It is dedicated to planning, arming strategies according to the objective proposed at that time, to organize, direct and control the activities of the company. For example, managing material resources used by a company that makes products (with management I mean controlling how many, how many are needed to meet demand, etc.), financial resources (monitor finances closely, verify that money goes to To achieve for the month, for example, to control expenses and profits), or human and technological resources (the people who are part of it, see how they are doing at work, motivate them, train them). You should be the visible face of the organization, a leader. To be able to do all this, during the career of business administration you will learn a skill set.
BRANCHES OF THE ADMINISTRATION
Human resources:
You would focus on the most valuable of an organization: the people who conform it. This means maintaining and creating links between workers, being attentive to their health, their knowledge, skills, training them, and stimulating teamwork.
Production management:
Linked to companies that produce goods and services, would study the operations they perform internally, to improve them, organize them, control them or plan them. The idea is that if you improve the way you operate and the production processes, you save time, resources (raw material), costs, which means more profits for the organization.
Strategic management:
Focused especially on the long-term objectives, the actions to be taken to fulfill them and the necessary resources to achieve it. The strategy of a company is fundamental! From it is that is elaborated all the work that is going to be done to achieve the objective of the same one. It is for the highest roles of the company .. those who say what needs to be done for the next 2, 3 years able to guarantee success.
Marketing:
You would focus on the needs and desires of the people, the idea is to influence these desires by making products attractive to customers, accessible and available. It is a branch with a social mix, to know the best way to sell by studying consumer behavior.
Finance:
Money. Investments, financing, controlling costs, tracking expenses closely, developing projections. Very important since the goal of any organization is to make money.
Information Technology:
Learn about new technologies, systems, to help you plan, manage and develop your strategies, or control that everything goes in order. You could also be involved in the development of computer systems or solutions for the organization. The idea is that all software should empower the company.
Human resource management (HR) is the management of human resources. It is a function in organizations designed to maximize employee performance in service of an employer's strategic objectives. HR is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments and units in organizations typically undertake a number of activities, including employee benefits design, employee recruitment, "training and development", performance appraisal, and rewarding (e.g., managing pay and benefit systems). HR also concerns itself with organizational change and industrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from governmental laws.
HUMAN RESOURCE MANAGEMENT CORE FUNCTIONS
Has five core functions which are:
-Staffing
-Human resource development
-Compensation and benefits
-Safety and health
-Employee and labor relations
HUMAN RESOURCES MANAGEMENT ACTIVITIES
-Determine needs of the staff.
-Determine to use temporary staff or hire employees to fill these needs.
-Recruit and train the best employees.
-Supervise the work.
-Harmonize relationship between company and workers.
-Manage employee relations, unions and collective bargaining.
-Prepare employee records and personal policies.
-Ensure high performance.
-Manage employee payroll, benefits and compensation.
-Ensure equal opportunities.
-Deal with discrimination.
-Deal with performance issues.
-Ensure that human resources practices conform to various regulations.
-Push the employee's motivation.
-Managers need to develop their interpersonal skills to be effective. Organizations behavior focuses on how to improve factors that make organizations more effective.
HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
What Is Human Resources Management?
The process of hiring and developing employees so that they become more valuable to the organization.
Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly called personnel management.Human Resources Applies to Any Size of Organization
This Topic Applies to Any Size of Organization
All organizations have people they have human resources. Regardless of the size of an organization or the extent of its resources, the organization survives and thrives because of the capabilities and performance of its people. The activities to maximize those capabilities and that performance are necessary regardless of whether the organization refers to them as Human Resource Management, Human Resource Development or Human Resources or has no formal name for those activities at all.
Those activities are the responsibility of all people in the organization. Thus, members of organizations, regardless of size or resources, will benefit from using the resources referenced from this topic.
