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Structure of organization and Functional Roles of HR

A matrix structure is used to pool together the workforce who integrates the products and functional experts for accomplishing the business goals and objectives.

This structure is used by senior HR Director in new division to manage the all 4 small manufacturing companies. Under this structure, senior HR director will make the link the people with different levels and departments within new division. This matrix organizational structure can be implemented in both hierarchy and flat organizational forms as it is suitable for new division.

Moreover, this organization structure incorporates the benefits of departmentalized and hierarchy structure. Under this, each workforce report to a department manager for their work-related issue and also contact with human resource manager for salary, promotion, discipline, and company-wide regulation. The workforce can involve in a work-related decision with their department executive as it would be beneficial to solve the issues regarding manufacturing of goods and services (Armstrong, et al., 2014) 

The following can be different benefits and disadvantages of using matrix organizational structure within new division:

Resource Coordination

This matrix organizational can facilitate the senior HR director of new division to emphasize on their field of proficiency. Further, payroll and benefits manager of new division emphasizes on the recruiting, training and organizing the workforce in their expertise whereas administrative clerks can concentrate on attaining the goals and objectives of their particular products.

Skills Involvement

The workforce may face more complexities to take benefits from the proficiency of people who are in other fields. Under this structure, workforces have communicated with the team of other functional fields through their relationship with the project team. This can enable the workforce of new division to grab opportunities for building high extent of proficiency as compared to other functional structure (Beardwell, et al., 2014). 

Effective Communication

The matrix organizational structure allows the employees of new division to make constant relation with members of other functional fields. This can be beneficial for employees to get more information and resources from other functional fields. As a result, it can be stated that collaboration amid the functional team members facilitates the team member to effectively deal with the complex issues and objectives.

Flexibility

This matrix structure also facilitates the human resources to share information across different tasks. Furthermore, functional field develops the proficiency to attain the requirement of the project (Brewster, et al., 2017). 

Specialism

Recruiting workforces in functional fields can facilitate new division to make proficient the employees in their particular area. It is also stated that proficient workforces can do extremely well performance in their interested fields instead of doing well in multitask.

Benefits and Disadvantages of Using Matrix Organizational Structure within New Division

Exchange of Efficient Information

Matrix organizational structure can be beneficial for business perspective because it can lead to effectively exchange the data within new division. Under this structure, the different department works nearest with each other and also interact with together to promptly solve the problems. In this way, new division can enhance their productivity because this structure allows the effective communication and make prompt decision-making at the workplace. For instance, individuals from manufacturing field may communicate with each other to develop strategies. Since, proficient exchange of data can allow senior HR director to act rapidly with respect to meeting the customer’s needs and requirements (Chelladurai, et al., 2017).  

Enhance Motivation

The matrix organizational structure leads a democratic leadership style. This style integrates the efforts of individuals before managers make a judgment. Further, incorporating precious ideas of employees into decision-making process can increase the motivation and lead to employee’s satisfaction in new division. Under the matrix structure, each individual acts in their proficient functional fields. Besides this, senior HR director involves their team members in each day to day practice which facilitates them to make a judgment with the perspectives of the workforce.  

Internal Difficulties

A prime disadvantage of using matrix organizational structure is that it can create internal complexity. Some of the employees become confused about their supervisor. For instance, an individual can get different guidance with respect to the same manufacturing issue from managers who act in different fields. Besides this, dual power and interaction issue may create division between managers and workforces. Moreover, miscommunication and ineffective organization can prone to employee’s dissatisfaction and low morale amid employees. Another issue is related to the lengthened project that can increase the employee turnover within new division (Budhwaret al., 2013).  

Costly to Keep and Eliminate the Internal Conflict

Another disadvantage of using matrix organizational structure within new division is that it can be expensive to maintain. An overhead cost of new division can increase due to the requirement of double supervision. In addition, the contribution of the workforce can cause unhealthy rivalry among managers at the workplace. The existence of limited resource can create hostility at the workplace and also delay in manufacturing (Purce, 2014).

