Assignment 52 3

A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and technologies to deal with changes in the business environment and to profit from changing opportunities. To changes in the business environment (such as a fluctuation in the economy, or a threat from a competitor) or establishing coping mechanisms for responding to changes in the workplace (such as new policies, or technologies).

HOW CAN HER MANAGER HANDLE PROBLEMS RELATED TO CHANGE MANAGEMENT? In today’s dynamic business world, any change not managed correctly can strain HRS ability to help the business create and maintain competitive advantage. Human Resource professionals need to have the knowledge, skills, and abilities to not only adapt to change but to also identify when it’s needed and how to successfully leverage such opportunities.

The steps to be taken are: Assessment: Understanding organizational and employee readiness for change Preparation: Setting the groundwork for the change process Execution: Implementing and monitoring change and organizational velveteen Sustaining: Is sustaining and institutionalizing change the right answer 2. DOWNSIZING In a business enterprise, downsizing is reducing the number of employees on the operating payroll. Some users distinguish downsizing from a layoff, with downsizing intended to be a permanent downscaling and a layoff intended to be a temporary downscaling in which employees may later be rehired.

Businesses use several techniques in downsizing, including providing incentives to take early retirement and transfer to subsidiary companies, but the most common quinine is to simply terminate the employment of a certain number of people. HOW CAN HER MANAGER HANDLE PROBLEMS RELATED TO DOWNSIZING? Downsizing successfully is immensely difficult. The following ideas can help to focus thinking for HER MANAGER considering such a move. Treat all employees with respect. Communicate too much rather than withhold information. Research applicable laws and follow the spirit of the legislation.

Afterward, give employees the psychological space to accept, and discuss, what has happened. “The variety of experiences and perspective which arise from differences in ace, culture, religion, mental or physical abilities, heritage,age, gender, sexual orientation, gender identity and other characteristics. ” HOW CAN HER MANAGER HANDLE PROBLEMS RELATED TO MANAGING DIVERSITY? Four-T model consisting of four elements that HER managers need to take into account when dealing with diversity. These elements are training, transparency, time, and togetherness. Training. Training is important for employees who are not familiar with diversity.

Managers should be very careful choosing a training program because the training needs to fit their employees. Managers, for example, need to take onto consideration the amount of flexibility, the extent of openness towards diversity issues, and the diversity experience of employees. Transparency. Transparency is related to the way communication takes place in an organization. Managers need to make sure that communication and information distribution is transparent when dealing with diversity issues. Management should make employees understand the benefits of diversity, e. G. Diversity delivers a competitive advantage to the organization.

Employees should also be able to freely express their thoughts about diversity so that conflicts or protests can e dealt with immediately. Time. Diverse employees cannot immediately work perfectly together after diversity training. In time, heterogeneous groups are much more adept solving problems than homogeneous groups. However, it still takes time and patience. Employees need to get used to diversity and they need exposure in ordered understand each other better. The latter requires a certain degree of patience from managers who would like to see competitive advantages as soon as possible. Togetherness.

Togetherness implies the feeling that all employees are working in the same organization and they share the Geiger goal of improving effectiveness. This higher goal is given priority to other goals that might lead to negative outcomes, like the threat that can be perceived from minority groups. Therefore, togetherness helps employees cooperate more effectively, thereby diminishing negative effects. Equal opportunity is a stipulation that all people should be treated similarly, unhampered by artificial barriers or prejudices or preferences, except when particular distinctions can be explicitly justified.

The aim according to this often complex and contested concept is that important jobs should go to those “most lifted” – persons most likely to perform ably in a given task – and not go to persons for arbitrary or irrelevant reasons, such as circumstances of birth, upbringing, friendship ties to whoever is in power, religion, sex,ethnicity, race, caste, or involuntary personal attributes such as disability, age, gender, or sexual orientation HOW CAN HER MANAGER HANDLE PROBLEMS RELATED TO EQUAL OPPORTUNITIES?

