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Chapter
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1
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Introduction
to People Express
Research
indicates that people matters are of integral importance to
business decision-making, not a separate welfare matter. There
is the birth of a new strand of management thinking in the
USA, viewing the organization as human and organic, not mechanical;
this book charts the rise of such thinking alongside similar
models from Germany, Sweden, and Japan. |
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2
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Definition
of Terms: What is People Express?
People
management falls into an uneasy category within management:
on the one hand it is seen as a specialism in its own right
but, on the other hand, some aspects are common to all managers,
as all have people reporting to them. Personnel, or human
resources, did not fit neatly into the departments of the
conventional twentieth-century corporation. |
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3
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The
Evolution of People Express
Modern
history of people management begins with the philanthropy
of the nineteenth century, which became the welfare-based
personnel department of the twentieth century. Mary Parker
Follett was an early prophet of partnership. By the mid twentieth
century, scientific management holds sway; sees people as
cost; personnel department is separate from general management
and largely consumed with administration. Employees seek protection
through law and trade unions, not through their employers.
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4
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The
E-Dimension: People Express
People
management was largely untouched by technology until the late
1990s, since when it has begun transforming approaches, particularly
to recruitment and training. Outsourcing is much easier and
continues apace, but presents formidable challenges of accountability.
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5
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The
Global Dimension
The
global economy increasingly resembles prosperous, knowledge-rich
regions, rather than rich and poor countries. There is tension
between local and colonial-style management in multinationals.
Some opt for a tight-loose structure; more than one approach
can be successful. Cross-cultural working can be beneficial
to global companies. |
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6
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The
State of The Art
Many
management thinkers now place people development at the heart
of business strategy. The status of people management is confused,
as two strong forces - impetus for shareholder return and
rise of importance of skills and teamwork - appear to be in
conflict. Some organizations are finding overlapping interests.
Many personnel managers are "addicted to HR tools." |
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7
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People
Express in Practice
Komatsu:
unchanging commitment to integrated people and general management.
Southwest Airlines: treating staff as value and serving the
customer. Skandia: cataloging the range and depth of intellectual
capital. |
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8
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A
Glossary of People Express
A-Z listing of key terms and concepts in the management of
people. Key thinkers: Jeffrey Pfeffer; Leif Edvinsson; Randall
Schuler and Susan Jackson; and Dave Ulrich.
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9
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Key
Concept and Resources
Personnel
management associations Consultancies Journals Books Websites
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10
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Ten
Steps to Making People Express Work
Take
a strategic view. Make a decision on measuring human capital.
People matters are at the heart of restructuring, merging
or downsizing. Become a learning organization. Benchmark against
principles, not numbers. |
