Human Relations Movement
(1930-today)
Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some had name like theory “X”, “Y” and “Z”).
Wednesday, August 26, 2009
Human Relations Movement
Human Relations Movement
(1930-today)
Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some had name like theory “X”, “Y” and “Z”).
(1930-today)
Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some had name like theory “X”, “Y” and “Z”).
Human Relations Movement
Human Relations Movement
(1930-today)
Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some had name like theory “X”, “Y” and “Z”).
(1930-today)
Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some had name like theory “X”, “Y” and “Z”).
Monday, August 24, 2009
Book Review: Usability Management bei SAP-Projekten
Usability Management bei SAP-Projekten
By Petra Abele, Jörn Hurtienne, & Jochen Prümper
Until now, there was no specific approach available for usability management in SAP projects and SAP implementation projects in particular.This book is targeted at decision makers and consultants who implement SAP software systems in companies. The topics covered in the book, such as user productivity, total cost of ownership (TCO), and occupational safety and health conditions are of relevance to many companies.The book is based on a cooperation project with SAP AG that was conducted by BIT e.V. Bochum, bao GmbH Berlin, and TBS NRW Dortmund.One of the project's goals was to enable managers and consultants to understand and successfully apply methods of user-centered design in their implementation projects. Therefore, the book includes a chapter on SAP user-centered design, written by two SAP User Experience colleagues.
Based on the Accelerated SAP (ASAP) implementation approach for R/3 systems and following its five steps, the authors offer an easy to understand approach to user requirements gathering and other activities that result in a better user experience of the final system.For each ASAP phase, there is a collection of selected methods, tools, and activities that will ensure the overall usability of the implemented system.
Here is an overview of the ASAP process and some examples of how the steps are addressed in the book:
Phase 1: Project Preparation – define usability objectives
Phase 2: Business Blueprint – gather user requirements and business requirements, define the future system
Phase 3: Realization – evaluate the application
Phase 4: Final Preparation
Phase 5: Go-Live & Support – continuous evaluation
All of the chapters in the book are illustrated with examples from real projects.
In my opinion, this is an important and very useful book, although not always an easy read. As a non-expert audience is targeted, the authors introduce all relevant concepts in the beginning of the book. Another benefit of the book is that the authors also provide insights into the legal context of such projects in Germany. Furthermore, the book has the right amount of information to provide a basic level of understanding for the implementation team. Therefore, it is a good reference guide for German implementation projects. It helps answer the question "What can I do at this stage?" and it also helps to understand at what stages in an implementation project expert’s support is needed.
Regrettably, the book was only published in German, so it is limited to a German speaking audience. As SAP is a globally operating company, meaning that our customers are everywhere in the world, it would have been useful, if more international terms were used in the book and, even better, if it were written in English (which would, however, require that also international legislation is covered). But leaving theses gripes aside, I can and would like to recommend the book to my (German) colleagues from consulting.
Based on the Accelerated SAP (ASAP) implementation approach for R/3 systems and following its five steps, the authors offer an easy to understand approach to user requirements gathering and other activities that result in a better user experience of the final system.For each ASAP phase, there is a collection of selected methods, tools, and activities that will ensure the overall usability of the implemented system.
Here is an overview of the ASAP process and some examples of how the steps are addressed in the book:
Phase 1: Project Preparation – define usability objectives
Phase 2: Business Blueprint – gather user requirements and business requirements, define the future system
Phase 3: Realization – evaluate the application
Phase 4: Final Preparation
Phase 5: Go-Live & Support – continuous evaluation
All of the chapters in the book are illustrated with examples from real projects.
In my opinion, this is an important and very useful book, although not always an easy read. As a non-expert audience is targeted, the authors introduce all relevant concepts in the beginning of the book. Another benefit of the book is that the authors also provide insights into the legal context of such projects in Germany. Furthermore, the book has the right amount of information to provide a basic level of understanding for the implementation team. Therefore, it is a good reference guide for German implementation projects. It helps answer the question "What can I do at this stage?" and it also helps to understand at what stages in an implementation project expert’s support is needed.
