2020) Organisational Culture and the Life Cycle of the Firm  Phase 1 Birth and Early Growth  Purpose – foster cohesion during growth  Need for change – economic or succession  Strategies – natural evolution selfguided evolution Managed evolution managed evolution via outsiders Organisational Culture and the Life Cycle of the Firm  Phase 2 – Organisational midlife  Purpose – culture deeply embedded, may develop subcultures  Strategies – planned change and OD technological seduction scandal, explosion of myths incrementalism Organisational Culture and the Life Cycle of the Firm  Phase 3 – anisational maturity  Purpose – source of pride, resistant  Strategies – coercive persuasion turnaround recognition, destruction, rebirth Culture in anisations: Handy/Harrison: POWER: ZEUS PERSON: DIONYSUS TASK: ATHENA ROLE: APOLLO Communication – Hall Model Arab UK China Germany High context Low context Social trust first Business first Value personal Value expertise relationships amp。 goodwill amp。 performance Agreement by trust Legal contract Negotiation slow, ritual Negotiation efficient Hofstede‟s Model  Individualism  High power distance  Masculinity  High uncertainty avoidance  Short termism  Collectivism  Low power distance  Femininity  Low uncertainty avoidance  Long termism HRM and Culture Change Layers of Culture  Artefacts – physical objects, behaviour and processes  Espoused values – those appearing publicly in mission statement, policies  Underlying assumptions – rarely articulated。 may conflict with espoused values and each other Culture Change  Why change? Environment changes:  Business – mergers, technology, market  Government – laws, H amp。 S, diversity,  Demographic – changes in the human resources available The Nature of Change  Externally imposed  Transformational  Global  Hostile  Large scale  Long term  Strategic  Internally imposed  Incremental  Local  Positive  Small scale  Urgent  Operational Introducing Culture Change  Can be very difficult  Can be a long term process  Issues to be considered in choosing strategy: scale – incremental or radical Locus – anisation, unit, department nature – cognitive and behavioural timescale Principles of Culture Change  Values and assumptions define accepted and appropriate behaviours  In successful anisations culture is aligned with strategy  Culture change may be difficult if the culture is inpatible with strategy  Check strategy before embarking on culture change  Can the changes required be achieved by other means  Senior management must understand the implications and be mitted  Culture change must pay attention to the opinion leaders  Should take into account the work systems, manageme。