On the assumption that you heard/read the SONA of the President last month (July 2009), identify at least 3 areas related to Human Resource Mangement and explain how these areas can improve our quality of life. (2000words)
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1.)Microfinance
“Nakinabang ang pitong milyong entrepreneurs sa P165 billion na microfinance. Nakinabang ang 1,000 sa economic resiliency plan. Kasama natin ngayon ang isa sa kanila, si Gigi Gabiola. Dating household service worker sa Dubai, ngayon siya ay nagtatrabaho sa DOLE.”
Wow..entrepreneurs contribute a lot in our economy. The lesson that we can learn from this person Gigi Gabiola was the perseverance to achieve our goal in life, the challenge to be success in life or improve the quality of live. It is just that we should not depend on the president or in the government officials that we vote because it is our responsibility to make our goals come true. And I think the role of those who are in the positions are just to guide us on how we able to be success.
2.)Health
“Mula noong 2001, Nanawagan tayo ng mas murang gamot. Nagbebenta na tayo ng mga gamot na kalahating presyo sa libu-libong Botika ng Bayan at Botika ng Barangay sa maraming dako ng bansa. Our efforts prodded the pharmaceutical companies to come up with low-cost generics and brands like RiteMed. I supported the tough version of the House of the Cheaper Medicine Law. I supported it over the weak version of my critics. The result: the drug companies volunteered to bring down drug prices, slashing by half the prices of 16 drugs.”
A good benefit to us. Medicine are such expensive like the daily vitamins that you take. And also for the person that are sick or in ill it is such a headache in their minds. So, i say thank you for making this medicine for affordable. It just a great contribution to us people leaving in the Philippines to have a low price of medicine. Good job|!
3.)EDUCATION
“Our educational system should make the Filipino fit not just for whatever jobs happen to be on offer today, but also for whatever economic challenge life will throw in their way….”
In my opinion it is just like we are studying, getting the course that we want and it is just a useless that our course is not fit for our job. WHAT THE EIW!!....(hmnpf) but in spite of that i understand that this country the Philippines is just a low of job importunity not in the sense a very little but the government cannot support the yearly graduates of our schools. So let's just help find a way we can get jobs after we graduate so that to help our selves and also to contribute to our economy.
4.) OFW Benefits
“Meanwhile, we should make their sacrifices worthwhile. Dapat gumawa tayo ng mga mas malakas na paraan upang proteksyonan at palawak ang halaga ng kanilang pinagsikapang sweldo. That means stronger consumer protection for OFWs investing in property and products back home. Para sa kanila, pinapakilos natin ang Investors Protection Task Force….”
For this issue yeah!!I really agree for that even if my parents are not OFWs but still i really understand the sickness when far from your family the sacrifices they have made day by day, the challenges so let just respect it.
In support for this I heard in the program in the ABS-CBN in WOWOWEE.. when the players where OFWs and then when one of the players there has a great disappointment of his wife because he said in five years he worked in abroad even a single cent she did not save. Wow!!what a crap!..what a terrible wife but to criticize his wife i dont really know the reason why she did not save but the husband said that it just about the "BISYO"! toinks..
crap!!
So here are some of areas of Human Resource :
Areas in Human resource management include:
Change Management-
organizational and personal change management, process, plans, change management and business development tips
Here are some rules for effective management of change. Managing organizational change will be more successful if you apply these simple principles. Achieving personal change will be more successful too if you use the same approach where relevant. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change.
See also the modern principles which underpin successful change.
For a wonderful example of managing successful ethical change in modern times, see 'Three Wins'.
Do not sell change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success, unless your aim is to be bitten on the bum at some time in the future when you least expect it. When people listen to a management high-up 'selling' them a change, decent diligent folk will generally smile and appear to accede, but quietly to themselves, they're thinking, "No bloody chance mate, if you think I'm standing for that load of old bollocks you've another think coming…" (And that's just the amenable types - the other more recalcitrant types will be well on the way to making their own particular transition from gamekeepers to poachers.)
Instead, change needs to be understood and managed in a way that people can cope effectively with it. Change can be unsettling, so the manager logically needs to be a settling influence.
