HR management assignment on: Situational analysis in an organization

Situational Analysis

The present situation in the organization depicts the picture that not everything has been going well and lacks organized operations. Moreover a different perspective where the management has different views for the HR manager and the employees have a different one is of the primary concern. It shows that the proposal of the Managers to undergo the Diploma of Management Studies was not well accepted by the Technical managers but was well accepted by management services, sales and marketing managers. Closely observing the case it would be revealed that there was absence of coordination and things had been implemented without even understanding its consequences. The HR Manager was more inclined towards maintaining industrial relations and carrying out paperwork and procedures rather than looking into matters of the employees. This meant there was not much of a balance in his approach to carry out his designated functions. Moreover as mentioned in the case the HR manager was more of a ‘’manage by exception’’ type where he only addressed the issues when it became large or bigger. This is evident from the act he did when the top management asked for his report regarding the courses and its benefits to the managers.Major Problems with management and attitudes towards training in this organization

As mentioned above there were several flaws in the management and the way things were taken care off within the organization. Although training is one of the most essential elements which highly contributes in increasing the efficiency of the managers it was not at all managed well. The HR manager was not dedicated and had no clue about the requirements of the managers and their needs. The problems within the organization have been pointed out by finding the flaws through the basic elements of an effective management in an organization: (SGNHC 2007)

• Planning: Being the first and foremost element of an effective management in an organization there seems to be lack of planning by the HR manager. Also the blind trust by the top management for all the decisions carried out by the HR manager reflects the level of planning the management had for taking care of its employee needs. The HR manager had no plans developed to train the managers and junior staff in the manner they should have been. Once he was suggested of making the managers undergo a management training program i.e. a Diploma of Management Studies he had no plans to select the applicable candidates. Rather he went for random selection of employees to undergo the course which resulted in benefiting some and being of no use for others.
• Organizing: Coming to the second most vital element of an effective management the case presents a clear view of ineffective organizing. The HR manager took decisions without even analysing the consequences and the benefits. He was too careless to take care of the entire training program seriously and did not organize the training schedule as per the actual qualification of the employees.
• Directing: The Top Management was entirely dependent for the training program and its programing on the HR manager by just saying ‘do something about educating our junior and middle managers‘. With no accountability the HR manager although directed and allocated the training programs was ineffective to do so. Mason just as if carrying out formalities called out the names randomly asking for nominations and organizing their attendance. No detail was further provided about the course and the benefits it would have provided the employees. Further a selection of 16 managers was made by just selecting the nominated employees by the senior staff and officers.
• Selecting: The other function of an effective management is the criteria of selection. Here Mason the HR of the company selected the 16 managers based on simple nominations made by the senior staff or the senior managers of different departments. He had no basis of selection neither he had clarified the basis of selecting the final candidates to anyone. This is seen as one of the most important flaws as a random selection resulted in waste of resources, time as well as made the Technical managers confused of the importance to undergo this form of training.
• Coordinating: Lack of Coordination seems to be present everywhere as he had not been interacting much with the other employees besides just interacting with the top management. This was the reason that the employees had a view of him being more of a paperwork guy than a manager who addresses the concerns of the employees. It had created a different image altogether where the he was not so effective to coordinate his tasks with both sides of the management i.e. Top and Middle level management.
• Reporting: Mason was bad with his reporting skills because when he was asked from the management to present the reports and progress of the Management development program in the Annual Report he was clueless. He approached me and asked to prepare the report which was actually his task to carry out. This shows he was not at all serious about the training program and had been taking no interest to take a note of what the impacts of the programs implemented.The above observations reveal that the management was not at all in control of the things happening around. Particularly Mason the HR manager does not seem to be in control of the things and is very careless of the way he carries out the tasks related to employee development.

