The Goals and Objectives of the Organisation Sample for Students

Questions: 1.In your role as CEO, outline how you would Change the People Management Practices in the Company.2.How would your Proposed Changes Improve Organizational Performance?3.What do you See as the Major barriers to Change and how would you overcome them? Answers: Introduction The culture of the organisation plays a vital role for accomplishment of the goals and objectives of the organisation. The change in the culture of organisation is required to be dealt seriously by the management of the organisation. 1.The Human Resource Management of the organisation deals the changes with top priority (Zhu, 2008). As the CEO of the manufacturing company I will take a new approach to manage the people of the organisation. I will follow the Guest Model approach for the management of the people of the company. The Guest Model This model will help to start some new practices that are not followed earlier. The model focuses on the correct outcomes for the appropriate strategies. The strategies will bring changes in the performance of the workers there will be financial benefits to the company as well as to the workers. The model focuses on the following Strategy of the HRM Practices and results of the behavioral outcomes Changes in the performances Financial results In the case study organisation, there has been need of a change from the top management level people to the practices preferred by the management. The decision making process would initiate the involvement of the staff and the infrastructure of the company requires to be upgraded. The staff will be offered training and more initiative will be taken for the skills development of the employees (Drucker, 2014). The turnover of the workers will be stopped by offering them good salary and scope for improvement through appraisal system. This will contribute to the development of the company and more production will be there. 2.As a new CEO it is very difficult to improve the performance of the organisation in the difficult situations. The foremost responsibility of the management in initiating changes is to see the workplace situations and the practices that are continuing in the organisation. The culture of the organisation will be changed only when the management and the workers accept the changes. The senior management people will be convinced and they will accept the fact that minimization of cost cannot bring financial benefits (Earl, 2010). The involvement of the employees in the successful achievement of goals is very important. The employees are required to be involved in the decision making process. The new initiative for the infrastructural development will also contribute for the development of the production. The upgraded machinery will help the development in the process of the production. The employees will be imparted training and development. They will be well versed with new changes in the technology. The output of the production will be more (Glisson Lawrence, 2011). The appraisal system will help the employees to assess their own performance. The management will reward the workers for their effective contribution to the productions. The reward, recognition and promotion will contribute to the less turnover of the employees. The employees will not leave the job when they will be offered good working environment. The unfair dismissal of the employees will not be there and fear of losing the job will not be there. 3.The major barrier to the company is the retention of the employees. The company has witnessed major turnover of the employees due to various reasons. The staff members were employed as contract workers and they were given poor salary. The salary they were drawing was not as per the standards of the industry. The second most hurdles to the retention of the employees was that there was no scope for the employees to rotate their jobs and develop their skills (analytitech.com, 2017). There was no formal appraisal system. The employees were resigning as they were dismissed by the management for no reasons. The employees did not find security in the jobs. The second barrier was the inability of the senior management people to take decisions for the progress of the people. The decisions were taken on their own and they did not consult the employees. The employees could not contribute to the strategies of the organisation (Govindarajan, 2007). In order to overcome the barriers the management has to initiate appropriate recruitment and retention policy. As the CEO of the organisation, I will prefer to job description and job specification. I will make the strategies to employ correct people in the correct position. I will prefer to make job specification so that correct people with experience will be employed in the correct position (hr.toolbox.com, 2017). There will be appraisal system and people will be assessed as per their performance. This will encourage employees to perform better. The reward and recognition to the employees will also contribute to the development of the company. Conclusion The involvement of the management and the employees will bring success to company. Bibliography analytitech.com, 2017. Theory of Motivation. [Online] Available at: https://www.analytictech.com/mb021/motivation.htm [Accessed 12 04 2017]. Drucker, P., 2014. Leadership vs. Management. [Online] Available at: https://www.diffen.com/difference/Leadership_vs_Management [Accessed 05 04 2017]. Earl, M., 2010. Knowledge Management Strategyies. Journal of managemrnt Information Systems, Volume 181, pp. 215-223. Glisson, C. Lawrence, R. J., 2011. The cross-level effects of culture and climate in human service teams. Journal of Organisational Behaviour, pp. 767-794. Govindarajan, V., 2007. The Importance of Strategic Innovation.. [Online] Available at: https:/www.vijaygovindarajan.com/2006/03/the_importance_of_strategic_in.htm. [Accessed 12 04 2017]. hr.toolbox.com, 2017. employee-relations. [Online] Available at: https://hr.toolbox.com/blogs/search-for-mutual-success/employee-relations-the-key-to-hr-success-49171 [Accessed 12 04 2017]. Zhu, Z., 2008. knowledge Management: Towards a universaal cocept or cross cultural context?. Knowledge Management Research and Practice, Volume 2, pp. 67-79.