Regrettably, the book was only published in German, so it is limited to a German speaking audience. As SAP is a globally operating company, meaning that our customers are everywhere in the world, it would have been useful, if more international terms were used in the book and, even better, if it were written in English (which would, however, require that also international legislation is covered). But leaving theses gripes aside, I can and would like to recommend the book to my (German) colleagues from consulting.
Note: The book contains a chapter, SAP User-Centered Design-Prozess, written by SAP User Experience colleagues Ulrich Kreichgauer and Gerd Waloszek.
Petra Abele, Jörn Hurtienne, & Jochen Prümper Usability Management bei SAP-Projekten. Grundlagen – Vorgehen – Methoden. Vieweg, 2007. ISBN: 383480244
Usability: Customizing
Usability: Customizing
Thursday, August 20, 2009
Motivating People to Peak Performance
It often happens that many people find their motivation decreasing or disappearing altogether. When this happens you tend to feel stuck and you're not really moving forward. You may feel frustrated because you're not making any progress. Seeing yourself making progress is one way to be motivated. But if that's not there, it becomes a vicious circle, because when you're not making progress, you don't feel motivated and vice versa.
When you want to increase your motivation, it's worth remembering that there's a difference between it and inspiration. Motivation is an external source which encourages you and gives you ideas. Inspiration comes from within and the encouragement and ideas are your own. When it comes from within, you own it and will feel inspired. When you feel inspired you'll take action and taking action is the key to achieving what you want, whether it's increasing your business, making changes in your life or progressing towards your dreams.
So, we're really looking to increase your inspiration here and not necessarily just to motivate you. I've found that people's inspiration drops when they've been doing the same thing over and over again for some time. You may feel you're stuck in a rut; it's become a bit of a drag. If you're feeling this way, it's no wonder your inspiration has decided to 'wander off'.
Sometimes you just need to take a break or have a rest from what you're doing and your inspiration may well come back. This break also allows you to re-assess what you've been doing and not doing. Perhaps then you'll see there are some changes you want to make, perhaps deciding to implement a different strategy or action plan.
Taking a break will mean different things to different people and you need to determine for yourself what this break will be. Perhaps, you'll decide take a day or a week off work, to play and have fun. Or you may decide to go for a brisk walk. I'm even inclined to suggest to you that, while taking this break, you tell yourself that you're not allowed to do or think about anything related to work or whatever it is that you're taking a break from. It's surprising how much most of us react to being told we can't do or have something. The rebellious part of us often surfaces and wants to fight it.
Taking a break from whatever it is you've been doing will probably make you feel apprehensive. All your fears about how much you have to get done, you're wasting time, what if I don't want to go back to doing this, are likely to surface. It's a natural reaction, but the fear is usually much worse than the reality. You need to trust yourself, face up to the fears and know that you can handle any situation.
After a break, you'll feel refreshed and when you feel refreshed, your enthusiasm and inspiration will return. Then, you'll be ready to start moving forward again.
When you want to increase your motivation, it's worth remembering that there's a difference between it and inspiration. Motivation is an external source which encourages you and gives you ideas. Inspiration comes from within and the encouragement and ideas are your own. When it comes from within, you own it and will feel inspired. When you feel inspired you'll take action and taking action is the key to achieving what you want, whether it's increasing your business, making changes in your life or progressing towards your dreams.
So, we're really looking to increase your inspiration here and not necessarily just to motivate you. I've found that people's inspiration drops when they've been doing the same thing over and over again for some time. You may feel you're stuck in a rut; it's become a bit of a drag. If you're feeling this way, it's no wonder your inspiration has decided to 'wander off'.
Sometimes you just need to take a break or have a rest from what you're doing and your inspiration may well come back. This break also allows you to re-assess what you've been doing and not doing. Perhaps then you'll see there are some changes you want to make, perhaps deciding to implement a different strategy or action plan.
