Development of the human side in the business.
When contemplating the fast-changing business environment, the primary goal of a business organization a few decades ago was to make a profit. With the passage of time and a variety of management principles, profit-oriented cultures have evolved into customer-oriented, nature-oriented, human-oriented, and other notions. Make a list of the things that have inhibited an organization in its creativity and held them back in their profession; make a list of the crucial variables that have hampered the company's growth. According to the article by Teal (1996), even though management has become one of the most common jobs in the world, there are almost unmet demands for managers. When hiring new personnel, companies look for traditional management skills in finance, cost control, resource allocation, product development, marketing, manufacturing, technology, and a variety of other areas. Aside from that, management abilities such as strategy, persuasion, negotiation, writing, speaking, and listening are critical for success. Furthermore, responsibility for organizational success and the ability to produce income depends on leadership, integrity, character, vision, fortitude, passion, sensitivity, devotion, insight, intelligence, ethical standards, charisma, luck, courage, tenacity, and all. Insist that they act as pals, mentors, or guardians for the firm, always looking out for the best interests of the company. As a result, the human side of the organization has emerged as a key factor, with organizations focusing not only on recruiting the highest quality talented people, but also on developing more talented employees through internal training and development, and retaining them through proper pay management, grievance handling, and other human resource management concepts. As a result, companies boost profit margins and go above and beyond. As a result, most firms recognize the importance of managing human resources and how they are more significant than tangible assets such as inventories, land, and buildings. They also discovered that managing involves a set of human relationships rather than a sequence of mechanical duties and that integrity in management entails being accountable, communicating properly, keeping promises, and knowing oneself.
Being human in business does not imply being weak. It entails
putting forth the effort to build relationships that unlock people's potential
while also balancing corporate needs. When the two collide, it's easy to
concentrate only on business needs. People are a sloppy bunch. Working with
people in a way that helps them perform their best work in a mutually
beneficial way is difficult.
The global coronavirus pandemic spurred change in the way
firms operated across all industries and countries in just a few months.
Companies have cut the time it takes to create and deploy digital or digitally
enabled products by up to seven years. Furthermore, as leadership teams
continue to engage in these projects, this move toward digital is projected to
last. The enormous influence of digital transformation on working modes,
roles, organizational structures, and employee engagement should not be overlooked
as firms embrace increased digitalization of their consumers, supply chain
contacts, and internal operations. Digital business transformation is an
enterprise-wide change that may be a huge endeavour for any company. Changes in
core beliefs and the development of new behaviours in an organization are
hallmarks of a successful transformation project, resulting in a long-term
shift toward a new strategic direction. According to what I've seen, a
fundamental reason digital business transformations fail is a failure to
appropriately address numerous people-related concerns. The human side of
change is without a doubt the most difficult aspect of a digital company
transformation. Although technology installation, as well as training and
development, enables people to use the technology solutions successfully,
successful transformation entails much more. The attitude toward technological
solutions lies at the heart of transformation. This entails not just
comprehending the necessity for change and acceptance, but also defending and
advocating its practical application. This, on the other hand, is a little more
difficult to attain and necessitates persistent work.
References
Teal, T., 1996. Harvard Business Review. [Online]
Available at: https://hbr.org/1996/11/the-human-side-of-management
As you described in detail with your articles to overcome different challenges HRM changes rapidly. Specially with the bloom of covid 19 pandemic period in the most of organizations digitalization and hybrid working environments grows very fast . The insights has been looked upon these new trends in globally as Hybrid working model, Transition from employee well being to healthy organization, DEI (Diversity, Equity, Inclusion) in the spotlight, power skills play a key role, embracing the gig economy, keeping the human touch alive, Reskilling and upskilling and cyber security to become even more important.(Dixit, 2022)
ReplyDeleteHowever, if we as leaders recognize that glad people are productive, innovative, creative and inspiring people and these same people, are the ones who produce the profits by engaging with our customers, then we would not want to worry about the profits. We could study that people are a company’s finest asset and resource.(Gray,2019)
ReplyDeleteAccording to (Teal, 1996) There is a lot of inferior control inside the global that a few humans accept as true with we’d be higher off in absolutely flat groups and not using managers at all. Most people spend the higher a part of our operating lives satisfied that we ought to do the boss’s task higher than the boss. Something approximately control appears so clean that we watch one anemic overall performance after any other and in no way doubt that we ought to prevail wherein others again and again fail. Of course, some people could be outstanding managers. But simply as clearly, maximum people could not. We realize that is actually due to the fact that a lot of us ultimately get the hazard to try.
ReplyDeleteReferences
Teal, T., 1996. https://hbr.org/. [Online]
Available at: https://hbr.org/1996/11/the-human-side-of-management
[Accessed 25 04 2022].
As you mention in your blog due Covid 19 pandemic thinking pattern of organisations changed overnight. The working environment which we used to work in, had to undergo a full change. As a simple example prior to the pandemic, concept of working from home was minimal but suddenly it become the only option for most companies. (Diab-Bahman and Al-Enzi, 2020). With these changes human side of business was forgotten. Hence organisations must focus on develop human side of organisation.
ReplyDelete