GestãoInternacionaldeRH1

7/29/2019 GestãoInternacionaldeRH1

http://slidepdf.com/reader/full/gestaointernacionalderh1 1/27

Catarina Rocha



1. Strategic Management of Human Resources.

2. The operationalization of the function of Human Resource Manager

3. International Human Resource Management.

4. Motivation and reward systems.

5. Management careers.

6. Conflict management and performance evaluation.



1. CORNELIUS, N. (2001). Human resource management: a

managerial perspective. London: Thomson Learning.

2. DRENTH, P.J.D., THIERRY, H. & WOLFF, C. (EDS.) (1998).

Handbook of Work and Organizational Psychology (2ª Edição).

Hove: Psychology Press.

3. KOSSEK, E. E. & BLOCK, R. N. (2000). Managing human resources

in the 21st century. Ohio: South-Western College Publishing.





Today's organizations operate in a highly dynamic,

complex and competitive environment. It is therefore

essential that the managers of these organizations know

devise the most appropriate strategies in order torespond effectively to the challenges posed to them and

so lead their companies to success.

It is only possible for any company to achieve success if it is

competitive.

The company to be competitive, must be able to offer,in a sustainable way, more value to their customers.



• Until the middle of the twentieth century: The competitive

environment characterized by high stability and predictability, and

therefore the company's results depend crucially on the proper

allocation of resources and good budget control. The ability topredict the future by extrapolating from the past allowed the

establishment of long-term objectives, as well as planning the way

to go to achieve them, without problems.

• Since the 70s: The environment starts to become increasingly

less stable. Many companies then began to try to understand the

dynamics of the environment, trying to anticipate its evolution.



• Today, with a turbulent, uncertain, complex and competitive

environment, strategy formulation should be based increasingly

on a growing ability to respond fast and flexible in the face of

changes that can not be predicted and that happens every day.

The formulation of business strategy should be guided

by the mission and objectives of the company and

based on a careful analysis of the environment and of

the company itself



"Knowledge of the conditions of the specific

environment and of its changes, because the

biggest challenge for any organization is precisely

the constant change in environmental conditions

at a pace more and more difficult to predict"



Business constraints:GlobalizationIntensification of CompetitivenessCustomer demand

o Requiring the company flexibility in anticipation or response toenvironmental alterations, in order not to lose, and if possibleincrease their competitive advantages;

o Profound changes in the way of managing people inorganizations, greater precariousness of employmentrelationships, new forms of performing work, need for flexibilityin the functional content and challenges to attract, retain and

develop individuals working in the company.



THE HISTORICAL DEVELOPMENT OF THE THEORY OF ORGANIZATIONS

Classical Approach (late 30)

Human Relations Approach (decades of 50 to 70)

Systemic Approaches - contigencial (the

60s)



CLASSICAL APPROACH (LATE 30)

• The phenomenon of large organization is new and relatively low;

• The technologies of production are incipient;

• The expansion of markets begin to have a major impact;

• Discovering the optimal rules of operation;• Organization as a closed system, technologically centered and

whose sole purpose is the search of efficiency seen as a function

of optimization of the technical system;

•

The individual must adapt to the 'machinery' should laminate it sothat they can, with automatic, complement it and contribute

decisively to the optimization of the technical system;



Scientific Management (Taylor)

The school had its origin in the U.S.A.

His concern was to increase business productivity by increasing the

level of effectiveness and efficiency of the workers.

Taylor started as a factory worker in 1878, later passing to overseer foreman, chief of workshops and finally engineer, registered some 50

patents for inventions in machinery, tools and work processes;

This school puts the emphasis on tasks concerning itself with:The working method

The movements required to perform the tasks;

The standard time for the task.



Presuppositions of the Scientific Management of Labor:

1.The workers who perform the same tasks must do so, all in the same

way, and according to the best way there is to do so;

2.Incumbent upon the Administration to make a careful study of the

labor of the worker and establish the best way to execute it;

3.The supervisor is responsibility of monitor and control the worker, the

worker is responsible solely to perform the work;

4.The work has better results and it becomes more economical, if all

the movements necessary for its implementation is subdivided intosmall pieces;

5.We must save the time and the effort of the worker. The unnecessary

movements are eliminated and the useful movements simplified.



6. Adaptation of workers to the task;

7. Greater specialization of workers;

8. Greater specialization of tasks;9. Improving the efficiency of labor. Efficiency is the relationship

between actual performance and the performance of the worker

previously established, with an efficiency of 100%

10. The worker who produces more must be better paid.

CRITICS

• Mechanical view of the man;

• The Human beings are passive, without will, without initiative,other than the money;

• Excessive specialization of the worker;• It does not include the human aspects of the organization.



