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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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So that the picture of the future of an organization carried out the
function of uniting clients, employees, fellow citizens and proprietors, it
should meet the following requirements:
1. The principles of the picture of the future should be realistic
from the point of view of the possibilities of the organization, and also
complex, considering all major factors that define the development of
the organization at present and in the future. Moreover, the picture of
the future must be calculated for several years (many authors recommend a five-year term).
2. For the formulation of the main principles of a picture of the fu-
ture it is necessary to adhere to A.Einstein’s principle: “They should
be simple as much as it is possible but not easier!”
3. To achieve the adoption of the proposed prospects of develop-
ment of the organization by the staff and to succeed, the picture of the
future must be designed by the whole team of managers while involving
selected customers, owners, representatives of the staff and public in the
work for the purpose of reaching consensus (general agreement).
4. At the final stage the vision developed for the organization
should be discussed with the units of the organization. In the course of
this work, some points are adapted and changed considering the specific
conditions in the units.
The program for managers who develop the desired future (vision)
for your organization provides, therefore, three phases (pict. 1.2)
[23, p. 46].
At the first stage (phase 1) the original state of the organization is
analyzed, the aim of finding the answers to four basic questions is set:
1. What major public, technological, economic and ecological
tendencies of development will influence our organization most during
the next five years?
2. What impact will these tendencies have on our clients during the
next five years?
3. What impact will these tendencies have on our major applicants
for work on each group of products and on the labor market? What new
workers can appear in the labor market?
4. What are the current strengths and weaknesses of the organiza-
tion regarding possible recruitment in terms of financial, market, environmental focus and policy regarding personnel? What possible opportunities and risks associated with the development trends will appear for the
organization in the future?
31
Фаза 1
Совместный
анализ исходного
положения
Фаза 2
Совместная
разработка проекта
видения организации
Фаза 3
Выработка принципов
функционирования
Рис. 1.2. Программа разработки стратегии организации
Анализ ок-
ружающей
среды
Анализ
клиентов
Принципы
кадровой политики
Принципы финансовой
политики
Принципы
инвестиционной
политики
Политика в отношении
материальных ресурсов
Информационная
политика
Принципы использования
энергетических ресурсов
Принцип использования
ресурсов
Анализ
конкуренции
Анализ
предприятия
Принципы
исследования
и развития
Принципы
производства
Принципы
маркетинга
Принцип производства,
ориентированного на рынок
Phase 1
Joint analysis
of the original
state
Analysis of the
environment
Analysis
of customers
Analysis
of competition
Analysis of the
organization
Phase 2
Joint development
of the project of vision
of the organization
Phase 3
Formulation
of the principles
of functioning
in the service of
Principles
of personnel policy
Principles of financial
policy
Principles
of investment policy
Policy regarding
material resources
Information
policy
Organization
Principles
of research
and development
Principles
of production
Principles
of marketing
Principles of usage
of energetic sources
Principle of the usage
of resources
of market-oriented production
The principle
Pict. 1.2. Program of development of the strategy of the organization
-
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34
If we analyze the practices of the leading companies in the West, we
will see that the matter is often a one-dimensional picture of the future.
To encourage all people associated with the organization to act in
concord, it is necessary to develop a four-dimensional picture of the future state (vision) of the organization. The organization counting on
long-term success should take into account the interests of customers,
employees, owners and fellow citizens in its strategic plans. Therefore,
during the preparation for the meeting of the administration of the organization the project of vision of the organization prepared on the basis
of the analysis of the original state of the organization carried out at the
first stage (phase 2) is discussed and specified. Finally, every point is
discussed, specified and on the basis of consensus a final decision about
the desired future of the organization (the vision of it) is taken.
On the basis of a jointly developed model of the future (vision) of
the organization the most important principles of approach to personnel,
such as recruitment, estimation, remuneration and development (phase 3)
are formulated. In turn, such policy regarding personnel contributes to
the further improvement of the approaches to the development and implementation of strategic objectives of the organization in conditions of
unpredictable changes in a globalized world.
