အဖြဲ႕အစညး္မ်ား၏ သေဘာသဘာ၀ႏွင့္ HR ပညာ

1. Nature of Business Organizations
and
Human Resource Management
Htain Lin Kyaw (HR)

2. Content
Business Functions and Organisation
Human Resource Management
Human Resource Development
Functions of Recruitment

5. Business Functions
 Human Resources
 Sales and Marketing
 Research and Development
 Business Development
 Production/Operations
 Customer Service
 Finance and Accounts
 Administration and IT

6. Business
Objectives
Operation
Supporting

7.  Human Resources
 Sales and Marketing
 Research and Development
 Business Development
 Administration and IT

8. Operation Functions
 Base on Organization Goals
 Main Financial Income

9. Sales and Marketing
 Market research
 Promotion strategies
 Pricing strategies
 Sales strategies
 The sales team
 Product – advice on new product
development, product improvement,
extension strategies, target markets

10. Research and Development
 New product development
 Product improvements
 Competitive advantage
 Value added
 Product testing
 Efficiency gains
 Cost savings

11. Finance and Accounts
 Cash flow
 Monitoring income/revenue
 Monitoring expenditure
 Preparing accounts
 Raising finance
 Shares
 Loans
 Links with all other functional areas

12. Production/Operations
 Acquiring resources
 Planning output – labour, capital, land
 Monitoring costs
 Projections on future output
 Production methods
 Batch
 Flow
 Job
 Cell
 Efficiency

13. Customer Service
 Monitoring distribution
 After-sales service
 Handling consumer enquiries
 Offering advice to consumers
 Dealing with customer complaints
 Publicity and public relations

14. Administration and IT
•Managing estates – cleaning, health
and safety, maintenance, security
•Reception
•Clerical work – reporting, recording,
record keeping, communication
•Overview of quality control
•Use of IT systems

15. Human Resources
 Recruitment and Selection
 Compensation and Benefits
 Training and Development
 Employee Relations
 Compliance
 Health and safety

16. Business Organisation
 Organisation by type
 Global businesses – complex organisation
structures
 National – organisation possibly stretches
throughout the country
 Regional – could be through a county or
wider area (North West, South East, etc.)
 Local – small organisations serving local area
or community

17. Business Organisation
 Authority – the right to make decisions and carry out tasks
 Span of control – the number of people a superior
is responsible for
 Chain of Command – the relationship between different levels
of authority in the business
 Hierarchy – shows the line management
in the business and who has specific responsibilities
 Delegation – authority to carry out actions
passed from superior to subordinate
 Empowerment – giving responsibilities to people
at all levels of the business to make decisions

18. Organisation Charts
Hierarchical Structure
Managing Director
Sales Director
Marketing
Director
Finance Director
A B C D Market
Research
Strategy Purchasing
Manager
Sales
Manager
Accounts
Manager

19. Organisation Charts
MD
Middle
Management
Workers
Pyramidal Structure
Senior
Management

20. Organisation Charts
MD
Finance
Production
SalesMarketing
R&D
Centralised/Entrepreneurial

22. Organisation Charts
Sales
Marketing
Production
Accounts
Collaborative

23. Organisation Charts
Project
Marketing
R&DSales
Finance
HR
Production
Matrix Structure

24. Human Resource Management
&
Human Resource Development

25. • Popular 'HR, Recruiting, Teams, & Training' Terms
• Organization structure
• Technical skill
• Job specification
• Motivation
• Values
• Job design
• Recruitment
• Personal management
• Performance management

26. The three Main task of Performance Management in the
Organization that Point of View of HR !
1. Want to Total Quality Management
2. Develop to Personal Competencies
3. Success to the target of the strategy and aims

27. Management process
The five basic functions of planning,
organizing, staffing, leading, and controlling.
Human resource management
The policies and practices one needs to carry
out the “people” or human resource aspects of
a management position, including recruiting,
screening, training, rewarding, and appraising.
Key Words :

28. Key Words :
Authority
The right to make decisions, direct others’ work, and
give orders.
Line manager
A manager who is authorized to direct the work of
subordinates and responsible for accomplishing the
organization’s goals.
Staff manager
A manager who assists and advises line managers.

29. Globalization
The tendency of firms to extend their sales
or manufacturing to new markets abroad.
Competitive advantage
Any factors that allow an organization to
differentiate its product or service from
those of its competitors to increase market
share.
Key Words :

30. cost leadership
The enterprise aims to become the low-
cost leader in an industry.
differentiation
A firm seeks to be unique in its industry
along dimensions that are widely valued
by buyers.
Key Words :

31. The importance of HRM
(1) People is the key factor of production.
(2) Productivity is the key to measure a nation’s
economic growth potential, and labor quality is
the key to improving productivity.
(3) Competition today is the competition for talents.
(4) Since man is the most uncontrollable and
unpredictable variable of all production variables,
organizational success depends on the
management of people.

32. Organization and individual
(1) Organization needs: Profits, productivity and
markets.
(2) Individual needs: Maslow's Need Hierarchy
Physiological needs, security, belonging, self-
respect and self-actualization.
(3) Coordinating organization and individual needs:
goal of HRM.