Taking a break will mean different things to different people and you need to determine for yourself what this break will be. Perhaps, you'll decide take a day or a week off work, to play and have fun. Or you may decide to go for a brisk walk. I'm even inclined to suggest to you that, while taking this break, you tell yourself that you're not allowed to do or think about anything related to work or whatever it is that you're taking a break from. It's surprising how much most of us react to being told we can't do or have something. The rebellious part of us often surfaces and wants to fight it.
Taking a break from whatever it is you've been doing will probably make you feel apprehensive. All your fears about how much you have to get done, you're wasting time, what if I don't want to go back to doing this, are likely to surface. It's a natural reaction, but the fear is usually much worse than the reality. You need to trust yourself, face up to the fears and know that you can handle any situation.
After a break, you'll feel refreshed and when you feel refreshed, your enthusiasm and inspiration will return. Then, you'll be ready to start moving forward again.
Wednesday, August 19, 2009
Half of global companies significantly affected by recession
Kate Maddox
Story posted: August 18, 2009 - 12:00 pm EDT
New York—The effect of the recession has been “largely” or “extremely” significant for half of international corporations, according to a recent report by market researcher B2B International.
The report was based on an online survey of about 400 senior marketers at global companies.
It found that 66% of companies have cut marketing budgets as a result of the economic downturn, and 70% have realigned their focus from a wider offering to core products and services.
When asked about their views on the economy over the next 12 months, 60% of b-to-c marketers were optimistic, compared with only 44% of b-to-b marketers.
The most important issue faced by b-to-b companies is the struggle to keep their sales high, while the two main challenges for b-to-c companies are maintaining sales levels and keeping costs low.
Story posted: August 18, 2009 - 12:00 pm EDT
New York—The effect of the recession has been “largely” or “extremely” significant for half of international corporations, according to a recent report by market researcher B2B International.
The report was based on an online survey of about 400 senior marketers at global companies.
It found that 66% of companies have cut marketing budgets as a result of the economic downturn, and 70% have realigned their focus from a wider offering to core products and services.
When asked about their views on the economy over the next 12 months, 60% of b-to-c marketers were optimistic, compared with only 44% of b-to-b marketers.
The most important issue faced by b-to-b companies is the struggle to keep their sales high, while the two main challenges for b-to-c companies are maintaining sales levels and keeping costs low.
Thursday, August 13, 2009
THE CHANGING TRENDS
The Changing Trends of HRM:Proceed with Caution (bY S. Chandrasekar )
Change is always permanent and so is the innovation. It enters almost periodically when certain concepts get obsolete or redundant to follow. Innovation is not new, it exists since the Ages of Stone, Bronze and Neolithic; of course, it is a natural phenomenon. So a change in practice leads to adaptability to change management. Mother Nature is a role model to this. Forest fire ravages the wild growth during summer and provides room to new fauna and flora. Innovation is born out of destruction.
When we, humans, look forward to new trends in our life style, why not HRM? On these lines, innovation is defined as `any deliberate and radical change in existing products or services, processes or the organization practices in order to gain a total competitive advantage over others'. This is the apt definition in the post-modern era where practices in the past yield to refinement in the present and project formulations for the future.
Universally, it has been seen that innovation happens in three domain functions, namely new product, new technological process and new organizational management practices. Quite a number of new systematic innovations have taken place in a decade. Whatever be the innovation, it has to be in line with the general practices governed by an organization. In some cases, say, for medium-sized companies with decent annual turn over, average employee retention and moderate pay structure, the applicability of new trends may not apply at all as the basic concept of Human Resource (HR) would just suffice in ample sense. Here the innovation itself becomes redundant.