Strategies to overcome these problems

All the above issues could be solved only if there is a proper and well-defined set of activities with more accountability from part of the HR as well as the other managers. The possible decisions which the management should take in order to manage the situation and take care that this does not prevail in future would be as follows: (Thomas net 2010)

• Accountability: Here with the top management holding one view and the other employees the other for the HR manager it seems that they see him as a different person altogether. The management on one hand expects the HR manager to be carrying out the entire task in a very good manner. However the other people in the organization see the HR manager as only the person who is involved in policy making and never being employee friendly. They believe that besides taking care of their concerns the HR manager is involved in everything. This seems to be evident from the training program above. It had been implemented without understanding who within the organization needs it and who doesn’t. Here the management needs to be more vigilant to know how the HR manager is carrying out his tasks. A proper accountability with constant monitoring needs to be implemented to take care of the fact that the employees are being provided the right training and development.
• Motivation: One of the things which has been lacking evident from the response of the employees is the essence of motivation. Ome of the technical staff were quoted saying:  ‘I won’t be here forever, so I’ll be able to use the learning in the next job I get. In the meantime, it’s certainly made me more aware of the deficiencies of this place — especially how out of date my boss is!  Pity you couldn’t persuade him to do one of these courses!’. This shows that the management and the HR manager in particular had not been able to provide any sort of motivation to its employees to increase their efficiency levels. With no motivation to work or learn during the training programs it was a futile effort on behalf of the management to provide them with extra courses. They might have gone through the courses but with not motivation or eager to learn about what and why it was being provided the basic purpose of the training was just a waste. SO here the management needs to bring in awareness among the employees particularly the middle level and young managers in the organization to understand the importance of continuously learning and implementing new concepts. Here it was the role of the HR manager to motivate them and make them understand the basic need for going through the training program such as the Diploma of Management studies (North Dakota n.d).
• Specialized training programs: The other thing which needs to be kept in place is relevant courses for dedicated designations. Like the response of the technical staff where he quoted:We’ve been doing jobs perfectly well up to now: why are we being pushed onto these college courses?  We’re not going to get more pay or promotion, and there’s nothing new in any of it except that Organisational Behaviour stuff — and that’s just common sense, anyway — a lot of jargon, but that’s all it really is.’This means that providing a management training having no relation with the work they have been performing would have been just a waste of time. For example the managers though would have to understand some common subjects such as Organization Behaviour need not understand the terms of Finance which he had no clue or use of. Management courses structured in a manner which provides specialized subjects to the managers of different departments is what was required. For example specializing in operations was something which was required from the part of operations manager. On the contrary the Finance and Marketing managers needed to be thorough with his knowledge on Finance and Marketing respectively.
• Defined basis of selection: The organization seems to have no defined basis of selection of the right candidates to undergo training programs. It needs to be said that the organization requires a defined basis of selection for any of the training programs it is offering. This would not only help the senior manager to pick out the eligible candidates but also help the employees to understand and know whether they should opt to go for a particular training program. Here neither the senior managers who suggested the candidates nor the candidates were aware of the criteria and course contents so that they could know if they should be doing the particular program or not. For example the people from the finance, marketing, sales, and other similar departments found it easy and important to go for the course but only after going for the course. In the same manner the technical young managers came to know that the programs were not at all designed for them and was no use to their task in the organization. Moreover 3 employees had already opted out in the middle of their training program whereas one was sitting for the exams again (Sage Pub n.d).

Conclusion

Training and Development is one of the most vital elements for the success of an organization and growth & development of its employees. It not only helps the employees understand the ways through which they could increase their efficiency levels but also helps them contribute in the progress of the organization. Here it should be mentioned that a training program would only be fruitful if it has been well coordinated and designed. The task for this is solely of the HR Department and its head. Mason being the HR head was responsible to make sure that these things were in place and well-coordinated. Also an effective training program would further depict the level of efficiency with which the HR manager has been carrying out his task and contributing towards the development of the company and its resources. With all the problems addressed well and the possible solutions being implemented in a planned manner could help the company to bring awareness and eagerness among its employees to undergo while making proper use of the training programs.

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