10th 2004 can edition hc teach those who

If you face issues or find difficult to answer or solve questions from reference books or you find it difficult to understand how to approach a problem, Shaalaa. Students need imporatant questions bank for preparation of final exam. During the exam time, most of the students are seen shuffling with the vast syllabus and find it difficult to learn it. But important question bank solution will help students for exam preparations easy.

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The video tutorials allow a classroom setting to come to life, offering different perspectives and tools that students might not normally be able to take advantage of in their learning. Online video tutorials can be viewed on computer as well as mobile devices. They provide accessibility to those with disabilities who are not able to physically be present in a live classroom. Alvarez was in her bikini. The couple was charged with lewd and lascivious exhibition, which is a felony.

They faced a whopping 15 years. To go ahead and convict someone of a sex crime and put them behind bars for years and a sex offender for life that is a bit too much. Prosecutor Anthony Dafonseca disagrees.

This is not what you can expect to see. It took a jury only 15 minutes to reach a guilty verdict. This leads us to a central plank of the post-bureaucratic thesis.

Thus a key characteristic of the post-bureaucracy is employee empowerment. Through a range of HRM practices that stimulate, support and sustain self-discipline, self-determina- tion and self-development, whilst instilling a sense of organizational commitment and enhancing motivation, it is claimed that an empowered work force will become a source of competitive advantage through improved employee task- performance Pfeffer, ; Applebaum et al.

This form of employee participation is not just about broader task-design but is also usually operationalized through the creation of autonomous teams that make decisions, implement them and are held accountable.

The result is a workforce that is organized through temporary team-based and project-related hetrarchies Ozaralli, that appear and disappear according to shifting requirements Powell, ; Neff and Stark, with horizontal collaborations to improve communication and speed up decision making Kellogg et al.

Advocates present such teamworking as a means of facilitating and enhancing amongst employees: lateral communication; information sharing between and within organizational levels; cooperative problem ownership and resolution through critical evaluation of existing organization processes channeled by a commitment to continuous improvement see Brodbeck, ; Ozaralli, ; Seibert et al.

Quinn and Spreitzer, ; Mills and Ungson, cascading power down the organization might create centrifugal tendencies and thereby the need to reconcile a possible loss of management control, with the requirement for integration of a loosely coupled system through ensuring goal congruence.

Whilst cultural forms of control are often deployed alongside bureaucratic modalities to create chimerical forms of control, or to reduce reliance upon the bureaucratic see Hales, it is the high level of reliance upon culture management as a mode of control that is usually presented as one of the distinguishing characteristics of the post- bureaucratic ideal-type. Once these cultural defences are broken down, informal peer group pressure upon the individual member is redirected and begins to marshal management approved norms see also Barker, Ironically, this alternative source of discipline and control over the employee through the management of culture could, in principle, reduce the need for some tiers of management, thereby contributing to the delayering of organizations.

Moreover it also has some other significant implications for HRM practice. Simultaneously redundancy may be used to eliminate alternative values by removing those employees who are seen to be unable to, or unwilling to, embrace the specified culture Dobson, For instance, induction, training, appraisal and reward systems may be formally realigned to disseminate and reinforce displays of culturally acceptable behaviour.

Instead, what is required are managers capable of leading through establishing horizontal communication and dialogue with subordinates in mutually therapeutic relation- ships Tucker, Dubrin, In essence, leaders are presented as strategic vision- aries who courageously anticipate and initiate changes through communicating and sharing their visions and enthusing their subordinates.

Management, on the other hand, is recast and construed as being much more mundane, if not virtually banal. So whilst leadership is the primary focus of senior managers, all individual managers are expected, to some degree, to undertake aspects of both leadership and management in performing their organizational roles. Pattinson describes how the ascription of a special leadership status to managers often entails the deployment of quasi-religious metaphors whereby senior managers are somehow endowed with mystical capacity and of being akin to latter-day prophets — charismatic figures who have a mission to pursue unques- tionable goals and inspire other organizational members to change their ways.

Although the articulation of these new modes of management and leadership may entail the search for new bases of legitimacy when rational-legal authority is threatened, the ostensible reason for this reconfiguration is to support and facilitate the hallmarks of the post-bureaucracy: the participation of self-directed employ- ees in decision-making and the dissemination of culturally approved values as a form of commitment-based control.