Classical Theory of Organization (Fayol)

The emphasis in the business analysis its structure, visualizing the

organization as a collection of parts or organs. Concerned primarily with the

analysis of the hierarchical structure of organizations putting the accent on the

command line in which all depend on organizational functioning;

His great contribution is to explain the functions that characterize themanager's role in the organization: Predict, Organize, Command,

Control and Coordinate;

For Fayol dependency of subordinate to the hierarchical superior it is also

complete and not personal;

Fayol ≠ Taylor

Man-Servant Man -Machine



Bureaucratic Model of Organization (Weber)

Seeks the perfect organization

Presents a concept of organization that once defined their

objectives and activities, it is possible to formulate a system of

rules and roles to be played by individuals;

Once again presumed a closed system, unchanging face anexterior, that is supposed to be possible to predict and

characterize in full;



Bureaucratic Model Principles :

1.Free people, shall meet the objectives duties of their functions2.…In a functioning hierarchy well established …

3.…with clearly defined competences …

4.…. as a result of a contract based on a opens(free) selection, according …

5.…. professional qualification (in a rational way ): are named (not elected)

according to the qualification revealed by examination and certified by a diploma

…6.… Are paid according to graduates salary, according to hierarchical level and

assumed responsibilities,… have the right to retire;

7.…treat their role as sole or principal profession…

8.…Looking ahead to a career according to seniority or benefits under the

service, or both, depending on the judgment of his superiors…9.… Work totally separated from the means of administration and without the

appropriation of their jobs…10. Are submitted to a uniform discipline restricted to their functions as well as a

control.



Human Relations Approach (decades of 50 to 70)

Arise as a counterpoint, and in direct opposition, ace classical

approaches;

"Man, the individual in the organization, must be the point of departureand arrival of any normative or analysis of organizational functioning";

This shift of focus of technical production - analysis towards the social

system, has opened a whole new perspective on the functioning of organizations;



Elton Mayo

Elton Mayo in the 20s developed a series of works which came to be known as the

"Hawthorne Experience":

-Mayo chose two working groups that performed the same tasks. One worked under

variable light intensity and the other - the control group - worked under constant

intensity.

- The purpose of the experiment was to determine the effect of illumination on the

productivity of the workers;

-What was observed was that there was no correlation between the light intensity and

productivity but in this interfere other variables, psychological;-It was found that production increased when workers assumed that the light intensity

increased and productivity has reduced, when they assumed that the light intensity as

diminish.



Elton Mayo

With Mayo the issues of motivation of individuals in theorganization and the impact of leadership style onproductivity, become central to the study of organizations;

Concepts such as informal organization (relationship, on

the sidelines of the established hierarchy, which is

generated spontaneously between individuals who are not

only workers but also people with personalities and

motivations that go far beyond its role in the organization)

and as Moral of workers (Indicator of motivational level of

the internal social system), have become key elements in

deep study and understanding of the functioning of any

organization.



The man is seen not merely as an internal element of the organization

but as a whole - a human being with its own objectives and social

integration, who does not abandon "at the company's entry";

The motivation of behavior and interpersonal relationships become to be

regarded as the true key to production efficiency;



SYSTEMIC APPROACH

It appears in the mid 60s as a reaction to “ The One Best Way “

.

In this theory the behavior of organizations depends on the situational

variables it is subject to, so according to the characteristics of its

surroundings, the technology that supports it, the size andcharacteristics, the organization has to find the ideal of management.



Assumptions:

1.The organization must continually adapt to the changes: the organization,

such as group and individual, it is an open and dynamic system in constant

readjustment and reorganization in order to survive. This change is gradual

and continuous;

2.The organization is in constant interaction with the environment. An

organization must perceive the change, be sensitive to change inenvironment and provide sufficient flexibility to reorganize its resources,

optimizing their adaptation;

3.The organization is in constant interaction with people who work there, who

are seen as beings with skills and capabilities, the organization will provide an

suitable environment and the ability for workers to perform in it;

4.The organizational goals must match as closely as possible with the

personal goals of people who work in there.





External Marketing - aims to customer satisfaction, acting in the

environment by means, methods and techniques to "sell the

company's products to its customers with profitability“

Internal Marketing - Through means, methods and techniquesattracts, retains and develops internal customers, meeting their

needs and allows them the flexibility to respond effectively to the

demands of the environment in general and External Marketing in

Particular.

To the integration of these two types of Marketing we call :

Integrated Marketing



It is the perfect interface between the two subsystems which allows us

to respond effectively and appropriately to the environment.

Exchange relations between the subsystems and

organizational environment



Any management action must be sustained in a previous discussion

about how it will be felt in your internal and external market.

Change in the

environment

Actions in the

external marketExternal

MarketingInternal

Marketing

Actions in the

internal market

Efficient Management

Decision

optimization

Date post:	03-Apr-2018
Category:	Documents
Upload:	catarina-rocha
View:	214 times
Download:	0 times

GestãoInternacionaldeRH1

Documents