Alternative Solution Design

Organizational structure is defined as a structure to formally divide the work and builds co-ordinations amid team members. A tall organizational structure could be centralized or decentralized. An alternative design is a tall organizational structure that can be used by new division to manage the human resources of all 4 manufacturing company. In this way, senior HR director of new division will use centralized organizational structure to manage the workforces. This structure has the high extent of hierarchy. Under this structure, there are a large number of supervisors and each supervisor has a small span of control. Besides this, the tall organizational structure can be more complex and complicated and can be slower to respond towards market changes as compared to those organizations where supervisors have a larger span of control (Sparrow, et al., 2016).  

Alternative Solution Design

In this centralized organization structure design, there are large numbers of layers between top management and workforces. In this way, each layer of management create its own regulation and process, hence it can be stated that there is a large number of rule and regulation has followed by employees due to several layers at the workplace. Consequently, it can slow down the process of new division and develops it excessively bureaucratic. Together with, it can add more expenses because the certain function is performed by larger than one person (Storey, 2014).

In the tall organizational structure design, there is a small number of employees to manage hence managers of new division can be able to manage more personally and can spend more time to train them. There is also clear career growth and promotion for workforces. But, at the same time, it can be stated that employee satisfaction may be lower in this organizational structure design due to many layers of administration and inflexible policies. As well as, there are fewer opportunities for employees to take on accountabilities. It can lead to an “us versus them” emotions between workforces (Marchington, et al., 2016).  

In tall organization structure, there are several layers of management which indicates that there is an unambiguous line of communication. However, it could be difficult for making a judgment because there is need to make authorization from different people. Furthermore, it can be complex for senior HR director to access the team members without going through several layers of management. Since, communication moves forwards through the different level like managers, management chain and employees in a parallel group hence it can create difficulty for senior HR director of new division to directly communicate with the employees (Alfes, et al., 2013). 

A tall organization can face a lot of expenses as compared to another type of business structure because there is need of more supervisors and managers to manage the human resources. Furthermore, the cost can be raised due to taking more time in decision making and delay of the production.

New division is a large multinational distribution company which has acquired all 4 small manufacturing companies. This company has not previously run manufacturing operations. To focus on manufacturing process, new division can use tall organizational structure.  At the top level, it will place the director and under this, it will place the payroll, administrative, and benefit manager. Payroll is the executive and trainee manager. Administrative clerk will be worked under the director. Benefit manager entails the trainee manager, shift running new division manager and head of new division. In this organizational structure, trainee manager is low and shift running is a top new division manager. In the last, new division manager manages the other employees (Renwick, et al., 2013). 

Organization Administration

In addition, the culture of new division can be developed by using different factors such as external environment, a way of their performance, their attitudes and values, the purpose of the company. Along with this, new division’s location, products and services and management is also considered to select the appropriate organizational structure (Brewster, et al., 2016).

The organizational structure can impact on the culture and performance and productivity of new division. Further, each individual of all 4 manufacturing company has been delegated their respective tasks because new division is a manufacturing company and it considers the different operation that has not run previously by this large multination company. Along with this, morale within the staff is effective hence, senior HR director of new division will provide promotions and bonuses to their team members and managers. The culture is effective for new division as well as the structure of manufacturing process of new division is efficient and effective. The way in which new division deals may prove that their structure is in an appropriate manner. Further, senior HR director will use effective work specialization, a chain of command, a span of control, formalization, and departmentalization (Aswathappa, 2013).   

Following charts shows the organizational structure of new division that has acquired all 4 smaller manufacturing companies (A, B, C, and D):

 

(Sources: Aswathappa, 2013).   

Under the new organizational structure, it can be stated that the total employees will be 640 and different HR staff will be appointed in new division. In this way, 4 director, 1 assistant director, 1payroll and benefits manager, and 4 HR business partner will be recruited in new division from acquired all 4 smaller manufacturing companies who will work with each line managers and coordinate HR functions such as Recruitment, Training and the work flow. Furthermore, all other departments like finance, HR, marketing, operation can be centralized for all companies (A, B, C, and D) and also one HRIS administrative person for the new division.

Human Resources Practice to Build Culture

Senior HR director has a unique role to make sure that culture of new division will flourish and continue. It is stated that new division should make job analysis and assessing its culture as it would be beneficial to make effective HR policies, strategies, and programs. It will also aid to build strength, and its core values and purpose. In new division, senior HR director will consider the same beliefs and core features to encourage the each individual who come from 4 manufacturing companies (Anderson, 2013).  

