By Carol T. Schreiber (auth.), David M. Schweiger, Klaus Papenfuß (eds.)
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We now dwell in a 'wiki' global the place mass collaboration is not just possible'it's frequently the easiest answer. traditional administration suggestion assumes that command-and-control is the simplest method to manage the efforts of enormous numbers of individuals, yet swift swap and lengthening complexity have rendered that version out of date.
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Actually, simply because they're those truly doing the daily paintings front-line staff see a good many difficulties and possibilities that their managers don't. yet so much firms do very poorly at tapping into this awesome power resource of revenue-enhancing, savings-generating rules.
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Additional info for Human Resource Planning: Solutions to Key Business Issues Selected Articles
F. Management: Tasks, Responsibilities, Practices (New York: Harper & Row, 1973). " International Management, June 1983, 38, pp. 56-6l. " Business Week, May 9, 1983, pp. 80-83. Fannin, R. " Marketing and Media Decisions, June 1985, pp. 75-79. Freedman, A. E. ard Business Review, March-April 1982, 60, pp. 30-48. Freedman, A. The New Look in Wage Policy and Employee Relations (New York: The Conference Board, 1985). E. '" Business Horizons, JanuaryFebruary 1986, 29, pp. 31-38. Gelman, E. " Newsweek, June 17, 1985, pp.
Ulrich argues that the "what" question has been asked enough and answered, at least with rhetoric. His focus in this article is on the "why" and "how" questions of HR planning. With respect to the "why" question, he points out that people management issues are a key component when creating competitive advantage, whether people are considered a cost or a resource to be managed. Therefore people management programs ought to be considered a means of creating competitive advantage rather than an end in and of themselves.
A fast-growlng, high technology company is noted for its "family culture," informality, youthful Vigor, and creativity. As the company has expanded (nearly doubling in size every several years) the demands on recruiting, development, and effective integration of new talent into the culture have also grown. Additionally, pressures to become more "businesslike" are being weighed against the desire to retain the original spirit of the company. Achieving and Maintaining Low Costs For many companies, becoming or remaining a low-cost producer is a key business objective.