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COVER
STORY
Human
Resource Practices and the Architecture of Knowledge-based
Resources: Some Insights
- - Patricia Ordóñez de Pablos
This
article highlights the strategic importance of knowledge-based
resources for organizational competitiveness. After analyzing
the basic types of knowledge-based resources (human capital,
relational capital, technological capital and organizational
capital), the article focuses on one specific type: The human
capital. The article develops a framework for the analysis
of this resource using strategic management literature. It
also explores the significance of organizational learning
for the creation of a long-term competitive advantage for
the firm. Finally, it summarizes major conclusions and implications
for the management.
©
2006 Patricia Ordóñez de Pablos. All Rights Reserved.
COVER
STORY
Social
Visibility: As an HR Practice
- - Radha Mohan Chebolu
Growing
complexity of `workplace management along with business priorities
poses a challenging scenario for the aspiring executives in
the corporate world. The employer alone cannot determine what
constitutes their job. Situational analysis and timely decision-making
form the hallmark of a wise executive and enable him to take
care of `shareholders and `stakeholders on equal footing.
This makes us to put forward the concept of `social visibility
that constitutes the core job of `effective executive for
achieving organizational and personal goals.
©
2006 IUP . All Rights Reserved
COVER
STORY
Best
of HRM Practices
- - K Mallikarjunan
HR
policies form the framework for effective functions of HR
management; they form the culture in business management,
i.e., they are the very functioning of a business enterprise.
The practices should necessarily result in benefits to all
the stakeholders like the shareholders, creditors, suppliers,
consumers and the employees. Such practices create an awareness
of the need to achieve the business goals in the best possible
and ethical manner. They also create a sense of respect for
ethical values in the organization. If the HR practices adopted
by an organization include periodic review of employee performances,
adequate training for the workforce and most important of
all, well thought out career advancement norms for its personnel,
it will be the organization that will reap the full business
benefits and emerge successful to the great satisfaction of
all the stakeholders.
©
2006 IUP . All Rights Reserved
GENERAL
MANAGEMENT
Impression
Management: The Need of All Hours
- - Chitra Mukunnan
One might think Impression Management is an easy and natural
process. But most of our failures are due to faulty Impression
Management. There is no unique or best tool to manage impressions,
which suits everyone on all occasions. One must be alert and
mature to use the correct Impression Management techniques.
This skill coupled with common sense and practice will help
to cope with tough situations.
©2006 IUP . All Rights Reserved
ORGANIZATIONAL
CULTURE
Human
Resource Management in Cross-cultural Context: Challenges
and Responsibilities
- - Vikramaditya Ekkirala
Multicultural
workforce congregations have become todays workplace realities.
The cross-border market terrorism sponsored by MNCs evoked
counter insurgency and strategic warfare from domestic businesses.
Partnering people in this race is vital for success in the
marketplace. This article highlights the challenges of HR
professionals in orienting HR processes and practices to cross-cultural
work settings, building inter-cultural competence and minimizing
the impact of culture shock. The issues involved in cross-cultural
HR initiatives are discussed, reviewing industry practices
and the road ahead in this journey.
©
2006 IUP . All Rights Reserved
MANAGEMENT
LEARNING
The
Role of Management Games as a Learning Tool
- - Subhadip Roy and Atanu Adhikari
Management
games are gaining more and more importance in todays workplaces.
They not only provide a respite from daily work but also help
to imbibe within the players a complex concept without the
use of the lecture method of teaching and with the help of
fun element added in the game. They have now crossed the boundaries
of organizations (where they used to be played primarily)
and are now used in educational institutes like Business Schools
to make the students acquainted with concepts that are difficult
to explain, unless experienced. This article speaks about
the origin of management games, the use of management games
and the steps in conducting a game along with its advantages
and disadvantages.
©
2006 IUP . All Rights Reserved
CONFLICT
RESOLUTION
Industrial
Conflict: A Conceptual Framework
- - B Srinivasa Rao
This
article discusses the nature and institutionalization of industrial
conflict. The antiquity and ubiquity of industrial conflict,
and the varying theoretical perspectives on it have been captured
in a conceptual framework.
©
2006 IUP . All Rights Reserved
INTERVIEW
- - Interview with Ken Johnston
©
2005 Nymity (www.nymity.com). Reprinted with permission.
CASE
STUDY
From
Community of Practice to On Demand Workplace: IBMs Journey
in Knowledge Management
- - Jayaprada MP, Minita Sinha and TR Venkatesh
©
2005 IBS, Bangalore. All Rights Reserved.
For accessing and procuring the case study, log on to www.ecch.cranfield.ac.uk
BOOK
REVIEW
The
Enthusiastic Employee
- - David Sirota, Louis A Mischkind and Michael Irwin Meltzer.
The
book depicts 30 years of research and experience to show what
exactly managers do wrong and what they should do instead.
Focusing on elaborate case studies and employee attitude surveys
in hundreds of companies, the authors offer proven solutions.
The findings of research establish that enthusiastic and satisfied
employees identify organizations goals with their personal
ones, which enhances the productivity and gives a competitive
edge to organization.
©
2005 Pearson Education Inc. All Rights Reserved. IUP holds the copyright for the review. |