Unfortunately, the considered theory of the development of a strategy
of the organization has not received any significant spread in our country
or abroad yet. Outdated approaches led to the growing problems of strategic management of the organization and human resources in the 90s of
XX century. First of all, a certain gap between the higher floors of management (staff department of general corporate planning) and operating
structural units of the corporation (factories, scientific and research and
design departments), i. e. those who are directly intended to implement
the outlined plans, has taken place.
The fact is that organizational culture of a technocratic type which
dominated until recently worldwide and still dominates in Russia, and
dominant management style were based mainly on making decisions by
the organization administration and monitoring their implementation.
Efforts were applied by heads basically on realization of large-scale
changes in which only top executives, who were responsible in the first
place for staff functions, were involved. As a matter of fact, strategy was
becoming the privilege of the senior management. Strategic planning has
contributed to increasing the role and position of those specialists who
determine the goals and objectives, and then compare the results with the
objectives (i. e. monitor).
35
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. , ,
.
(. 1.3),
,
(, ,
()) [23, . 16].
. 1.3.
« » -
:
– -
: , , , . ,
36
In practice both in Russia and abroad, the majority of organizations
are limited to human resources management only in terms of the operative approach. In addition, only the interests of owners are taken into account in the development of the strategy, there is no complexity in the
implementation of certain functions of human resources management.
In general, the conception of strategic human resources management can be represented as a cube (pict. 1.3), which reflects the reciprocal influence of various functions of personnel management, types of
management and interest groups – owners, employees, customers and
social environment (fellow citizens) [23, p. 16].
Approach to
Operational
management
approach
Strategic
approach
Prognostic
approach
Recruitment
Estimation
of qualification
Remuneration
Staff
development
Interest groups
Employees
Fellow
citizens
Clients
Owners
Management function
Pict. 1.3. The cube of human resources management
“The cube of human resources management” consists of the following elements:
– four general functions of human resources management:
recruitment, estimation, remuneration, staff development. Labor
organization
is seen as part of the function of staff development
37
;
– .
, «Stakeholder – Konzept»,
1963 .
«Stockholder», ,
,
. «Stakeholders» –
, ,
, [10, . 25, 36, 83];
– : ,
« », , , .
, , –
,
, , .
, , .
.
– XXI .
,
. (
, .
- , , ).
, (« »).
, [3, . 22, 23]:
– ;
– ( ,
);
38
and intra-organizational communication is an integrating factor for the
whole model of strategic human resources management;
– four basic interest groups. The conception of interest groups
or “Stakeholder – Konzept” was developed at Stanford Research Institute in 1963. On the basis of the concept “Stockholder” the authors
proved that managers should pay attention to other groups and individuals who have legitimate interests in the organization. “Stakeholders” are
individuals or groups that may affect the goals of the organization, or
those groups and individuals who are interested in achieving business
goals [10, p. 25, 36, 83];
– three types of management according to the time of impact:
management “based on the desired future”, strategic management; operational management.
Thus, from all above-stated facts it is possible to draw a conclusion
that strategic human resources management is an integrated approach to
recruitment, estimation, remuneration and development of personnel,
which provides an opportunity for the organizations to achieve its global
objectives.
In this approach, the aim is to get benefit for employees of the
organization, its owners, customers and the environment at the same
time. Actually it is a question of considering the requirements of the
model of sustainable development at the organization level.
Putting strategic human resources management into practice has become a major task of management of the XXI century. The necessary precondition is the transition to the model of sustainable development at the
macro level, which implies taking into account environmentally safe loads
while making economic decisions. (The aim of sustainable development
is to achieve balance between consumption, the population of the Earth
and the ability of the environment to withstand the consequences of human activities. It is a question of transition to a new era of socio-economic
development, which would be safe both for people and the environment).
In most organizations the use of strategic human resources management gives an enormous prize because allows to get a synergetic
effect (“twice two makes five”). Domestic authors note that to get
a synergetic effect it is necessary to comply with the following conditions [3, p. 22, 23]:
– good development of the adaptation system to external and internal labor market;
– availability of flexible organization of work (quality circles,
independent work groups);
39
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– -
;
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1.4.
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40
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