33. Employee quality and productivity
(1) Employee skill determines productivity.
Man and tools.
(1) Employee motivation affects productivity.
Willingness to perform.
(1) Employee creativity and initiatives
improve productivity.
innovation is the key to improvement.

34. Functions of HRM
a. Conducting job analysis.
b. Planning future needs and supplies.
c. Recruiting and selecting employees.
d. Orienting and training employees.
e. Managing wages and benefits.
f. Performance appraisal.
g. Communicating (discipline and services).
h. Building employee commitment (incentives).

35. Primary Functions of HRM
• Human resource planning
• Equal employment opportunity
• Staffing (recruitment and selection)
• Compensation and benefits
• Employee and labor relations
• Health, safety, and security
• Human resource development

36. Line managers’ HRM
responsibilities
a. Job placing.
b. Orienting new employees.
c. On-job training of employees.
d. Interpreting company policies and procedures.
e. Conducting job appraisals.
f. Controlling labor costs.
g. Labor protection and disciplines.

37. Staff managers’ HRM responsibilities
a. A line function: directing and managing people in the
HRM department.
b. A coordinating function: coordinating HRM activities
across the organization.
c. Staff functions:
Same as the HRM functions plus labor relations and
collective bargaining with the trade unions.

38. HRM MODEL
Current Context
(Political Climate, Gov’t
Laws, Economy, etc.)
Organizational Strategies
and Structure: Goals,
Organizational chart
Organizational Culture:
Mission and Vision,
Informal Procedures
Human Resource Functions
Plan for Future
Human Resource
Needs
Training and
Development
Recruitment and
Selection
Salary, Benefits,
Bonus System
Performance
Management
Review & Evaluation of Human
Resource Activities
Policies

39. KEY ACTIVITIES OF HUMAN RESOURCES
• Human Resource Planning
• Human Resource Policies
• Salary and Benefit Administration
• Human Rights and Labour Laws
• Recruitment, Selection and Orientation
• Performance Management
• Training and Staff Development
• Communications and Counselling

40. RESPONSIBILITY FOR HRM
• The responsibility for human resource
management activities rest with each
MANAGER.
• If a MANAGER does not accept this
responsibility then HR activities will only
partially get done.
• HR department provides strategies, systems,
tools and support to Managers to ensure
effective staff management!

41. • Human Resource Development (HRD) is the
framework for helping employees develop their
personal and organizational skills, knowledge and
abilities.
• A set of systematic and planned activities designed by
an organization or HR department to provide its
members with the necessary skills to meet current and
future job demands.
HRD

43. Relationship Between HRM and
HRD
• Human Resource Management (HRM) has
many functions.
• Human Resource Development (HRD) is just
one of the functions within HRM

44. Functions of HRD
• Training and development (T&D)
• Organizational development
• Career development

45. Training and Development
• Training – improving the knowledge, skills
and attitudes of employees for the short-term,
particular to a specific job or task.
– Employee orientation
– Skills & technical training
– Coaching

46. Training and Development
• Training – improving the knowledge, skills
and attitudes of employees for the short-term,
particular to a specific job or task.
– Employee orientation
– Skills & technical training
– Coaching

47. Training and Development
• Development– Preparing for future
responsibilities, while increasing the capacity
to perform at a current job
– Management training
– Supervisor development

48. Organizational Development
• The process of improving an organization’s
effectiveness and member’s well-being
through the application of behavioral science.
• Focuses on both macro- and micro-levels
• HRD plays the role of a change agent

49. Career Development
• Ongoing process by which individuals progress
through series of changes until they achieve their
personal level of maximum achievement.
– Career planning
– Career management

50. HR’s strategic role
• Employees as organization's assets
• Driving business strategy
• Spanning organizational functions
• HRD Deliverables:
– Performance
– Capacity Building
– Problem solving/consulting
– Org. change and development

51. Challenges for HRD
• Changing workforce demographics
• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organizational learning

52. Competing in the Global
Economy
• New technologies
• Need for more skilled and educated
workers
• Cultural sensitivity required
• Team involvement
• Problem solving
• Better communications skills

53. Need for Lifelong Learning
• Organizations change
• Technologies change
• Products change
• Processes change
• PEOPLE must change!!

54. A Framework for the HRD
Process
HRD efforts should use the following four
phases (or stages):
• Needs assessment
• Design
• Implementation
• Evaluation

55. HR Wheel

56. What is Recruitment in Human Resources?
Recruitment is the process of finding and hiring the best-qualified
candidate from within or outside of an organization for a job
opening in a timely and cost-effective manner. The recruitment
process includes analyzing the requirements of a job, attracting
employees to that job, screening and selecting applicants, hiring, and
integrating the new employee into the organization.

59. Stages for Recruitment in Human Resources
 Job analysis
 Advertise
 Screening applicants
 Finalizing

61. Recruitment for External Sources:
1. Advertisement: (Social)
2. Employment Exchanges:
3. Schools, Colleges and Universities:
4. Recommendation of Existing Employees:
5. Job Fair
6. Labor Unions:
7. Other Sources