Académique Documents
Professionnel Documents
Culture Documents
Abstract. The paper reflects the concept of long term objectives made by the hr managers to
redesign the functions and operations of an organization. The success relies on the effective
implementation of these objectives but also on the motivational power of the employees. Paper also
discusses the reasons for which organizations go for restructuring but the core is to attain profit and
sustainability. We cant deny the fact that to achieve success the organization management should be
efficient and employees must be trained. Certain organizations to achieve success in implementing
strategies starts downsizing that affect the loyalty of employees which results in organizational crisis.
Therefore role of strategists is to keep an eye on the external environment of business and forecast
new techniques to reorganize and improve business. Furthermore the paper exemplifies about new
hired talent and how strategists help them in increasing their vision and enable them for carrier
development. Finally it concludes that restructuring of the organizational culture and strategies help
the organization in gaining competitive advantage.
1. Introduction
Role of hr has always been vital for the development of an organization. As competition is
increasing among rivals, organizations are spending more finances on hr department to make the
organizational structure and its operations more efficient and effective. Today hr managers are much
more concern in building such action plans that can lead the business towards profitability, growth,
diversity and increase the tendency of the firm to extend its sales, ownership and manufacturing to
new markets. They prefer to innovation by keeping in view their competitors. Change in technology
brings different modes to carryout organizational operations, hr strategists aim to adopt these changes
in order to keep the firm surviving. Hr strategists motivate their employees to perform their best
potential and to align their objectives along with the objectives of an organization to provide
maximum benefit to the business. The foremost responsibility of hr manager among these is to hire
right individual for right post, provide orientation to new employees and mentor them, provide
trainings, improve job performance, create working environment, generate policies according to
competition, control labor cost, polish skills and abilities, provide secure environment, and health
facilities.
2. Literature reviews
As restructuring is considered to be the key to develop the power of an organization consistent
and strengthen its structure there are various researches conducted on restructuring hr, as it performs
core functions and on developing future leaders. (Plesis, 2007) paper reflects the importance of
change in culture, and to develop organization by successful leadership and accurate decision making.
They suggested increasing the budget on training that could bring surety in employees success. (Hitt
136
Fig.1. Conceptual
C
moodel of organiizational deveelopment and its
i entire restru
ructuring
3. Imp
portance of restructuring and
a strategists challlenges
As technology
t
b
brings
in new
w methods of
o achieving success it allso provides solutions to doctoral
problem
ms. Comparisson to previoous ways to conduct org
ganizational operations, sstrategists ad
dapt new
techniquues to carryoout businessses successfuully. Advanccing to new techniques is always visible
v
to
strategissts and admitts as a strongg challenge, somehow th
hey fail to im
mplement or develop poliicies that
help in carrying
c
outt the operatioons in new manner.
m
We tend to listeen about the failure of su
uccessful
organizaations but the basic factoors due to whhich any org
ganization faails are unideentified. The fact due
which any
a
businesss fails depeends upon the
t
strategies, objectives, policies and their in
naccurate
executioon. To make organizationnal structure and operations sustainabble, restructuuring its dep
partments
is the fiirst step tow
wards its growth. The most
m
importan
nt of all is the
t renovatioon, maintenaance and
reorganiizing of hr deepartment annd its functioons, because recruitment of an employee initializee from hr
departm
ment, their traaining, devellopment andd performancce comes unnder hr and iif these funcctions are
not perfformed effecctively than whole of thhe organizational structurre would coollapse. Reorrganizing
makes organizations
o
s growth connsistent and brings consstructive blooom in emplooyees talentt so they
could annalyze their area
a
of weakkness and geet appropriate trainings. We
W could deeem employeees as an
asset off an organizaation and it is
i mandatoryy to develop their skills for future joobs by using
g training
need anaalysis (TNA)) timely.
137
4. How Restru
ucturing?
Therre are variouus methods for
fo restructuriing, dependiing upon the nature of ann organization as well
as it deppends upon the
t criteria set
s to achievve the vision and missionn. Although it is very diifficult to
reorganiize the policcies, operatioons, functionns, framewo
orks, plans, designs
d
and whole of th
he entire
structuree, their requuires a clearr path for which
w
the organization develop its strength as well as
professioonal strategists who caan fabricate the contextt of businesss. Most grrowing organ
nizations
keeping in view the needs of em
mployees and its vision maake strategicc plans and oobjectives, no
ot only to
mpetitive eddge but alsoo stimulate motivationaal level of employees to achieve success.
get com
Dependiing upon thee necessitatioon certain obj
bjectives musst be formulaated by any oorganization to fulfill
its ambiition and resstructuring. 1.