Workforces

It can be recommended that senior HR director of new division can use different techniques to develop and sustain the effective performance within the organizational culture. These techniques are onboarding efforts, performance management program, recognition program, and hiring practices. The key challenges for senior HR director are to decide how to implement these techniques and allocate the resources effectively and efficiently in new division (Aswathappa, 2013).   

Reward Programs to Employee Recognition

Senior HR director of new division can use the reward and recognition programs to encourage the workforces and to act in accordance with the culture and values and organization. For instance, Senior HR director can provide the bonuses on the basis of teamwork rather than individual performance. It should also highlight on that person who exemplifies the value of new division (Brewster, et al., 2016).   

Onboarding Plans

Senior HR director of new division plays an essential role to socialize the fresher workers by supervising and designing the onboarding procedures. It is analyzed that onboarding creates understanding among newcomers about the value system, norms and expected organizational ethics of employer. Senior HR director should help fresher to become a part of the business network within new division and ensure that they have past job experience which may reinforce the organizational culture (Jackson, et al., 2014).   

Efficient Communications

Conflicting message with respect to corporate culture may generate cynicism and distrust that can lead the employees to take action as injurious as misappropriation. Experts stated that cultural variation may cause employees to grow unenthusiastic, and to create the belief of untruthful management. Due to doubt statement, employees give their fewer efforts to do work  

Hence, Senior HR director of new division may invest its significant money and time to create a culture but may not be reaping the equal rewards particularly when a supervisor, executives, and high-rank workers have their different perception regarding the culture of new division. Senior HR director should ensure that new division constantly and visibly communicates about its culture to all workforces (Nickson, 2013).      

Legal Problems

An employer that focuses on cultural fit in their recruitment and selection procedure can be helpless to discriminate the claims in case they are not careful. Senior HR director of new division should make sure that recruiting and selection practices are based on the rational cultural decision and it will not create discrimination amid applicants. Along with this, the employer should be aware of different kinds of organizational culture. For instance, cultures which are highly male-dominated may create continue disparities in promotions, compensation, and other terms of employment. These disparities may breach anti-discrimination edict (Hoque, 2013).   

Hiring of Candidates

The key role of Senior HR director is to capitalize new division and hiring the employees in its organizational culture. Further, Senior HR director has the opportunity to choose people who are appropriate to deal with the organizational culture. Conventionally, hiring practices primarily emphasizes on the applicant’s skills. However, when a hired people fit with the culture of new division then the employees will be able to provide superior performance (Boella, et al., 2013).   

Issues that organization will face in context of changes 

Change may affect each business at a certain level. It is existed in the form of acquiring of all 4 smaller manufacturing companies. Further, changes are required for company growth but new division faces different challenges and issues to implement it.

Without planning, change in smaller manufacturing company is a major issue as it creates more difficulties rather than benefits. Further, all four smaller manufacturing companies should understand accurately about causes of changes and how those alterations will take place. For instance, a large multinational distribution acquires all 4 smaller manufacturing companies hence there is need to make changes in the new management system. In this way, senior HR director should identify that this new division will be compatible with all 4 smaller manufacturing companies. Senior HR director should also address that how it will make an alteration in old data to the new system and in case there will be limited access at the time of making changes.  Senior HR director of new division should also assign different roles to people who are capable of the transition but all responsibilities should be covered. Along with this, it is analyzed that timeline for changes is a prime issue which should be planned for avoiding the complexities to attain the objectives of regular work tasks when implementing changes within new division (Marler, et al., 2013).  

When new division is unable to get everyone on board with the intention of transition then it can face different challenges during this procedure. Therefore, the decision of implementing changes must be taken to the top level of new division. All management level workforces should be on board and compatible to participate in changes because if they will not participate then it will show the disagreement within the team members. Moreover, it is analyzed that if new division may not have each individual on board right from starting then it will demonstrate the manager’s attitude towards implementing changes. It may affect the business performance hence company should use step by step procedure to implement changes and encourage them to participate in the change process (Riley, 2014). 