Check that people affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Use face-to-face communications to handle sensitive aspects of organisational change management (see Mehrabian's research on conveying meaning and understanding). Encourage your managers to communicate face-to-face with their people too if they are helping you manage an organizational change. Email and written notices are extremely weak at conveying and developing understanding.
If you think that you need to make a change quickly, probe the reasons - is the urgency real? Will the effects of agreeing a more sensible time-frame really be more disastrous than presiding over a disastrous change? Quick change prevents proper consultation and involvement, which leads to difficulties that take time to resolve.
For complex changes, refer to the process of project management, and ensure that you augment this with consultative communications to agree and gain support for the reasons for the change. Involving and informing people also creates opportunities for others to participate in planning and implementing the changes, which lightens your burden, spreads the organizational load, and creates a sense of ownership and familiarity among the people affected.
See also the excellent free decision-making template, designed by Sharon Drew Morgen, with facilitative questions for personal and organizational innovation and change.
To understand more about people's personalities, and how different people react differently to change, see the personality styles section.
For organizational change that entails new actions, objectives and processes for a group or team of people, use workshops to achieve understanding, involvement, plans, measurable aims, actions and commitment. Encourage your management team to use workshops with their people too if they are helping you to manage the change.
You should even apply these principles to very tough change like making people redundant, closures and integrating merged or acquired organizations. Bad news needs even more careful management than routine change. Hiding behind memos and middle managers will make matters worse. Consulting with people, and helping them to understand does not weaken your position - it strengthens it. Leaders who fail to consult and involve their people in managing bad news are perceived as weak and lacking in integrity. Treat people with humanity and respect and they will reciprocate.
Be mindful that the chief insecurity of most staff is change itself. See the process of personal change theory to see how people react to change. Senior managers and directors responsible for managing organizational change do not, as a rule, fear change - they generally thrive on it. So remember that your people do not relish change, they find it deeply disturbing and threatening. Your people's fear of change is as great as your own fear of failure.
responsibility for managing change
The employee does not have a responsibility to manage change - the employee's responsibility is no other than to do their best, which is different for every person and depends on a wide variety of factors (health, maturity, stability, experience, personality, motivation, etc). Responsibility for managing change is with management and executives of the organisation - they must manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to 'step back', and be non-judgemental), and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable - not to instruct and impose, which nobody really responds to well.
change must involve the people - change must not be imposed upon the people
Be wary of expressions like 'mindset change', and 'changing people's mindsets' or 'changing attitudes', because this language often indicates a tendency towards imposed or enforced change (theory x), and it implies strongly that the organization believes that its people currently have the 'wrong' mindset, which is never, ever, the case. If people are not approaching their tasks or the organization effectively, then the organization has the wrong mindset, not the people. Change such as new structures, policies, targets, acquisitions, disposals, re-locations, etc., all create new systems and environments, which need to be explained to people as early as possible, so that people's involvement in validating and refining the changes themselves can be obtained.
Whenever an organization imposes new things on people there will be difficulties. Participation, involvement and open, early, full communication are the important factors.
Workshops are very useful processes to develop collective understanding, approaches, policies, methods, systems, ideas, etc. See the section on workshops on the website.
Staff surveys are a helpful way to repair damage and mistrust among staff - provided you allow allow people to complete them anonymously, and provided you publish and act on the findings.
Management training, empathy and facilitative capability are priority areas - managers are crucial to the change process - they must enable and facilitate, not merely convey and implement policy from above, which does not work.
You cannot impose change - people and teams need to be empowered to find their own solutions and responses, with facilitation and support from managers, and tolerance and compassion from the leaders and executives. Management and leadership style and behaviour are more important than clever process and policy. Employees need to be able to trust the organization.
The leader must agree and work with these ideas, or change is likely to be very painful, and the best people will be lost in the process.
change management principles
1. At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational).
2. Understand where you/the organisation is at the moment.
3. Understand where you want to be, when, why, and what the measures will be for having got there.
4. Plan development towards above No.3 in appropriate achievable measurable stages.
5. Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.
