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7HR024-Leadership And Human Resource Practice In Organisation

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  • Course Code: 7HR024
  • University: University Of Wolverhampton
  • Country: United Kingdom

Question:

Critically reflect on your own learning by drawing upon the theoretical themes and concepts covered on the Leadership and Human Resource Practice in Organisation module to offer interventions in the given case study.

In considering the four reference points below, please refer to the case study task questions provided as integral part of this assessment on your Canvas menu:
 
1.Concise but succinct overview of the case study
2.Theoretical analysis of the key HRM & Organisational Behaviour (e.g., Leadership) related issue(s) identified within the case study.
3.Diagnosis of the case study issue(s) by supporting your analyses, recommendations, justifications and solutions with evidence and the appropriate/relevant academic papers and conventions.
4.Highlight the concrete set of critical HRM and leadership skills you have developed on this module and how they have enhanced your awareness and ability to solve the issues related to the case study.
 
 

Answer:

Introduction

Leadership and human resource management practices systems affect perceptions and, interpretation of organizational realities, on how proper management leads to better economic performance and leadership development. In SG Cowen, there are a number of benefits that can be derived from human resource management, including leadership skills.

How Human resource management is changing the landscape and the value of strategic human resource management in SG Cowen

World class and best-performing companies across the globe have exhibited proper human resource management practice. They nature leaders from within their employees and grow them; this makes these companies perform exemplarily outdoing their peers and other organizations in the same industry, making them more profitable thus attracting potential investors (Abella, 2004).

These organizations have remained at the helm of top performing companies across the globe because they use a collaborative structure to manage the human resources. The top management employees work hand in hand with employees below them, blending the knowledge from all the teams resulting successful solution. Instead, this makes them grow and the potential leaders are identified based on their performance, this makes them get empowered and they move up the chain in the organization. As it is said that leadership is talent during the collaboration telnets are identified that becomes useful for both human resource management and leadership in the organization (Andrews & Russell, 2012).  These best practices and other positive improvements must be checked on daily to help keep the organization afloat and provide leadership. This is only possible when the employees in charge get motivated and have the relevant energy to drive and make it an organizational culture.

Human resource management practices and how they inform debates about organizational performance

Human resource management does not only ensure that the organization get the right individuals at different levels, but also identify roles of these leaders and how their leadership is to benefit others within and outside the organization (Desa, and Basu, 2013). In SG Cowen, leadership is shaped by the organizational performance and it enables employees. For example, the recruitment process is vigorously carried out which involves selection and interviews to ensure the right candidate is hired.   

 


The key role of human resource management is ensuring that SG Cowen has the right individuals performing well in leadership roles at all levels. Most well-performing organizations are private sectors because of the human resource management and leadership structures in place. This means that they get reasonable compensations/payments making the employees effective unlike those what is shown by others in public sectors, the sector also allows diverse leadership styles and innovations that come from different employees thereby bringing effectiveness among them (Potters, 2002).  Finally, these organizations have in place proper quality management policies, making them adopt international stands in all their production leading to the better result.

Role of leaders in managing change and the appropriate strategies to overcome resistance to change

Change management in an organization is a one-day event, it is procedural and it aims at enabling employees at all levels and organization to adjust to changes from both internal and external environment (Miller, Biggart, &Newton, 2013).  In SG Cowen, there are sometimes when employees can resist certain changes, this may need proper handling procedure by the management. Summary of some key leadership skills applied in SG Cowen include:

The following activities are insightful to help the organizations’ leaders such as SG Cowen to manage change and put in place appropriate strategies to overcome resistance to change in a given organization, they include staffing, which, involves the processes of identifying work requirements within an organization (Lavy, 2013).  All these are possible through strategies such as on job training and allowing them to further their education and as well register for other courses to diversification knowledge on how to handle the emerging trends in the organizations and markets (Haasler, 2013). Another way is to use delegation authority by management in which the employees will feel involved in the organizations’ activities making them own all that is happening within and around them this may also work well for the administrators as pressure is reduced for the top management (Bharathi, 2016). In addition conducive, healthy and safe working environment has an impact too in that there are harmonious working relations between employees and their seniors. Workplace is also maintained to standards that anyone feels safe and wants to be around (Amuedo-Dorantes, & Pozo, 2004). All the employees that are performing effectively are too retarded.

Conclusion 

Leadership and human resource management are important tools in an organization and they go hand in hand. It is important that every organization develop a clear and elaborate management structure to ensure that all aspects that would see the organization succeed are enhanced. Every leadership level comes with a unique trait that can be either learned on inborn. Managers are therefore required to be proactive and in their behavior and actions. . As indicated in the case study, SG Cowen has shown some elaborate leadership styles in the way they carry out their activities in response to the welfare and management of employees. This is done right away from selection to hiring processes. The processes involve rigorous methods to ensure that the right person is hired. 

 

References

Andrews & Russell. (2012). Human Resource management: strategy, evaluation, and impact. Higher Education, Skills and Work-Based Learning, 2(1), pp.33-44.

Bharathi, A. (2016). Development of ideas. Higher Learning Research on Innovation, 6(4).

Haasler, S. (2013). Organizational management. International Journal of Training and Development, 17(3), pp.233-243.

Lavy, I. (2013). Soft Skills – An Important Key for management in the "Shift to a Service-Driven Economy" Era. International Journal of e-Education, e-Business, e-Management and e-Learning.

Miller, L., Biggart, A., and Newton, B. (2013). Basic leadership skills. International Journal of Training and Development, 17(3), pp.173-175.

Potters, E. (2002). Improving Skills and Innovations in the 21st Century. Industrial and Labor Relations Review, 55(4), p.739.

Desa, G. and Basu, S. (2013). Optimization or Bricolage? Overcoming management Constraints in Global Social Entrepreneurship. Strategic Entrepreneurship Journal, 7(1), pp.26-49.

Panagiotakopoulos, A. (2012). Development new ideas and skills in Greek higher education institutions (HEIs). Higher Education, Skills and Work-Based Learning, 2(2), pp.141-150

Amuedo-Dorantes, C., & Pozo, S. (2004). Workers' remittances and the innovation processes: A paradox of gifts. World Development, 32(8), 1407 – 1417

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