Change is always permanent and so is the innovation. It enters almost periodically when certain concepts get obsolete or redundant to follow. Innovation is not new, it exists since the Ages of Stone, Bronze and Neolithic; of course, it is a natural phenomenon. So a change in practice leads to adaptability to change management. Mother Nature is a role model to this. Forest fire ravages the wild growth during summer and provides room to new fauna and flora. Innovation is born out of destruction.
When we, humans, look forward to new trends in our life style, why not HRM? On these lines, innovation is defined as `any deliberate and radical change in existing products or services, processes or the organization practices in order to gain a total competitive advantage over others'. This is the apt definition in the post-modern era where practices in the past yield to refinement in the present and project formulations for the future.
Universally, it has been seen that innovation happens in three domain functions, namely new product, new technological process and new organizational management practices. Quite a number of new systematic innovations have taken place in a decade. Whatever be the innovation, it has to be in line with the general practices governed by an organization. In some cases, say, for medium-sized companies with decent annual turn over, average employee retention and moderate pay structure, the applicability of new trends may not apply at all as the basic concept of Human Resource (HR) would just suffice in ample sense. Here the innovation itself becomes redundant.
Tuesday, August 11, 2009
Book Review-Accountability: Freedom and Responsibility Without Control
Accountability: Freedom and Responsibility Without Control, by Rob Lebow and Randy Spitzer. Berrett-Koehler Publishers, Inc.
In the spirit of Theory Y, the authors argue for giving people freedom, assuming each takes responsibility for his or her own actions. The book details how this approach yields creative innovations and organizational improvements, impossible under control-based organizations. Part one explores the control versus freedom dilemma; part two examines the transformation of an organization from a control- to a freedom-based environment. A primary focus is freedom-based leadership, but the book explores a wide range of key organizational elements. The message, conveyed through a dialog, is driven home through facts and a hard-hitting, convincing argument. The book is strongly recommended for practising and student managers.
Management Accounting by E.Gordon
About the Book: Management accounting in recent years has become one of the important thrust areas of commerce and management inviting the attention of academicians to include it in the curricula of commerce and management studies of almost all universities and professional bodies. Indeed management accounting renders novel services enabling the modern management to arrive at concrete and sound decisions in the midst of complexities by serving not only as 'information retrieving system' but also as information dissemination system. However, for formulating appropriate financial strategies to operate with increased financial strength and with good corporate governance, one should have an exposure to the different ramifications of the management accounting system. Keeping in view the above facts, a humble attempt has been made to sketch the various important aspects of management accounting and we know fully well that it is a very stupendous task to describe such a sprawling subject under one cover. Yet, all efforts have been taken to present the text covering the vital aspects of management accounting in a lucid and simple style but in a precise way. All concepts have been explained with minute details and with comprehensive illustrations so that the learners could understand the intricacies of management accounting from the grass root level to the most advanced and complex level in a logical sequence. To facilitate recapitulation and to have a better grasp of the subject, a large number of objective type questions and test problems have been given at the end of each chapter. This book owes its consummation to various distinguished personalities who have expressed their views on this subject in different books, journals and magazines.
Book Contents:
Nature and Scope of Management Accounting
Financial Statement Analysis
Ratio Analysis
Funds Flow Statement
Cash Flow Statement
Working Capital Analysis
Marginal Costing
Budgeting and Budgetary Control
Capital Budgeting
Standard Costing and Variance Analysis
About the Author(s): E.Gordon is a M.Com., M.Phil., and is a Professor of Commerce at A.N.J.A. College Sivakasi.
