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Various research and studies in this article has been done to claim that putting people first for the organisation has lead it to profitability. Mr. Jeffrey pleffer and John has done all it to prove that and shown different studies as a part. Many organisation has choosed different paths to successfully mange the organisation but to no vail. They treated their business as portfolio of assets and has given importance to it, they mad competition with downsizing, and other things which weakend or destroyed organiation because labor cost was intended to decrease. A one standard deviation improvement in human resource system was associated with and increase in shareholder wealth off $41000 per employee. The article has described seven practices he said are found in most successful organizations (based on research in a wide range of industries in more than 20 countries): Provide employee security. Employees surely can be fired if they do not perform, but they should not be put on the street quickly because of economic downturns or strategic errors by senior management over which they have no control. An example he frequently cites is Southwest Airlines, which sees job security as a vital tool for building employee partnership and argues that short-term layoffs would "put our best assets, our people, in the arms of the competition. When employee will not be give security he would feel embarrased and perform not up to the mark that would certainly result in financial performance. To provide security is what we call in organisation is job security and good work environ ment. Selective Hiring. Organisation will have its first mark being setup if they recruit right people in right job. Southwest Airlines received many job applications and approve only small numbers. Second the organisation needs to be clear regarding critical skills and attributes of applicant. Different question are asked according to attributes the organisation wants to have in applicant. Third the people hired for sales or any particular job must have skills not any academic performance, it ultimately have to be the person who is suitable for specific work. Fourth, companies should screen for cultural fit and attitude, among other things, rather than just for skills that new employees can easily acquire through training. Self Managed Teams and Decentralization as basic element of organisational design. Teams can substitute peer-based control of work for hierarchical control, thereby allowing for the elimination of management layers. This can give the sense of responsibility and empowerment which results in people for having them accountable. It would lower the cost of having unnecessary job tasks people performing. Intelligent organisation is one having communicative
Some organisation did not have private secretaries. knowledge and trading tricks. If anything goes wrong they report it and get it right. that is the reason for success. The new boss increased the salaries of his store managers by 40 percent to 50 percent. His company actually shares salary information with every employee who is interested. language. they act and think like owners and they feel more responsible and it do generates results. i. At NUMMI everyone wears the same coloured clothes. if not impossible. High pay can produce economic success. This large grocery store chain in the Eastern United States had three months to turn the company around or go bust. Teams at Saturn and at the Chrysler help each other on production. and they are more in responsibility on road. The chief executive of Whole Foods Market has said that a high-trust organization cannot have secrets. Whole Foods Market works as team member and objective is hared among all the employees. Another example says that when employees are owners. to carry out. Reduction of Status Differences. Self managed team as another example that Vancom has only one manager sees work of forty drivers and all share information. Extensive Training. enabling them to concentrate on improving performance rather than complaining about their pay. Sharing Information. The Men s Warehouse. Home Depot has been successful for the reason being that they pay much more for retail industry.e involving employees in decisions and objectives of the organisation rather having some specific people to be bureacratic and hierarichical. Successful companies that emphasize training do so almost as a matter of faith. parking and wage differentials. Comparatively High Compensation Contingent on Organisational Performance. an off price speciality retailer of men s tailored business has built its 35000 square foot training center in fremont california that lead the company to increased its value of stock by 400 percent. but concludes that such analyses are difficult. to reduce status differences. Some organisation do some sort of return-on-investment calculations. because people are being invested and their return woul ultimately ging to be shown. In order to make organisational mebers feel imortand and committed they reduce the status distinctions.view. Motorola could not evalute the increase in performance but they had invested around $170 million in training but it should be avaluated in management process rather any other calculations. Training is an essential component of high performance work systems. physical space and dress. it is done in way through language and labels. office arrangements. parking did not exist. These include dress. He was not poor because he had owned stock in his company and that contributed to all other members. Organisational performance could not enhance if trained people . as illustrated by the story of Pathmark. Herb Kelleher agreed to freeze his salary at specific amount and nominated for best CEO.
Although little evidence is existss that being a mean or tough boss is key to success so some organisation do follows this notion. In some organisation the are some norms and culture that results in good organisation performance. If it would have been possible then southwest gets copied and applies the same formula but that did not work. . SRC (Springfield Remanufacturing Corporation) started open book management where all employees shared information that had certainly lead to succes of company. I used the term it is not easy because if all these organisation has been successful then there has to be certain policies which is being reviewed in article. Third managers put all efforts on bottom line manger and when there is time for result then position is being changed.do not have information on important dimensions. It is not Easy. knowlede to benefit the firm. If manager feels his superioirty then result is according to it as more oversight resul to more performance and less on less. whether good or bad all depends on manager perpsective. Managers do not delegate enough. Organisation Tends to destroy Competence because organisation often inadvertently destroy wisdom and competence or make it impossible for wisdom. even then the company people shared information and improved sales. There are different chance for success and that all depends on how manager looks it to be. Secondly organisation wants shareholder value in short time but there needs to be much time to evaluate. When company has lost its order. Managers are enslaved by short term pressure like organisation needs long time to change its culutre. There has been some problem implementing these ideas. and training on how to interpret that information. He is the person who judges for decisions and employee career and organisation success.
People ultimately slowed the progress after completing project. Apple also launched many features which others did not launch. increased absentism made it more worse. high turover. Indeed Jobs said Innovation has nothing to do with how many R&D you spend but it is all about how you led people and invest on them and get them work according to mission. . The vision was to provide individual with computer. Other people in Apple was unsure of their future and tempting the best people to leave. Poor service. They can earn profit in this way.Summary of The Apple Story Apple was founded in 1976 by Stephen Wozniak and Stephen Jobs in Job s garage. ultimately loss was there. The macintosh operating system introduced in 1984. Company initially having problems with its profits. Apple mad separate building and hired people with unique skills that is what they wanted to give to users the unique features. They did not provide any security to employees. When it came to action it all failed because business strategies were different. If happiness in climate is there then some chanced of improvement can occur. John Sculley laid off 20 percent workforce to cut cost and increase sales. Its system was different from mouse to grphical user interface and structure. They were also not given amenities. This reduces motivation among workers and progress started to reduce more and more. Some organisation can survive to cut costs but some cannot make it. As after that it began to rise and rise. They further has also increased the laid off. it was an easy operating system. The Apple was in a death spiral. It launched some gadgets but with some flaws. They wanted to be known as innovator. Apple tried hard and wanted to come up with something very unique and it has iMac and that was the time of rebirth of apple. Rumors were all around in the companyn because of turnover. The first mistake which Apple made was licencing of operating system which decreased its marked share. That was how it started.
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