It is analyzed that if new division fails to communicate with all workforces about changes at the workplace such as acquisition of all 4 smaller manufacturing companies then it creates rumors and fear within an organization. Workforces want to get that what is going on and whether it produces a negative or positive outcome. The feeling of uncertainty is created while management does not communicate dislocated task as well as makes people feel that they are not a division of the decision. Hence, senior HR director of new division should keep update to their employees regarding progress and plan with respect to the implementation of changes. In addition to this, it should entail all workforces as much as possible via brainstorming and meeting session to aid employees at the time of planning (Morgeson, et al., 2013).

In the given situation, employees resist to changes because they become comfortable with the strategy that business users implemneted in regular practices. Further, employees know the expectation and their role at the workplace. It is analyzed that if a change disrupts the recognition of all 4 smaller manufacturing company then it may upset the employees. They do not want to relearn their tasks and change the way that mandatory for them to do things. In such way, senior HR director of new division can provide the effective training to understand the new roles as it would be beneficial to ease the change process (Stredwick, 2013).   

Changes are a complex procedure for a business that needs to manage. This complexity incorporates the complex product, system, and procedures. It creates change issues because new division unable to understand about manufacturing process (McDermott, et al., 2013).    

In certain cases, a team of planning has no ideas that change can affect people. Since, the team only focuses on developing the planning managerial structure, job duties, work area accountabilities and structure of developing the report. It is assessed that planning team always unable to develop judgment regarding feelings and perception of members. In this way, senior HR director of new division should focus on how people perceive, and react towards change as it would be beneficial to overcome the barriers of change (Kehoe, et al., 2013).  

It is another barrier to change management. In this way, workforces of all 4 smaller organisations have fear regarding changes and hence they will resist the changes instead involving in the change process. This is a key cause that loyal member of the team has resisted change. There are certain factors which unable new division to participate workforces in the process of change. These factors are inadequate desire to embrace a new culture, and fear of the unknown which completely created the issue for changes (Baum, 2016).  

It is significant for senior HR director of new division to communicate the reason behind changes together with it should communicate about the process that is required to change. For instance, all 4 smaller manufacturing organizations have a requirement to implement change process then it will aid to enhance the production of the employees. However, there will be requirement of the high amount of initial employees to implement the new process and run the business operation. Besides this senior HR director should communicate about the causes of changes because if team members will understand that why changes are necessary then they will show their interest to implement it (Knowles, et al., 2014). 

Training and qualification are necessary for workforces of all four smaller manufacturing companies to build understanding and to involve the employees in the change process. In this way, if a new procedure is placed then employees are unfamiliar with that procedure and also unfamiliar about how it will fit into their daily practices. In this way, training is required to aid employees in creating awareness about changes as well as for adopting changes (Jones, et al., 2015).  

It is analyzed that when a major change has created within all four smaller manufacturing organizations then certain workforces may feel uncomfortable regarding changes. Together with, those employees may feel uncomfortable who highly affected due to changes. In this way, senior HR director should develop a program for these employees within new division as it would be beneficial for them to adopt the change (Shields, et al., 2015).   

This is another strategy that senior HR director takes to manage change at the workplace. In this way, senior HR director monitors how these changes may affect the organization. It can be monitored by using the previous information and assessing how employees are responding to the changes as compared to how they were acted in previous days. Moreover, management of new division should monitor how the changes will affect the whole production procedure. After the earlier action, if the changes do not enhance the procedure then management should assess the procedure to improve it (Gatewood, et al., 2015).     

Following diagram shows the monitoring the implementation of change within all four smaller manufacturing companies:

 

(Source: Gatewood, et al., 2015).

Kotter’s model defines the procedure in which managers can start, lead, implement and foster the organizational transformation through employee engagement.  

Enhance Urgency

The senior HR director of new devision should inspire their subordinates to make genuine and smart objectives, to move and meet their desires through changes. The key for change is getting momentum (Bolman, et al., 2017).  

Senior HR director should hire the right people as a leader who have right emotional loyalty, an appropriate combination of skills and qualification, and understanding.  

Right Vision

Senior HR director of new division should influence the team for developing an effective vision and strategy and also concentrate on a creative and emotional aspect which is required to drive efficiency and services at the workplace.  