Other processes of communication and social inter- action might, as Dent observed, entail some spatial reorganization by physically locating managers close to those they wish to influence so as to enable them to informally nurture and sustain the desired cultural changes. As I have discussed above, employee empowerment, the evolution of new mana- gerial roles, etc. An alternative and often complemen- tary way of variably using labour is via the external labour market and relates to the ease with which the numbers of particular employees can be varied to meet fluctuations in demand through the use of temporary employment contracts Kalleberg, , Thus, increasing levels of internal and external uncer- tainty, by demanding various forms of flexibility in organizations, may result in a mixture of bureaucratic and post-bureaucratic modalities of control within one organization.

For instance, bureaucratic modalities may be still appropriate for numerically flexible peripheries doing relatively unskilled tasks, since the uncer- tainty of their tasks is around e. These phenomena are characterized by disaggregated operations spread between loosely coupled clusters of firms distrib- uted along the value chain, which are co-ordinated primarily through contractual arrangements for goods and services. Relationships with, and control over, contrac- tors to whom specific tasks have been outsourced may vary according to the nature of the forms of contractual network governance in place Powell, Conclusions As I have attempted to demonstrate in this chapter, at the heart of the post- bureaucratic thesis are issues of control and changes in how management exercise direction, surveillance and discipline over subordinates in response to increasing level of uncertainty experienced in organizations caused by an array of destabi- lizing disturbances.

These processes have direct implications for the practice of HRM as control moves towards purposefully shaping the identities and attitudes of employees, albeit often in a reactive manner see e. Evans, This shift in control is illustrated and summarized by Table 2. In this chapter the possible shift from bureaucratic to post-bureaucratic modes of organization and HRM has been presented largely as a demand that has to be accommodated if we accept that increasing levels of turbulence and uncertainty Table 2.

So, in relation to its bureaucratic alternatives, post-bureaucracy is often presented as generally, rather than contingently, more effective and efficient because they can reduce bureaucratic impedimenta, flatten hierarchies, cut administrative costs, increase productivity and, crucially increase the agility and responsiveness of organizations to an increasingly destabilized business environment. Here there is a danger of overly rationalizing management decision making and the choices that are made with regard to different organizational forms: that senior managers, by deploying economically rational calculation, seek to consciously seek out and implement efficiency-optimizing solutions to secure unambiguous organizational goals in the discharge of their fiduciary responsibilities to shareholders, in the case of private sector or elected representatives in the case of the public sector.

Jackall, A result of this characterization is that description of changes in organiza- tional form and prescription about these processes get entangled. Another result is that it theoretically explains the evolution of post-bureaucracy as a necessary, progressive, response to demands arising from the need for efficiency and competitive advantage in changing organizational circumstances propelled by the destabilizing disturbances noted above. With reference to North America, Barley and Kunda use historical information to document how, since the s, management discourse has oscillated five times between what they call normative and rational rhetoric of control.

Rational modes of theorizing surged from to with Scientific Management, and again with Systems Rationalization from to In contrast normative control is defined as the idea that managers could regulate employee behaviour by attending to their thoughts and emotions through some form of culture management. Normative modes of theorizing surged from to with Industrial Betterment, again from to with Human Relations and again from to the then present day with Organization Culture and Quality.

During each surge to prominence, the particular ideology being propagated is considered to be at the cutting edge of managerial thought, if not necessarily at the level of management practice. However they demonstrate how economic cycles have determined when new surges in management theorizing happen. However, they also emphasize that they do not claim that rational and normative ideologies alternately become dominant according to economic cycles, rather the rational has always tended to be theoretically prevalent and more closely linked to actual managerial practice.

Hence it is important to temper any consideration of the emergence of new organizational forms and their impact upon HRM with the possibility that we may be witnessing waves of shifting rhetoric, that confuse prescription and description, whose relationship to organizational praxis is ambiguous yet nevertheless legit- imize and possibly energize an evolving array of HRM practices that, when implemented, impact upon social relationships within the workplace.

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Human resource management and performance, International Journal of Management Reviews, 1: — An important development has been the integration of HRM into the strategic management process. This growing area of research has been labelled strategic HRM in that it emphasizes the strategic role of HRM in meeting business objectives Delery, For achieving this, the integration between strategy and HRM is emphasized; the basic premise underlying strategic HRM is that organizations adopting a particular strategy require HR practices that may differ from those required by organizations adopting alternative strategies Delery and Doty, , assuming an important link between organizational strategy and HR practices that are implemented in that organization.

