The overall purpose of human resources is to ensure that the organization is able to achieve success through people. According to Schuler (2002): HRM systems can be the source of organizational capabilities that allow firms to learn and capitalize on new opportunities (Schuler, 2002, p. 23). One of the most troubling experiences in managing others is having to deal with the chronically tardy, stressed-out, procrastinating employee who is unable to organize him/herself. Every firm has individuals who operate from this chaotic mode. Often these people have a great deal to offer, but because they are so disorganized themselves, their potential is squandered. Take a moment to think about such an employee within your firm. Imagine how this individual complicates work for everyone else and causes others stress, forcing them to waste time. Imagine how this individual manipulates and controls others through his/her own procrastination. Strategy development is the heart of strategic planning. It is the process that answers the “what” questions that an organization must answer in order to carry out its mission. Strategy development, however, seems to be the most difficult part of the strategic planning process to accomplish in the public sector. Much private sector strategy development is aimed at combating efforts or anticipated movements of competitors. With the exception of economic development, a slightly different approach has to be pursued in the public sector. Public agencies operate in turbulent environments that impose numerous, rapidly changing demands and require substantial adaptive capacity. In order to manage the future course of the organization and to establish the most viable strategy for achieving organizational goals, leaders must understand the dynamics of strategy in public organizations. Ulrich and Lake in their book “Organizational Capability: Competing from the inside out” (1990) wrote: HRM systems can be the source of organizational capabilities that allow firms to learn and capitalize on new opportunities (Armstrong and Baron, 1995, p. 45). Human resource management is generally identified therefore as an element or support concept. It should be obvious that this model of organization development utilizes strategic planning as the primary tool to respond to the change an organization is facing. Workers are recruited to help, which they are willing to do because they have their own purposes, namely, to make a living and/or to promote their own growth. These several purposes meet in the work, the results of which are focused on realizing the progenitor’s purpose. This purpose and those of the workers are most effectively achieved when they are merged and become a mutual endeavor (Schuler, 2002). Breaking down the purpose of a work-doing system into goals and objectives not only enables management to get the work done, it also facilitates the tracking of success and / or failure. Each goal and each objective is set up with measurable indicators of whether it is being accomplished.
Typically, maintenance goals are grouped under administration. Administrative personnel, especially in very large organizations, are often situated some distance from the work of the mission. In organizations dealing with the extraction of raw materials, such as forest products and petroleum, extensive and continuous field work to learn the needs and problems of the workers carrying out the organization’s mission can overcome the separation. When this happens, the mutual understanding that needs to exist between mission and maintenance breaks down and the organization becomes rigid and unresponsive, eventually failing. This is a familiar phenomenon in government organizations where the maintenance bureaucracy tends to become an end in itself. It has lost touch with the reason for its existence, namely, to serve as a vehicle that facilitates the execution of specific missions.
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