Communicate for Purchase

The Senior HR director of new division should communicate about essentials of changes and also respond towards the need of people as it could be beneficial to involve a large number of people as possible. In addition, they should remove streamline technological communication and clutters which makes it efficient instead irresistible for workforces.

This process is effective to remove the obstacles wherever it possible. This step allows the positive feedbacks and gets support from leaders. In this strategy, senior HR director of new division can provide rewards which recognize the progress and achievement of employees hence it is an effective tool for motivating employees towards changes (Locke, et al., 2013). 

Senior HR director of new division should set the aims and objectives which are easy to attain in convenient chunks. They should also administrate the number of programs that are started after finishing the current process.  

Senior HR director of new division should enhance and lead the determination, ongoing process of reporting, persistence. It can be performed by focusing on attained and prospect milestone

Build Change Stick

This strategy reinforces the value of changes through promotion, recruitment, and new leaders. The all 4 smaller manufacturing companies should make modification in an essential element of culture during this strategy hence people will not consider it as foreign (Phillips, 2013).  

By using the above strategies of change management, senior HR director of new division can act to avoid the risk linked to changes that workforces do not like. For declining the prospect organizational barriers, senior HR director of new division have to ensure that all of their workforces are on a panel with implementing changes and also willing to aid it (Kinicki, et al., 2014).  

Following are different strategies which are used to persuade others within an organization about the changes:

Communicate Constantly

There can be some confusion regarding change procedure. Workforces of all four smaller manufacturing companies may feel disoriented because the company goes through the new procedure and embraces the old process. For making feel comfortable to employees, the senior HR director of new division should ensure to communicate with them.

Remind and Reinforce

It is natural that each individual wants to get the result immediately. However, it can take time for workforces of senior HR director of new division to understand the new techniques. It is analyzed that managing transition needs to go through psychological changes. Further, when a change takes place without people going through a change, then it may raise complexities hence it should be arranged before implementing. The senior HR director of new division should encourage the employees by understanding them that changes take place to meet their desires. It should also provide the time to employees to make adjustment psychologically and absorb the new procedures. It should also ensure that employees do not hold the old method as it is time-consuming. Moreover, training session, meeting, and written standard operating process may help to reinforce the employees for changes (Armstrong, 2014).   

When senior HR director of new division do not force the following new procedures and techniques then there can be chances for employees to move towards the old procedure. Responsibilities can be built by using the reports, and matrices. However, leadership quality should be existed between employees before launching a new program. It can be dealt by one-on-one meeting and a small cluster of team meetings.  

The benefit of building a team is that there are different components of collaboration. This idea demonstrates the togetherness of team. However, peer pressure is another element which may affect the change implementation. In this way, each individual should be committed to making an alteration, as well as change resisters, should make feel pressure to accept the new process (Bamberger, et al., 2014). 

Senior HR director of new division should also implement the channel for their workforces to get the feedbacks about change procedures. There are different ways which can be used by the company to get feedback from workforces like a suggestion box, town meeting in which employee feedback is encouraged, recorded and responded a survey of employees at the key checkpoint, and open door strategy through executive leadership (Cheeseman, et al., 2014). 

When Senior HR director of new division provides a solution to their employees about their concern then they have a proactive way to express themselves as compared to venting, grumbling, and complaining about closed doors. The new division should also emphasize on that valued part of change plan.    

Senior HR director of new division should measure the progress to prevent the feeling of defeat. It should also develop a key metrics right from the start and defines the team about their goals. It should also consider creating signage and social dashboard to assess the progress of employees. The new division should also provide transparency to the employees of all 4 smaller manufacturing organization as it enables management to identify the efforts of employees towards change. Moreover, assessment of metrics can build the feeling of teamwork and also avoid the barriers for implementing the changes. As a result, it could be effective to grow the business. Besides this, senior HR director of new division should celebrate incremental achievement at the workplace to motivate the employees towards changes. Further, the small celebration can renew the staff along with rewards can show the efforts of employees (Mok, et al., 2013)   

The main reason for implementing HRIS technology as it enables the senior HR director of new division to decline expenses and facilitate to make better communication. It could be also beneficial to re-orient the HR operation to gain the strategic contribution of the department. This system aids the corporation to make a feasible decision and HR planning in different ways (Dries, 2013).

