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Report on Human Resource Management

2021-07-14 来源: 51Due教员组 类别: Essay范文

51Due教员组今天给各位留学生带来一篇纯原创代写人力资源范文,本文主要研究和分析了两种人力资源培训与开发工具OZ原理和团队五大功能失调,以期为现代人力资源管理提供有益的启示。希望这篇可以帮助到各位留学生,同时需要代写也可以直接联系我们51Due客服vxvxJenny_dynh)进行咨询。

Report on Human Resource Management

The arrival of the age of knowledge economy and the increasingly fierce international competition have made the talents become the key factor influencing the development of corporations. However, it is not enough to only have talents, the corporations shall make sure that these talents give full play to their potentials and make contributions to the progress of corporations with other colleagues. In this way, this paper mainly researches and analyzes two human resource training and development tools, the OZ Principle and Five Dysfunctions of Team, for the sake of providing useful enlightenment for modern human resource management.

The OZ Principle was put forward by Roger Connors in 1994, and it stresses the significant role of accountability in achieving personal and organizational goals (Connors, Smith, & Hickman, 1994). According to the OZ Principle, individuals could only depend on themselves to cope with difficulties and finally achieve desired results.

Nevertheless, it is natural for people to escape from reality, escape from the duties and responsibility they have to bear, and they tend to put the failure down to objective circumstances, external factors or other issues that they cannot change. These people could be described as getting stuck in the victim cycle. Connors (1994) claims that, there is a line between accountability and victimization, and the line divides employees into two kinds of people. Employees who are above the line tend to constantly recognize the truth, and stimulate themselves and organizations to try their best. At the same time, employees who are below the line tend to consciously or unconsciously avoid responsibility for results, they lose confidence and spirit, and they continue to shift responsibility into others if they encounter similar issues (Dyton, 2008). Consequently, the obvious difference between employees above the line and below the line is how they treat difficulties and their jobs. The former ones positively figure out ways to solve the problems, try their best to promote the achievement of organizational goals and their individual goals. The latter ones firstly ignore or deny the existence of problems, and they pretend that they have no idea about the issue. Then they avoid to be involved with the problems when they realize that something have to be down. Furthermore, they deny their liability for poor performance and blame others. The latter ones always use confusion as a way to mitigate their sense of responsibility, and they cover their cover their tail and seek imagined protection from their position below the line (Dyton, 2008). Employees below the line always always passively wait someone others to save them and wish things could be better.

In fact, it is very common to find people below the line in actual life. Last summer, I participated in a internship program introduced by my uncle. I held the post of assistant of senior manager, and my role was a communicator. I had to report to leadership and made known to lower levels. For the issues and work arranged by the senior manager, I had to make sure that all his subordinates submitted and finished their work without delay. However, some people always could not finish their work on time and they had various excuses. I had to urge them for many times. Actually, they were much older than me and they had been in the company for many years. Sometimes I did not know how to communicate with them. A person once told the senior manager that he did not submit the work summary because I did not tell him, and then I showed the senior manager the chatting records between me and the person. I could recalled several similar things happened to me.

According to Roger Connors, several issues human resource managers could do to get the entire organization above the line. In the first place, it is necessary to train all the employees at different levels and make them know the close relationship between accountability and results. In the second place, continuous feedback is essential to maintain the organization function above the line (Connors, Smith, & Hickman, 1994). Specifically, regular anonymous feedback will be required, and every employee has to provide his (her) feedback on colleagues they are familiar with. In the third place, employees will be asked above the line questions in order to help them constantly flesh out the reality. In addition, employees with strong sense of accountability will be rewarded and other employees will be asked to learn from them (Dylon, 2008). In this way, it is likely that employees in an organization prefer to face up to reality, decide to bear their responsibility, figure out ways to solve problems and commit to achieve the personal and organizational goals.

In addition to the OZ Principle, the Five Dysfunctions of Team is another useful tool for human resource management. It was put forward by Patrick Lencioni in 2002. For him, absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention of results are five dysfunctions of a team (Lencioni, 2002). Absence of trust means that people are careful and protective around the group, and they hide their disadvantages and mistakes from each other. Team members are not willing to ask others for help, and they hesitate to help others either. Fear of conflict means that team members prefer to maintain artificial harmony rather than constructive passionate debate. They spend time and energy in formalism and avoid explosive issues which is necessary for organizational success. Furthermore, lack of commitment means that team members tend not to stick to the decisions made by the team since they are confused about their major job and the lack of buy-in. Moreover, avoidance of accountability means that team members avoid their accountability due to the need of retraining from interpersonal discomfort. Besides, inattention of results means that team members attach more importance to their personal success rather than organizational success (Usman Consulting Group, 2015).

It is common to find the dysfunctional team in reality as well. Take Neymar, a famous football player as example, he left Barcelona for Paris Saint-Germain in last summer. As for the reason, Tim Vickery (2017), a South American football writer claims that, it is because Neymar expects to win the Fifa World Player of the Year award and step out of Messi’s shadow. John Owen Nwachukwu (2017) also argues that, Messi is the idol at Barcelona, and Neymar also wants to be people’s idol rather than Messi’s substitute. In this way, from the perspective of Neymar, his personal interests, success and status are more important than the success of Barcelona. After the departure of Neymar, Barcelona took a certain amount time to find appropriate player and get through the run-in period.

Facing with dysfunctional team in reality, Patrick Lencioni also put forward solutions. Firstly, it is necessary for the leaders of a team to show their vulnerability and create an environment that team members are encouraged to admit their mistakes and disadvantages. Specifically, personal histories can help team members to better understand others. Lencioni also recommends the utilization of Myers Briggs test, which is to make sure that team members are free to provide feedback for others. Secondly, teams shall identify positive conflict, find buried disagreements and bring them to light. Thirdly, cascading communication is essential to make sure that team members know clear about the issue and everyone is on the same page. Deadlines for decisions and various outcomes are set and considered for promoting team members to commit to the team. Furthermore, team leaders shall make it clear that every member has his (her) own work content and standards. The team goal is clear as well. People will be rewarded if they help to achieve the organizational goal. In addition, a scoreboard with clear metrics can be presented to all the team members. Consequently, all the people are able to know the situation of the team and way to achieve the goal (Usman Consulting Group, 2015).

Both the OZ Principle and the Five Dysfunctions of Team are useful tools for managers to manage human resource. Both of them stress the importance of accountability. Roger Connors regards accountability as the vital factor to decide individual and organizational performance, while Patrick Lencioni consider the impact of other factors such as trust, constructive passionate debate, commitment and attention to results. Therefore, managers could combine the two tools when leading teams. They shall firstly create the atmosphere that all the team members are encouraged to admit their weakness and disadvantages, and then encourage team members to improve through constructive passionate debate. At the same time, team members are trained to understand the close relationship between results and accountability. With the help of appropriate feedback and rewards, team members are encouraged to stay above the line and commit to the achievement of organizational goals.

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