Do we need HR? : repositioning people management for success by J. Michie, Paul Sparrow, C. Cooper, Martin Hird

By J. Michie, Paul Sparrow, C. Cooper, Martin Hird

Written via a number one group of authors with contributions from best HR execs, will we want HR? is a vital booklet which addresses matters surrounding the position, constitution and demanding situations for HR departments and the way the sector might be laid low with new varieties of firms, networks and strategies of operating.

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Extra resources for Do we need HR? : repositioning people management for success

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The emphasis is shifting towards defined product properties and benefits, which essentially reverses the way that food companies look at product development. , where innovations address localized food and consumer tastes). This means modifying the culture so that it understands and accepts the different types of innovation, and having leaders who can flex their leadership style to manage in both situations. Vodafone has established a Joint Innovation Laboratory as a joint venture with Verizon Wireless, China Mobile and Softbank Mobile as a platform to develop mobile services and drive innovation and synergy in the industry, providing innovators with access to all four customer bases.

Changing the organization’s own characteristics (structure, climate and culture) in ways that facilitate creativity and innovation. The shaping of a few people can be a valuable tool in the company’s armoury (again, this is an issue discussed in Chapter 7 in relation to talent management) and this raises questions about selecting and then developing individuals who are more entrepreneurial, innovative or creative. ” I N N O V A T I O N A T T H E M I C R O - L E V E L Creativity and innovation are overlapping constructs.

2. Participative safety: reflecting support for innovation through co-operation among team members, mutual assistance during the development of ideas and inter-personal interactions that result in group members feeling safe to propose and develop radical and risky new ideas. 3. Vision: how clearly defined, shared, attainable and valued are the team’s objectives and vision? 4. Task orientation: commitment of the team to achieve the highest possible standards of task performance. Of these factors, team climate researchers continue to find that climate for excellence drives the quality of innovation, whilst participative safety (also called support for innovation) drives the quantity of innovation.

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