 These ways are discussed as below:

Human Resources Evaluation

HRIS system facilitates the analysis of Human resources, which is a source of HR planning and business decision making. Senior HR director of new division makes a different business judgment as per the competencies of workforces and different judgment to make their employees proficient and happy. Moreover, management of new division can build effective program to enhance the HR resource and to improve the performance of employees and company as well as it builds the happy emotion among employees (Clark, et al., 2016).   

Prompt Reports and Dashboard

HRIS facilitates the competency to quickly run information and access control panel. In this way, it permits the management and CEO of new division to make feasible judgment associated with employees. This system also identifies the area that can affect the manufacturing process as a whole. For instance, HRIS report and dashboards can demonstrate the real-time information and offer immediate data regarding ROI which can be earned through human capital and training of employees. It aids the senior HR director of new division to assess cost per hire, pays benefits as an operating expense percentage, and expenses regarding healthcare benefit for each employee (Cloke, et al., 2013).   

Operational HRIS is effective approach to use technology and to improve the operational effectiveness of the new department. This approach facilitates the all required information to senior HR director of new division and aids them to make routine and recurring human resource judgment. This approach is used by different operational level human resources to gather and evaluates the human resource information. This approach also involves the information regarding the employees and their position as well as government regulation which could be beneficial for the senior HR director of new division to make human resource decision (Keohane, et al., 2016).

Planned HRIS  

Tactical HRIS provides support to senior HR director of new division to make a decision regarding allocation of resources. This approach includes the certain domain of HR like job analysis, design decision, recruitment judgment, and compensation plan for employees. As a result, it could be beneficial to enhance the efficiency and effectiveness of manufacturing operation of the new devision (Kavanagh, et al., 2017). 

Premeditated HRIS

Strategic HRIS emphasizes on negotiating with labors, planning of workforce and certain human resource software. The key purpose of this approach is to build a good idea regarding the planning of workforce and labor resources.

The following factors demonstrate the strategies to improve the human resource function:

Senior HR director of new division should use the leadership to improve their function within an organization. Since, leadership is the capability of an individual to build team perspectives and common interest. Senior HR director of new division should use different kinds of leadership style named participatory, authoritarian, and consultative. Each style could be appropriate in the context of employees. Senior HR director of new division should also use different sources of leadership sources like hierarchy power, knowledge and behavior and charismatic. This strategy could be beneficial to improve the HR function (Brunckhorst, 2013).   

Senior HR director of new division should use mentoring strategy to improve the human resource function. Since, it is a procedure by which person advice, teaches and guides to another in their professional and personal development. This strategy would be beneficial to gain employee’s retention and engaged them with the corporation (Shaw, et al., 2013).  

Following are different assumption makes for building resources to improve the HR function:

Senior HR director of new division builds the knowledge regarding business strategy and challenges that may impact on organization performance. They also assess what extent of HR vision, programs, strategy, and policies are linked with business strategy.  

It is also assumed that Senior HR director of new division assist to deliver and design the changes required to the HR operation model and organizational design integrates. These components are governance structure, and role and competencies requirement. The structure incorporates principles, regulation, rules and operational efficiency which are used to assess the behavior of people and reformation of technology.

The Senior HR director of new division identifies the existing process of human resources and also identifies how they managed, supported and controlled. They also address the complexities of the process, bottlenecks, and process improvement. It also aids to assess the key performance indicators for human resource process (Wehrmeyer, 2017). 

This research is beneficial for me to develop the understanding regarding human resource function. From the section 1, I have gained my human resource design skills. In this way, it can be evaluated that organizational design is effective for developing new HR department. I have also learned that matrix structure is exercised to pool the employees for working together. I have also learned that this structure is beneficial to combine the functional and product experts as I am able to meet the business objective and goal in an appropriate manner. From this section, I have also learned that organizational structure entails the benefits of hierarchy and departmentalized structure. I have also observed that matrix organizational structure is used by new division because it is advantageous to build coordination among human resources, effective communication, and involvement of skills. I have also learned that matrix organizational structure provides flexibility and gain motivation level among employees. But, I have also found that this structure is expensive to maintain and creates internal conflict.