Therefore, we need to make sure that we shed some clear light on the issue of whether strategy matters either at corporate or business level and in what sense does it matter to the effectiveness of HRM. In this chapter, we start out to give an introduction about strategy and different strategy approaches that have been used.

As existing approaches to strategic fit have been highly criticized, we will present an alternative approach in this chapter, taking into account implementation and dynamics besides traditional approaches focused on processes and content of strategy and HRM. This chapter concludes with a step towards a synthesis of strategic HRM research in a contextually based human resource theory CBHRT , taking into account the different perspectives and interests of different stakeholders involved in strategic HRM.

Strategy In the strategy field, many different meanings of strategy are used, resulting in an enormous variety of approaches to strategy. The classical approach to strategy places great confidence in the readiness and capacity of managers to adopt profit-maximizing strategies through rational long- term planning, as Whittington 17 critically remarks.

In the early notions on strategic HRM we find a striking similarity with the above-mentioned prem- ises of the classical approach. Mintzberg was one of the first to demonstrate this. He distinguished five meanings of the strat- egy concept based on Mintzberg, and see also Mintzberg et al. Reprinted with permission of Thomson Publishing Services. Figure 3. The horizontal axis focuses on the way in which the strategy process takes place with, on the one hand, deliberate calculation and reasoning and, on the other hand, a more emergent approach based on coincidence, muddling through, etc.

Whittington, Based on Paauwe we link the different approaches of Whittington to relevant aspects of strategic HRM. The classic approach considers strategy as a rational process of deliberate calculation and analysis, designed to maximize long-term advantage.

In the HRM area this approach simply implies that the role of the HR-function is to maximize the contribution of human assets in order to achieve corporate goals. It encom- passes approaches by which we attempt to link individual attitude and role behav- iour to organizational performance in a logical and rational manner see, for example Huselid, ; Koch and McGrath, This approach is especially popular in the US in order to justify that the chief HRM officer should have a seat on the board, by demonstrating that people make a difference to profit and gener- ate added value.

It is the market that decides and not the manager. The only thing the manager can do is to adapt the organization as opti- mally as possible to the demands of the market place. In the processual approach, strategy emerges in small steps based on a process of learning and adaptation.

Related to HRM this approach refers to the incremen- tal way in which strategic assets among which patents, knowledge, culture, and organizational routines gradually develop over time into core competences. The main role of the HRM function is to develop and maintain people-related competences over time.

The HRM function can also be seen as responsible for contributing to the social fabric, which builds up over the long term, encompass- ing the less planned and intentional processes of skill formation, tacit knowledge, willingness to change and spontaneous co-operation among the members of the organization. In the systemic approach, strategies reflect the social system in which they are enacted. Emphasizing the social embeddedness of economic activity, the objec- tives and practices depend on the particular social system in which strategy making takes place Whittington, Social systems can be found at the national level, the branch or industry level, or in a certain region.

Networks, in which economic activity is embedded, may include families, the state, profes- sional and educational background, religion and ethnicity and these very networks influence the means and ends of action.

The systemic perspective is very important, especially from an HRM point of view. It refers to the wider social context of the organization and how this influences and shapes HRM poli- cies and practices.

These settings differ by country, by branch of industry and even by organization. This perspective implies a plea for embracing the context of the organization, not only with respect to culture, legislation, institutions, etc. After having given an overview of strategy approaches and their implications for strategic HRM, we will then explain some traditional models used in strategic HRM.

Traditional approaches in strategic HRM In describing the traditional approaches used in the area of strategic HRM we need to distinguish between process and content models. In addition to this well- known distinction, de Wit and Meyer 5—6 also distinguish the context of strategy, which refers to the set of circumstances in which both the process and content of strategy are shaped, being developed or simply emerge. Reprinted with permission of Michael Beer.

A mixture of both process and content is the so-called Harvard model by Beer et al. Besides market and strategic considerations it takes into account the interests of the various stakeholders in both the external and internal environment. The emphasized outcomes do not only include performance in its strict economic sense, but also attention is given to individual well-being and societal consequences.

The frame- work is both descriptive and prescriptive. It gives an overview of the factors that are important in shaping HRM policies, but at the same time it is quite conclusive in prescribing to what kind of outcomes these choices — once made — should lead.