Human Resource Guidelines Apply to For Profits and Nonprofits
These Human Resource Guidelines Apply to For-Profits and Nonprofits
The vast majority of resources in this topic apply to nonprofits as well as for profits. There's a misconception that there is a big difference in managing human resources in for-profit versus nonprofit organizations. Actually, they should managed similarly. Nonprofits often have unpaid human resources (volunteers), but we're learning that volunteers should be managed much like employees it's just that they're not compensated with money; they're compensated in other ways. Managing volunteers is very similar to paid staff their roles should be carefully specified, they should be recruited carefully, they should be oriented and trained, they should be organized into appropriate teams or with suitable supervisors, they should be delegated to, their performance should be monitored, performance issues should be addressed, and they should be rewarded for their performance. Also, organizations should consider the risks and liabilities that can occur with volunteers, much like with employees. So nonprofit organizations should consider the resources in this topic as well.
Clarifying Some Terms -- Human Resource Management, Human Resources, HRD, Talent Management
The Human Resource Management (HRM) function includes a variety of activities, and key among them is responsibility for human resources for deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part or full-time help. However, they should always ensure that employees have and are aware of personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.Some people distinguish a difference between HRM and Human Resource Development (HRD), a profession. Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, e.g., career development, training, organization development, etc.
The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. There is a long-standing argument about where HR-related functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?"
Recently, the phrase "talent management" is being used to refer the activities to attract, develop and retain employees. Some people and organizations use the phrase to refer especially to talented and/or high-potential employees. The phrase often is used interchangeably with HR although as the field of talent management matures, it's very likely there will be an increasing number of people who will strongly disagree about the interchange of these fields.
Many people use the phrase "Human Resource Management," "Human Resource Development" and "Human Resources" interchangeably, and abbreviate Human Resources as HR has become a conventional term to refer to all of these phrases.
Thus, this Library uses the phrase "Human Resources" and the term "HR," not just for simplicity, but to help the reader to see the important, broader perspective on human resources in organizations what's required to maximize the capabilities and performance of people in organizations, regardless of the correct phrase or term to be applied when doing that.
The answer to this question is hotly debated and often clear lines are drawn between those in HR and those in other functions. Many HR professionals blame the leaders for not seeing the value of their function to the organization, while some managers see HR as the roadblock to doing what needs to be done.
In a 2005 article written by Fast Company Magazine’s Keith Hammonds, Keith purports all the reasons “Why We Hate HR.” If the title itself isn’t enough to put a HR professional on the defense, then providing the declaration that “HR people aren’t the sharpest tacks in the box” as the first reason certainly will. His assertion in the article is that those who enter the HR field are not business people and are ill-equipped to understand business. He quotes a Society for Human Resource Management (SHRM) study that identified which coursework HR professionals found most beneficial to their success in the field to support his message that the majority of those working in the field do not see understanding business as necessary to their success.
The results showed that coursework in communications, business law, and ethics were most beneficial.
A recently released SHRM survey of HR leaders indicates the same finding. The respondents in the U.S. indicated that strategic thinking is one of the top five competencies needed for senior HR leaders; however, business knowledge was not listed.
While the lineage of the field of HR coupled with the introduction of legislation to protect employers may have contributed to stereotypes that exist in the field about the HR profession, our failure as HR professionals to recognize that we are business people charged with the company’s most valuable assets will certainly continue to harbor those stereotypes we so emotionally defend. If you want a seat at the table, learn the business of business and speak the language of the executive team.
Many great scholars had defined human resource management in different ways and with different words, but the core meaning of the human resource management deals with how to manage people or employees in the organisation.
Edwin Flippo defines- HRM as “planning, organizing, directing, controlling of procurement, development, compensation, integration , maintenance and separation of human resources to the end that individual, organizational and social objectives are achieved.”
The National Institute of Personal Management (NIPM) of India has defined human resources – personal management as “that part of management which is concerned with people at work and with their relationship within an enterprise. Its aim is to bring together and develop into an effective organization of the men and women who make up enterprise and having regard for the well – being of the individuals and of working groups, to enable them to make their best contribution to its success”.
According to Decenzo and Robbins, “HRM is concerned with the people dimension” in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization is essential to achieve organsational objectives. This is true, regardless of the type of organization – government, business, education, health or social action”.