1 Organizations must orriginate a keey plan to seend its emplloyees to
successfful organizations for mutuual trainingss and practicees. By this viision of empployees get broader to
work wiith competenncies and theey can utilizee their best to
o develop orrganizationall sustainabiliity. Plans
must incclude only thhose employyees who worked in the culture
c
of orrganization ffor more than
n 5 years
and loyaal to the orgaanization. Moostly it happeens when any organizatioon send it em
mployees to any
a other
organizaation, the othher one hire that employyee providin
ng much inceentives and base salary, so loyal
employeees must signn a detail coontract that includes
i
such
h section thhe employee or an emplo
oyer will
not leave the organizzation as if he
h will be offfered by any other organiization until hhis contract time will
not end. 2. Managgement mustt develop thhe feeling in
n employeess as they are the ownerrs of the
organizaation that willl help to enhhance their performance.
p
. Employees must feel freee to come with
w such
ideas thaat help in suuccess of an organizationn and must be
b appreciateed for their innvolvement as it will
develop interest to work
w
for the betterment of the firm. 3.Considerinng employeees as an asseet for the
firm there must be certain
c
compeensation pacckages, bonuses, incentivves apart from
m the base saalary that
e
too be much loyal
l
to the organizationn. 4. After pperforming survey
s
of
help in motivating employees
external markets the basic salaryy must be fixeed according
g to the pay given
g
to the eemployee at the same
position in other orrganizations. As incentiives are paid on the peerformance of individuaal so the
attractivve package could bringg and enhannce the mottivational faactor to worrk, to achieeve such
compenssation. 5. Orrganizations must link peerformance management
m
with organizzational goalls; means
the feeliing of an em
mployee to work
w
should not only to work for him
m or to get his objectives but to
align hiss goals with the goals of an organizattion. 6. TNA
A must be connducted on ddaily bases so
o that the
managem
ment could know the strengths
s
of an employeee, his weakkness as weell as to identify the
improveement or poositive changge acquire by him. Beenefit of TN
NA is to eevaluate the existing
performance of empployees and creating waays to improv
ve it. The performance may get imp
prove by
providinng training or
must originaate a way to
o mentoringg or by counnseling. 7. Management
M
o provide
professioonal traininggs with the help
h
of hr connsultancy. Professionals must be hireed from out sourcing
to manaage the operaations in mucch effective way as they are much aw
ware of the eexternal environment
and com
mpetition andd train the em
mployees acccordingly. 8. Senior manaagers must pperform theirr roles by
making such decisiions that coould help em
mployees to provide traaining and development (T&D)
e
and
a provides a way to prrepare themsselves for
feedbackk. The feedbback helps inn grooming employees
future joobs. As succcession plannning is the most importtant functionn of hr its ppurpose is to
o prepare
future leeaders, so byy providing T&D
T
feedbacck the person
n on higher joob will train the person on
o the job
138
one step down. As when the person on higher jobs shifts to any other post, the coming employee
would be train for the tasks he need to perform on the new job.
6. Conclusion
139
7. References
[1] Alexander, L.D. 1985. Successfully implementing strategic decisions, Long Range Planning, 18(3): 9197.
[2] Beer, M. & Eisenstat, R.A. 2000. The six silent killers of strategy implementation, Sloan Management
Review, (Summer): 29.
[3] Bossidy, L. & Charan, R. 2002. Execution: The Discipline of Getting Things Done. London: Random
House.
[4] Flood, P.C., Dromgoole, T., Carrol, S.J. & Gorman, L. (eds). 2000. Managing Strategy Implementation: An
Organizational Behaviour Perspective. Oxford: Blackwell.
[5] Hrebiniak, L.G. 2005. Making Strategy Work: Leading Effective Execution and Change. Upper Saddle
River, NJ: Wharton School Publishing.
[6] Huey, J. 1994. The new post-heroic leadership, Fortune, 21: 4250.
[7] Hitt, M.A., Ireland, R.D. & Hoskisson, R.E. 2007. Strategic Management: Competitiveness and
Globalization, 7th edition. Ohio: Thomson/South Western.
[8] Kaplan, R.S. & Norton, D.P. 2000. The Strategy Focused Organisation: How Balanced Scorecard
Companies Thrive in the New Business Environment. Boston, MA: Harvard Business School Press.
[9] Noble, C.H. 1999. The eclectic roots of strategy implementation research, Journal of Business Research,
45: 119134.
[10] Plessis, A.J., (2007). Change, Organizational Development and Culture: Human Resource Managements
Role in a Future South Africa, Vol.3, no. 1, pg 1-11.
140