If a discrimination or harassment complaint is filed, there are several things that HER departments should do. Really listen to the employee filing the complaint, without judgment. Don’t dismiss the complaint simply because you don’t think the type of behavior described is possible or could be happening at your company. Recognize that a complaint could involve harassment and/or discrimination based on a number of factors such as gender, race, age, sexual orientation, etc. Take all complaints seriously; even if the employee has made complaints in the past.

Each and every complaint should be taken seriously. Never retaliate against the accuser?it is against EEOC law. Forms of retaliation can include demotion, pay cuts, different treatment, termination, etc. Keep the complaint confidential and only share information when and with whom it is absolutely necessary. Take action quickly, and begin an investigation as soon as the complaint is filed. Conduct a thorough investigation of any complaint, by interviewing the parties involved and any potential witnesses, and gathering and examining evidence.

Keep a full record of the investigation, detailing the steps taken, interview results, and the final decisions made and actions taken. Consider hiring a outside party to conduct the investigation, such as a law firm or consulting agency. Their experience can be useful especially hen you are dealing with high-profile situations or when there’s a potential for criminal charges. Enforce the appropriate disciplinary action if the investigation proves that the accused employee did in fact engage in discriminating or harassing behavior.

This may range from a warning or suspension to termination of employment and/or criminal charges. Mentoring is a powerful personal development and empowerment tool. It is an effective way of helping people to progress in their careers and is becoming increasing popular as its potential is realized. It is a partnership between two people (mentor and minute) normally working in a similar field or sharing similar experiences. It is a helpful relationship based upon mutual trust and respect. HOW CAN HER MANAGER HANDLE PROBLEMS RELATED TO MENTORING?

Help the minute feel closely identified with his or her professional environment. Help the minute through difficult situations. Build the menthe’s self-confidence. Establish clear, open, two-way communication. Compensate for menthe’s lack of experience and skills. Be a source of information and encouragement. Provide career guidance. Help develop creative and independent thinking. Team management is the ability of an individual or an organization to administer and coordinate a group of individuals to perform a task.

Team management involves teamwork, communication, objective setting and performance appraisals. Moreover, team management is the capability to identify problems and resolve conflicts within a team. There are various methods and leadership styles a team manager can take to increase personnel productivity and build an effective team. HOW CAN HER MANAGER HANDLE PROBLEMS RELATED TO TEAM MANAGEMENT? When conflict does arise, however, it is essential you handle it effectively and thoroughly, as well as quickly, using a variety of techniques.

Step Talk to each conflict participant privately to piece together a story. When talking to each person involved, keep an objective but concerned tone. You don’t want people thinking you are on their side, but you also don’t want them thinking you aren’t. Step 2 Research each version of events and familiarize yourself with it. Then write down the conflict or disagreement in a few sentences, what caused it and a possible solution for the problem. Familiarize yourself with the details of the conflict. Step 3 Meet with the main employees involved in the conflict together in a private room.

Keep a cordial and optimistic tone from the very beginning of the meeting and request the same from each person. Step 4 Objectively recite the conflict back to participants, telling both sides how you understand it. Verify with each person that what you’ve said is accurate. Allow each person to add or correct any details and propose solutions. Listen intently to each person and make sure they stay calm and collected. Step 5 Reach a final solution based on participants’ proposed solutions and ones you’ve omen up with as the objective party. Make sure everyone is satisfied with the results.

Jot down notes of the decisions made, have the parties in conflict shake hands and dismiss the meeting. Step 6 Log the conflict–both sides of the story–and resolution into a document. Print out a copy for each party to the conflict and have them sign a master copy to verify the information is correct. File the document with human resources for future reference if the conflict ever arises again. 7. Crawls OR TRAUMA A crisis is any event that is, or is expected to lead to, an unstable and dangerous tuition affecting an individual, group, community, or whole society.

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