In addition to this, this section has also built my knowledge regarding alternative design. In this way, I have learned that tall organizational structure can be used by human resources to manage a small number of employees (Greenberg, et al., 2013). 

From this section, I have also learned that this structure incorporates a large number of a supervisor where each supervisor has a small span of control. As a result, I can apply this knowledge to work with larger and small organization.

 I have also observed that this structure has several layers of management which declines conflicts due to effective communication. I have also analyzed that each layer of management have built their own rules and regulation as it could be beneficial for me to decline conflicts among team members. However, I have pointed that this structure is more costly as compared to other organizational structure. This learning experience is beneficial for me to make effective strategy within an organization. Consequently, it would be beneficial to become a good human resource manager (Wehrmeyer, 2017).     

This section has also built my understanding regarding different ways in which HR function fits with the strategic and cultural direction of the larger company. In this way, I have pointed that HR practice, rewards and recognition program, communication, onboarding program, and hiring practices are different ways in which HR function fits with the culture and strategic direction of the larger company.

Through section 2, I have developed my understanding of a different issue that new devision will face relative to change. I have learned that changes may impact each business process at high extent. It can be also evaluated that changes can happen in the form of acquiring and merging with another organization and restructuring of minor employees. As a result, I am able to participate in change process within an organization as it can grow my personal as well as professional career. In this way, I have learned that improper planning, Lack of Consensus, ineffective communication, and Employee Resistance are a major issue that will face by the organization due to changes. It can be stated that Kotter’s model illustrates the process where managers can initiate, lead, realize, and enhance the organization change via employee engagement. This learning experience was beneficial for me to identify major issues that will face organization relative to change.

As a result, it is effective for me to implement changes without any issue. Along with this, I have gained my experience regarding strategies that can be used by the manager to communicate about the change. In this way, it can be evaluated that Transparency and Effective Communication, Effective Education and Training, Personal Counseling and Kotter approach are effective strategies to avoid change issues. As a result, this experience was beneficial for me to become a good HR manager in a reputed company.

From this section, I have gained my understanding regarding different strategies that could be used to influence other about changes. In this way, it is observed that communicate consistently, Reinforce and Remind, Establish Accountability, and Invite Employee Feedback are effective strategies to persuade others towards change implementation at the workplace. I have learned that company should facilitate the transparency for their workforces because it allows management to address the efforts of workforces with respect to changes.

From Section 3, I have developed my knowledge regarding the application of technology. I have also analyzed that the main cause of executing HRIS technology is to reduce expenses and develops better communication. This learning experience would be beneficial for me to make a feasible decision and HR planning in different ways (Brunckhorst, 2013). 

I have also identified HRIS system is used to assess the human resource function and Quick reports and dashboards. As a result, this learning experience could be beneficial for me to improve the HR function by using HRIS technology. From this section, I have pointed that different approaches are used to use technology and to strategically improve the operational efficiency and cost-effectiveness of the new department. In this way, it can be stated that operation, tactical and strategically HRIS approach is used by managers to improve the effectiveness of the new department. As a result, it would be beneficial for me to improve my personal as well as professional life.

This section also develops my understanding regarding different strategies to improve the human resource function. These strategies are leadership and mentoring. In this way, I have learned that HR manager should focus on leadership to enhance their business function. This experience has developed my leadership capabilities to generate team building and common interest. I have also gained my understanding regarding mentoring. In this way, it can be evaluated that this strategy is effective to enhance the human resource function. This experience has developed the competencies to teach, guide and advice to another in the personal and professional field.

I have also built my knowledge about different assumption for building resources to enhance HR function. In this way, it can be evaluated that strategy, structure, and process is key assumption or choices that can be made by managers. Consequently, these could be effective for me to build effective strategy at the workplace (Brunckhorst, 2013). 

References 

Alfes, K., Shantz, A. D., Truss, C., and Soane, E. C. (2013) the link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model ‘The international journal of human resource management, 24(2), 330-351.

Anderson, V. (2013) ‘Research methods in human resource management: investigating a business issue,’USA: Kogan Page Publishers.

Armstrong, M., and Taylor, S. (2014) ‘Armstrong's handbook of human resource management practice,’USA: Kogan Page Publishers.

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