Executive recruiters -
Management Recruiting Today
Historically, management recruiting was a very personal professional. The management headhunters and recruiters cultivated direct, personal relationships with Business owners, managers of recruiting firms, and the like. At the same time, executive recruiters maintained a list of clients who were interested in finding gainful and satisfying employment in one professional field of another. With the advent of high-tech advances in communications, management headhunters have had to adapt and change in order to provide optimum Service to their clientele. In no small way, gone are the days where the fostering of personal relationships was of primary concern. And, presently, enter the day of high-tech communication and the Internet.
How an Executive Recruiter Stays in the Game
As mentioned at the start of this article, executive recruiters must be well versed in the latest technology if they want to continue to play a significant part in the field of employment placement and related endeavors. In the 21st century marketplace, with the use of high-tech Communication via the World Wide Web and similar venues, it is very easy for employers to make direct contact with potential employees thereby effectively freezing out the recruiters who are looking for management positions all together. Therefore, the most successful executive recruiters, search firms and Recruiting services are taking consistent and determined steps to maintain access to the most current forms of technology. By doing so, a search firm, recruiting firm or management executive recruiter will be able to continue to serve as a vital link between an employer and a prospective employee.
Internet Resources: The Online Directory of Executive Recruiters
Fortunately, there are an abundant number of Internet resources available to today's executive recruiter. Chief amongst these are online directories of various sorts and varieties. These online directories can assist management headhunters, recruiting firms, executive search firms and the like in obtaining information and services relevant to their particular pursuits. For example, pharmaceutical executive recruiters and management executive recruiter specializing in placing health care related professionals can draw upon a whole host of online directories and directory services that provide information on employment and hiring resources in the mammoth pharmaceutical industry. There are a significant number of specialty online directories that can readily serve and service the needs of head hunters and others in the employment and job placement industry. Examples of these types of information resources include different versions of the directory of executive recruiters and the more general recruiter directory.
sources: http://www.businessballs.com/changemanagement.htm
http://www.onlinerecruitersdirectory.com/executive-recruiters.html
*********************************************************************************************
Sona of the president - talking about Human Resource Related
1.)Microfinance
“Nakinabang ang pitong milyong entrepreneurs sa P165 billion na microfinance. Nakinabang ang 1,000 sa economic resiliency plan. Kasama natin ngayon ang isa sa kanila, si Gigi Gabiola. Dating household service worker sa Dubai, ngayon siya ay nagtatrabaho sa DOLE.”
Wow..entrepreneurs contribute a lot in our economy. The lesson that we can learn from this person Gigi Gabiola was the perseverance to achieve our goal in life, the challenge to be success in life or improve the quality of live. It is just that we should not depend on the president or in the government officials that we vote because it is our responsibility to make our goals come true. And I think the role of those who are in the positions are just to guide us on how we able to be success.2.)Health
“Mula noong 2001, Nanawagan tayo ng mas murang gamot. Nagbebenta na tayo ng mga gamot na kalahating presyo sa libu-libong Botika ng Bayan at Botika ng Barangay sa maraming dako ng bansa. Our efforts prodded the pharmaceutical companies to come up with low-cost generics and brands like RiteMed. I supported the tough version of the House of the Cheaper Medicine Law. I supported it over the weak version of my critics. The result: the drug companies volunteered to bring down drug prices, slashing by half the prices of 16 drugs.”
A good benefit to us. Medicine are such expensive like the daily vitamins that you take. And also for the person that are sick or in ill it is such a headache in their minds. So, i say thank you for making this medicine for affordable. It just a great contribution to us people leaving in the Philippines to have a low price of medicine. Good job|!3.)EDUCATION
“Our educational system should make the Filipino fit not just for whatever jobs happen to be on offer today, but also for whatever economic challenge life will throw in their way….”
