HND Managing People Assignment Example | Topics and Well Written Essays - 2000 words

HND Managing People - Assignment ExampleLet me explain why.Probably cod to the pressures in the industry and due to the aspiration of the company to gain competitive edge over its competitors, Bankco oblige culture shift from being operation-oriented to sales-oriented company. With the introduction of advanced technological developments to the disposal that considerably improves productivity, computers and different state of the art gadgets have replaced huge numbers of bear oners. The implementation of modern business strategies and techniques also contributed to the considerable downsizing of its labour force. Because of the implementation of these two innovations, Bankcos has been restructured from 7 regions and 54 districts to 3 regions and 21 areas.This culture shift requires a substantiating implementation of enhanced grooming strategies for the remaining employees to improve their skills in using computers and other technological devices to compose more productive. Ban kcos upper management realised the necessity of this move. It then increased the companys budget on prepare and development, which is a good move. We are now seeing Bankco as a company that is really stark in infusing technological developments in its operations.However, I believe that this move prematurely done since the HR section has not made any preparatory moves that will introduce the change into the organisation. Instead of orienting the managers and ply on the impending changes in the company first, what the HR department did was to assert the training methods that it deems fit for the organisation without any initial consultation. What resulted was a conflict of views regarding the appropriate training and learning methods. In the HR departments standpoint interactive, modular, and computer-based learning methods are more effective training methods. According to the HR department it is the individual who would actively seek to further his or her own development and wo uld take responsibility for this. Bankcos HR Departments philosophy with when it comes to learning is that the desire for learning comes from ones own initiative. What the whole organisation, must do is to move to a situation where it is not the business training the staff, but it is the business providing opportunities within which the staff can learn and grow. On the other hand, experiential, on-the-job, practical learning coupled with regular courses and traditional teaching methods that engender the back-to-school effect are the methods favoured by the managers. For them, it is the experiences not the simulated realities found in training that will improve learning. Individuals learn, they say, by absorbing information, by making it interesting, relating it to real life situations, absorption involving recollection, using key words, revisions, competition, and reward in the end. These differences in learning philosophy between HR and the managers should have been considered bef ore implementation of brand-new training methods took place. Despite the favourable seal of the managers on efforts of the organization in encouraging training and learning based on the evaluation of training and learning methods (a large portion of Bankcos managers believed that the organisation encouraged them to learn and to develop themselves), on a close-hauled look, however, they considered this effort as an expectation of the upper management for them to learn, to always be updated and to be prompt in responding to the new