Linking Human Sources

• Organizational Analysis 


  Studying organizations, groups, and societies and how they process principles and concepts to make their systems work.
• Organization 


  A group of individuals with a specific purpose, especially in business, society, and associations.
• Organization is a social unit with three (3) properties (Hannan, 2015):

  1. It is a corporate or group actor
  2. It claims a special and limited purpose — it has objectives
  3. The creators of the organization intend to make it last.
• Max Weber


  The study of organizations was spearheaded by a german sociologist, who began the scientific analysis of organizations.
• Organizational structure 


  Defines each worker's job and how it fits inside the system.
• Organizational structures 


  Provide visual cues on how the organization works, often illustrated through charts or diagrams.
• Enterprises must have an organizational structure so that employees may address issues or report for work to the correct personnel.
• Major Types of Organizational Structure:

  1. Centralized
  2. Decentralized
• Decentralized organizational structure 


  Several people make decisions and run the operations of their groups/departments.
• Decentralized organizational structure

  • They report directly to an immediate head that can also make decisions.
  • Though they can all make decisions, their thoughts should be aimed at achieving the goal of the enterprise.
  • This organizational structure relieson a team, group, or department environment in different business areas.
• Centralized organizational structure 


  Relies on one individual to make the decisions and provide directions for the enterprise.
• Centralized organizational structure 


  Technopreneurial enterprises, especially start-ups, can benefit from this structure since the owner is responsible for its operations.
• Centralized organizational structure

  • It follows a strict hierarchy and chain of command.
  • Military organizations use this type of structure.
• Types of Centralized Organizational Structure:

  1. Simple Structure
  2. Functional Structure
  3. Divisional Structure
• Simple Structure


  It has no functional or product categories and is appropriate for a small, entrepreneur-dominated company with one (1) or two (2) product lines that operate/s in a reasonably small, easily identifiable market niche.
• Simple Structure


  Employees here tend to be generalists and jack of all trades.
• Simple Structure

  
• Functional Structure 


  Appropriate for a medium-sized firm with several product lines in one industry.
• Functional Structure 


  Employees here tend to be specialists in the business functions vital to that industry, such as manufacturing, marketing, finance, and human resources.
• Functional Structure

  
• Divisional structure 


  Appropriate for a large corporation with many product lines in several related industries.

  Employees here are functional specialists organized according to product/market distinctions.
• Divisional Structure

  
• Direction 


  Refers to guiding and motivating employees to accomplish entrepreneurial objectives.

  Involves explaining procedures, issuing orders and requests, and overseeing work to avoid errors and mistakes.
• People strategy 


  Is the organization’s prioritized people plan that enables a business to be successful by attracting, developing, retaining, and inspiring the workforce.

  It is designed to inspire and achieve company-wide alignment on goals that concern the people.
• The purposes of the People Strategy are as follows:

  • It evaluates individuals accurately and in-depth.
  • It provides a framework for identifying and developing leadership talent.
  • It fills the leadership pipeline with the basis of a strong succession plan.
• One of the most significant shortcomings of the traditional people strategy is that it is backward-looking, focusing on evaluating the jobs people are doing at present.
• A functional people strategy relies on the following key elements:

  1. Communicating with subordinates
  2. Providing counseling services
  3. Motivating employees
  4. Maintaining discipline
• Communication 


  A meaningful exchange of information through messages. This process can be verbal or non-verbal.
• The technopreneurial enterprise could use communication for the following functions:

  • Information function
  • Motivational function
  • Control function
  • Emotive function
• Information function 


  Using communication to acquire information to make sound decisions.
• Motivational function


  Using communication to motivate and encourage employees to contribute to attaining the goals of the business.
• Control function


  Using communication as a tool to clarify terms of duties, methods, authority, and responsibilities given to each member of the enterprise.
• Emotive function


  Using communication to provide employees with an outlet for self-expression.
• Counseling


  A talking therapy involving a therapist that the company employs to address the employees' emotional and psychological issues. In this day and age, emotional and psychological health should be the concern of everybody.
• Workplace counseling


  Generally effective in combating stress and that workplace therapists can facilitate strategies and activities to create a workplace environment free from bullying.
• Motivated employees


  Are imperative to the success of the enterprise.
• Motivation 


  Defined as a desire to act and move toward a goal.
• Employees are effective and efficient and tend to complain less if they are motivated.
• Motivation does not come automatically.
• Factors that should be addressed by the enterprise to motivate employees:

  • Improving employees' work conditions
  • Modifying the organizational behaviors of the enterprise
  • Harnessing recognition and pride
  • Financial incentives