In my opinion it is just like we are studying, getting the course that we want and it is just a useless that our course is not fit for our job. WHAT THE EIW!!....(hmnpf) but in spite of that i understand that this country the Philippines is just a low of job importunity not in the sense a very little but the government cannot support the yearly graduates of our schools. So let's just help find a way we can get jobs after we graduate so that to help our selves and also to contribute to our economy.4.) OFW Benefits
“Meanwhile, we should make their sacrifices worthwhile. Dapat gumawa tayo ng mga mas malakas na paraan upang proteksyonan at palawak ang halaga ng kanilang pinagsikapang sweldo. That means stronger consumer protection for OFWs investing in property and products back home. Para sa kanila, pinapakilos natin ang Investors Protection Task Force….”
For this issue yeah!!I really agree for that even if my parents are not OFWs but still i really understand the sickness when far from your family the sacrifices they have made day by day, the challenges so let just respect it.In support for this I heard in the program in the ABS-CBN in WOWOWEE.. when the players where OFWs and then when one of the players there has a great disappointment of his wife because he said in five years he worked in abroad even a single cent she did not save. Wow!!what a crap!..what a terrible wife but to criticize his wife i dont really know the reason why she did not save but the husband said that it just about the "BISYO"! toinks..
crap!!So here are some of areas of Human Resource :
Areas in Human resource management include:
Change Management-
organizational and personal change management, process, plans, change management and business development tips
Here are some rules for effective management of change. Managing organizational change will be more successful if you apply these simple principles. Achieving personal change will be more successful too if you use the same approach where relevant. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change.
See also the modern principles which underpin successful change.
For a wonderful example of managing successful ethical change in modern times, see 'Three Wins'.
Do not sell change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success, unless your aim is to be bitten on the bum at some time in the future when you least expect it. When people listen to a management high-up 'selling' them a change, decent diligent folk will generally smile and appear to accede, but quietly to themselves, they're thinking, "No bloody chance mate, if you think I'm standing for that load of old bollocks you've another think coming…" (And that's just the amenable types - the other more recalcitrant types will be well on the way to making their own particular transition from gamekeepers to poachers.)
Instead, change needs to be understood and managed in a way that people can cope effectively with it. Change can be unsettling, so the manager logically needs to be a settling influence.
Check that people affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Use face-to-face communications to handle sensitive aspects of organisational change management (see Mehrabian's research on conveying meaning and understanding). Encourage your managers to communicate face-to-face with their people too if they are helping you manage an organizational change. Email and written notices are extremely weak at conveying and developing understanding.
If you think that you need to make a change quickly, probe the reasons - is the urgency real? Will the effects of agreeing a more sensible time-frame really be more disastrous than presiding over a disastrous change? Quick change prevents proper consultation and involvement, which leads to difficulties that take time to resolve.
For complex changes, refer to the process of project management, and ensure that you augment this with consultative communications to agree and gain support for the reasons for the change. Involving and informing people also creates opportunities for others to participate in planning and implementing the changes, which lightens your burden, spreads the organizational load, and creates a sense of ownership and familiarity among the people affected.
See also the excellent free decision-making template, designed by Sharon Drew Morgen, with facilitative questions for personal and organizational innovation and change.
To understand more about people's personalities, and how different people react differently to change, see the personality styles section.
For organizational change that entails new actions, objectives and processes for a group or team of people, use workshops to achieve understanding, involvement, plans, measurable aims, actions and commitment. Encourage your management team to use workshops with their people too if they are helping you to manage the change.
You should even apply these principles to very tough change like making people redundant, closures and integrating merged or acquired organizations. Bad news needs even more careful management than routine change. Hiding behind memos and middle managers will make matters worse. Consulting with people, and helping them to understand does not weaken your position - it strengthens it. Leaders who fail to consult and involve their people in managing bad news are perceived as weak and lacking in integrity. Treat people with humanity and respect and they will reciprocate.
