Question: 

1. Why Do Senior Managers Often Fail To Realize The Value Of Human Assets Vis-
À-Vis Other Assets? 2. Why Do Line Managers Often Fail To Realize The Value Of Human
Assets Vis-À-Vis Other Assets? Wouldn't Senior Managers And Line Managers Have The Same
Reasons On Why They Fail To Realize The Value In Human Assets??? My Answer For Number
One Includes: -As
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1. Why do senior managers often fail to realize the value of human assets vis-à-vis other assets?
2. Why do line managers often fail to realize the value of human assets vis-à-vis other assets?
Wouldn't senior managers and line managers have the same reasons on why they fail to realize
the value in human assets???
My answer for number one includes:
-As the measuring parameters of other assets like financial, production, market etc. are easy to
determine and can be benchmarked it’s not in the case of human assets
-Senior managers follow the corporate policy that fails to acknowledge human resources as a
strategic asset.
-They perceive that the talent is dispensable and replicable. The skills required are available
readily in market at same price.
-Wall street analysts doesn’t care about the kind of management team a company has, rather
focus on hard physical metrics to determine the share price of a company and so senior managers
doesn’t regard it.
-The management is very traditional and so values only investment in physical assets and its
effect on performance of enterprise.
-They feel that if the nature of work is such that can be outsourced then no need to invest in
workforce.
SO WHAT WOULD BE THE ANSWER FOR NUMBER TWO FROM A LINE MANAGER
PERSPECTIVE???

A human asset includes the capabilities, experience, and development potential of an

individual. Hiring and training expenses become part of the value of the human asset.
Experience in multiple functions increases the value of a human asset.

 Senior Manager

A senior manager is considered an individual who has progressed in their career from a line or
business function and supervision of the same to a level where they manage multiple line
functions. Demonstrated capabilities in career progression add to the ability to be promoted to
senior management.

 Line Manager

A line manager can be a direct supervisor of a particular function or operation. Some line
managers supervise more than one line function.
  HR (Human Resources)

The human resource function encompasses many issues surrounding the proper acquisition,
hiring, training, and assigning of human assets.