Publisher: Himalaya
Edition Number: 1
EAN: CHIMPUB100925
About the Book: Management accounting in recent years has become one of the important thrust areas of commerce and management inviting the attention of academicians to include it in the curricula of commerce and management studies of almost all universities and professional bodies. Indeed management accounting renders novel services enabling the modern management to arrive at concrete and sound decisions in the midst of complexities by serving not only as 'information retrieving system' but also as information dissemination system. However, for formulating appropriate financial strategies to operate with increased financial strength and with good corporate governance, one should have an exposure to the different ramifications of the management accounting system. Keeping in view the above facts, a humble attempt has been made to sketch the various important aspects of management accounting and we know fully well that it is a very stupendous task to describe such a sprawling subject under one cover. Yet, all efforts have been taken to present the text covering the vital aspects of management accounting in a lucid and simple style but in a precise way. All concepts have been explained with minute details and with comprehensive illustrations so that the learners could understand the intricacies of management accounting from the grass root level to the most advanced and complex level in a logical sequence. To facilitate recapitulation and to have a better grasp of the subject, a large number of objective type questions and test problems have been given at the end of each chapter. This book owes its consummation to various distinguished personalities who have expressed their views on this subject in different books, journals and magazines.
Book Contents:
Nature and Scope of Management Accounting
Financial Statement Analysis
Ratio Analysis
Funds Flow Statement
Cash Flow Statement
Working Capital Analysis
Marginal Costing
Budgeting and Budgetary Control
Capital Budgeting
Standard Costing and Variance Analysis
About the Author(s): E.Gordon is a M.Com., M.Phil., and is a Professor of Commerce at A.N.J.A. College Sivakasi.
Publisher: Himalaya
Edition Number: 1
EAN: CHIMPUB100925
Monday, August 10, 2009
REVIEW OF BOOK
HUMAN RESOURCE MANAGEMENT: A COMPETITIVE ADVANTAGE
By S.K. Bhatia, Deep and Deep Publications Pvt. Ltd, New Delhi, 2006.
The book under review deals with various concepts, strategies and challenges in human resource management, with a focus on attracting and retaining talented work force in knowledge era. The book, in nine units, covers the various issues of HRM; human resource management in global environment; knowledge management; strategies for hiring talent; retention strategies; career opportunities and development; performance ...
By S.K. Bhatia, Deep and Deep Publications Pvt. Ltd, New Delhi, 2006.
The book under review deals with various concepts, strategies and challenges in human resource management, with a focus on attracting and retaining talented work force in knowledge era. The book, in nine units, covers the various issues of HRM; human resource management in global environment; knowledge management; strategies for hiring talent; retention strategies; career opportunities and development; performance ...
Thursday, August 6, 2009
India HR and Recruiting Issues Update - 2006
By Ames Gross and John Minot
December 2006
Published in SHRM International Focus, a publication of the Society for Human Resources Management
This article provides updates on important changes in HR and recruiting issues in India during 2006. Topics including contracts and termination, compensation, pension programs, and disability programs are covered. The article also discusses recent recruiting and retention trends in India.
By Ames Gross and John Minot
December 2006
Published in SHRM International Focus, a publication of the Society for Human Resources Management
This article provides updates on important changes in HR and recruiting issues in India during 2006. Topics including contracts and termination, compensation, pension programs, and disability programs are covered. The article also discusses recent recruiting and retention trends in India.
Tuesday, August 4, 2009
RETAINIG EMPLOYEES
Field Guide to Leadership and Supervision in Business
by Carter McNamara, published by Authenticity Consulting, LLC. Provides step-by-step, highly practical guidelines to recruit and retain the best employees for your business. Research shows that employee turnover is often the result of poor supervision -- this book shows you how to supervise employees so that the needs of both the business and its emplyees are always being met. Includes tips and tools to effectively lead yourself, other individuals, groups and organizations. Also includes guidelines to avoid burnout -- a very common problem, especially among employees of small businesses.
by Carter McNamara, published by Authenticity Consulting, LLC. Provides step-by-step, highly practical guidelines to recruit and retain the best employees for your business. Research shows that employee turnover is often the result of poor supervision -- this book shows you how to supervise employees so that the needs of both the business and its emplyees are always being met. Includes tips and tools to effectively lead yourself, other individuals, groups and organizations. Also includes guidelines to avoid burnout -- a very common problem, especially among employees of small businesses.
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