Be mindful that the chief insecurity of most staff is change itself. See the process of personal change theory to see how people react to change. Senior managers and directors responsible for managing organizational change do not, as a rule, fear change - they generally thrive on it. So remember that your people do not relish change, they find it deeply disturbing and threatening. Your people's fear of change is as great as your own fear of failure.
responsibility for managing change
The employee does not have a responsibility to manage change - the employee's responsibility is no other than to do their best, which is different for every person and depends on a wide variety of factors (health, maturity, stability, experience, personality, motivation, etc). Responsibility for managing change is with management and executives of the organisation - they must manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to 'step back', and be non-judgemental), and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable - not to instruct and impose, which nobody really responds to well.
change must involve the people - change must not be imposed upon the people
Be wary of expressions like 'mindset change', and 'changing people's mindsets' or 'changing attitudes', because this language often indicates a tendency towards imposed or enforced change (theory x), and it implies strongly that the organization believes that its people currently have the 'wrong' mindset, which is never, ever, the case. If people are not approaching their tasks or the organization effectively, then the organization has the wrong mindset, not the people. Change such as new structures, policies, targets, acquisitions, disposals, re-locations, etc., all create new systems and environments, which need to be explained to people as early as possible, so that people's involvement in validating and refining the changes themselves can be obtained.
Whenever an organization imposes new things on people there will be difficulties. Participation, involvement and open, early, full communication are the important factors.
Workshops are very useful processes to develop collective understanding, approaches, policies, methods, systems, ideas, etc. See the section on workshops on the website.
Staff surveys are a helpful way to repair damage and mistrust among staff - provided you allow allow people to complete them anonymously, and provided you publish and act on the findings.
Management training, empathy and facilitative capability are priority areas - managers are crucial to the change process - they must enable and facilitate, not merely convey and implement policy from above, which does not work.
You cannot impose change - people and teams need to be empowered to find their own solutions and responses, with facilitation and support from managers, and tolerance and compassion from the leaders and executives. Management and leadership style and behaviour are more important than clever process and policy. Employees need to be able to trust the organization.
The leader must agree and work with these ideas, or change is likely to be very painful, and the best people will be lost in the process.
change management principles
1. At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational).
2. Understand where you/the organisation is at the moment.
3. Understand where you want to be, when, why, and what the measures will be for having got there.
4. Plan development towards above No.3 in appropriate achievable measurable stages.
5. Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.
Executive recruiters -
Management Recruiting Today
Historically, management recruiting was a very personal professional. The management headhunters and recruiters cultivated direct, personal relationships with Business owners, managers of recruiting firms, and the like. At the same time, executive recruiters maintained a list of clients who were interested in finding gainful and satisfying employment in one professional field of another. With the advent of high-tech advances in communications, management headhunters have had to adapt and change in order to provide optimum Service to their clientele. In no small way, gone are the days where the fostering of personal relationships was of primary concern. And, presently, enter the day of high-tech communication and the Internet.
How an Executive Recruiter Stays in the Game
As mentioned at the start of this article, executive recruiters must be well versed in the latest technology if they want to continue to play a significant part in the field of employment placement and related endeavors. In the 21st century marketplace, with the use of high-tech Communication via the World Wide Web and similar venues, it is very easy for employers to make direct contact with potential employees thereby effectively freezing out the recruiters who are looking for management positions all together. Therefore, the most successful executive recruiters, search firms and Recruiting services are taking consistent and determined steps to maintain access to the most current forms of technology. By doing so, a search firm, recruiting firm or management executive recruiter will be able to continue to serve as a vital link between an employer and a prospective employee.
Internet Resources: The Online Directory of Executive Recruiters
Fortunately, there are an abundant number of Internet resources available to today's executive recruiter. Chief amongst these are online directories of various sorts and varieties. These online directories can assist management headhunters, recruiting firms, executive search firms and the like in obtaining information and services relevant to their particular pursuits. For example, pharmaceutical executive recruiters and management executive recruiter specializing in placing health care related professionals can draw upon a whole host of online directories and directory services that provide information on employment and hiring resources in the mammoth pharmaceutical industry. There are a significant number of specialty online directories that can readily serve and service the needs of head hunters and others in the employment and job placement industry. Examples of these types of information resources include different versions of the directory of executive recruiters and the more general recruiter directory.
sources: http://www.businessballs.com/changemanagement.htm
http://www.onlinerecruitersdirectory.com/executive-recruiters.html
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