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Publicēts: 04.07.2003.
Valoda: Angļu
Līmenis: Vidusskolas
Literatūras saraksts: Nav
Atsauces: Nav
Darba fragmentsAizvērt

The processes of people management are interrelated. That is, within an organisation the operation of one process can't be changed without having some impact upon the operational effects of some of the other processes in the group. It is therefore important to consider these processes as a whole rather than in isolation. Thus the big picture or a holistic approach is more important than I had realised.
The operation of the core 'people management' process is a long-term investment in the healthy operation of the organisation. Generally the more thorough and well considered the process the better, especially for large organisations. By that I mean that all of the factors are considered and apportioned a ranking so that their consideration is relative to the operations needs. However, such processes may be expensive to establish and run, and in some cases needing expert input in operation. Hence, a balance must be struck between extensive processes and what is appropriate for that particular organisation in the market place it serves.
The people processes need to operate in the context of desired organisational culture and be supported by appropriate organisational structure, for example McKinsey 7's' frame work. In my own environment, the need for teams to continuously form and reform frames much of what may be desirable in cultural and therefore people process term. Yet how to deliver this in practice has yet to be fully understood and implemented. In the meantime trial and error, and the learning provided facilitates continuous improvement although potentially clumsy, will yield workable solutions.

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