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Li role in the Tradition of Chinese History
Traditional Chinese History
Student’s Name
Institution
Traditional Chinese History
Li’s role in the Tradition of Chinese History
The literal meaning of li is rituals or ceremonies, social conduct rules and proper code of conduct or propriety. In the society of Chinese, the li concept is a peace, harmony and discipline promotion factor. Li has three categorical concepts as discussed in the next paragraph.
Ceremony or ritual as the first li concept is a service of religion involved with actions that are performed in an order that is fixed. Proper code of conduct or propriety is li’s second concept. It defines special relationships within a well organized system where everyone has explicit attitudes toward another. It makes a man to have moral discipline in his own conduct. Social conduct rules are li’s third notion that means laws of customs. It discourages punishment as a form of correction (Ritual and the Life Cycle, ppt).
Li is a type of law mainly concerned with the observation of the cultural and customs of the Chinese. It encourages the use of common sense in every aspect of life one is involved in. In China, rituals were performed as a way of reconciling with others and also as a show of respect which was considered a responsibility to the society. As a result, few squabbles were witnessed among the Chinese (Ebrey 2010, 76).
Sage uses li to find that which is appropriate as it sets example admired and followed by others. The word ritual in China refers to ancestral worship ceremonies, parent’s burial and rules guiding the relationship between children and parents: rulers and servants. Propriety is concerned with what should be done in the right manner.
As a result, several schools of thought for philosophy emerged. Consequently, only three traditions of philosophy have shaped and had a great impact on the culture of Chinese. Such include Confucianism that deals with relationships between humans, Buddhism that favors philosophy than religion and Taoism that deals with how nature brings harmony to human. The three are teachings of philosophy but not religions as far as the Chinese are concerned (Ppt, The Hundred Schools of Thought).
Confucianism
It is a religion of a family, a daily life and an organizations social philosophy. It is a school of thought with lots of emphasis on individual’s mutual relationship with fellow man. Despite being a religion belief system, it is ethical and based on the relationship’s concept. According to philosopher Confucius, obligations and responsibility has a dual aspect in relationships that must be fulfilled (Ebrey 2010, 82). Confucianicism states that man can be improved through teaching and perfected via communal and endeavour that is personal. Basically, it stresses the vitality of the relationships of human and how they should live in harmony (Confucius and Confucianism ppt).
Confucius argues that man’s behavior and actions are portrayed in his personality in the five relationships. Such include parental, conjugal, governmental, friendship and fraternal. For instance, mundane such as helping an old man carry a load can cause a different feeling on a person. By doing what one loves and enjoys, his desires are satisfied. A person is well positioned if she is aware of her likes and dislikes (Ebrey 2010, 43). Eventually, a person will understand herself much better and even be extra ordinary with an influence that is incredible.
The ethical ideas of philosophy of Confucian are perfected through practice. Under the right circumstances and with encouragement, Confucianism holds that individuals can control their emotions. It is also considered that for the mind to be thoughtful enough then it should be in its fresh and pure state. Li is embodied in the mind and is not influenced by the external factors. It is a fact that knowing what to do and doing it rightly is compatible. Additionally, Confucius argues that the heart and the mind work together and one should not just do what he thinks should be done but also what his heart desires. In so doing, the desired decisions and responses are achieved simultaneously (Ppt, Confucius and Confucianism).
TaoismTaoism emerged the same time as Confuniacism. It was the Chinese tradition of religion practiced centuries ago. Lao-Tse is believed by many as the founder of Taoism, a present-day of Confucius. It is the power that governs both the living and non-living things and provides equality in the universe. It indicates that for anything right to exist, then its opposite wrong side exists too. Though it commenced as a combination of both the philosophy and psychology, Taoism, in 440CE, evolved into a religious faith and the state adopted it as a religion.
Taoism state support ended in 1911 with the end of Ching dynasty. In the next period of warlordism, heritage of Taoism was destroyed and there was no more freedom of religion after the victory of Communist in 1949. Temples were confiscated and treasures pillaged as manual labor was put to monks.
Buddhism
Buddhism originated from India after being established by Siddhartha Gautama who was a Confucius contemporary. It got its way into China during Empire Han Ming Ti ruling. Its impact was not immediately felt as the Chinese were resistant to it due to their emphasis toward relationship’s rituals that revolve around society and family. Eventually, its fame came during the great time of barbaric and social indecision (Ppt, Buddhism in China).
Gautama realized and felt saddened by the fact that human was suffering and decided to look for alternative means of bringing comfort. He realized that the human can overcome pain by overcoming his own desires. He, therefore, came up with a set of rules known as the Eightfold Path that are similar to the biblical Ten Commandments. The mindset was to bring peace that is spiritual where it is believed that harmony substitutes pain.In summation, li concept is a factor that aids in the promotion of peace in the society of Chinese as it encourages living together harmoniously. China Buddhism incorporates practices of religion that the Chinese believe bring salvation to them. There has been a mix of Taoism, Buddhism and Confucianism since the incoming rule of Song Dynasty. The resultant mix is the philosophy and culture of Chinese. However, the role of li changed a bit as a result of the changes in governance.
The Han DynastyFounded by the rebel leader, Liu Bang, the imperial Han Dynasty was the first in China that lasted for a longer time. It rebelled against Qin Dynasty that was the government so oppressive. Liu Bang and his lieutenants created a stable government after several years of political instability. The Han Dynasty is more of a golden age to the Chinese in their history. It is composed of two periods that include the former Han Qianhan and the later Han Houhan. Geographically, Han Qianhan represents the western Han Xihan and the Han Houhan represents the Eastern Han Donghan (The Han Dynasty–Part One, Political History ppt).The court residence was in Changan during the Western Han rule and in the Luoyang during the Eastern Han government. The capital shifting from Western to Eastern is a pattern similar to those preceding governments. The only variation is that unlike the other dynasties that shifted as a result of military divergences, the Han Dynasty capital shifting was due to economic and political reasons.Equipped with apparatus of administration inherited from the Qin Dynasty, Liu Bang formed a government run on the basis of the Confucianism doctrines which ensured that the people’s welfare were well-taken care of. Measures of strict control of the finances of the state were put into place. Qin’s policy of legalists was adopted and a system that is censorial applied for registration of all the members of households. Bang’s administration came up with strict measures to put the local government into check (Ppt, The Han Dynasty–Part One, Political History)In the Han Dynasty, there were regions that were under the extreme control of the central government called commanderies which were administered by military commanders. The commanders were responsible for revenue collection and ensuring that peace prevailed. Due to rebellion from seven other states, these commanderies lost their independence. In 200BC, the Han Dynasty was defeated by Xiongnu and was forced to join the government as an inferior member. Xiongnu’s continued attacks on the Han’s borders forced the leader then, emperor Wu to launch a counter military strike that finally led to the defeat of Xiangnu.The sovereignty of Han thus extended to the basin of Tarim of Central Asia after the conquering of Xiongnu, which was then divided into two distinct confederations. As a result, there was the start of trade along the Silk Road that extended all the way to the Mediterranean. Chinese silk had demand in the Roman Empire market and, as a result, there was an increment in the level of their wealth. Precious ores such as silver and gold were also traded on.Schools were established under the Han administration so as to promote the ideals of the official scholars. Additionally, the university was further established where the classics of Confucian were studied and thereafter the young graduates became bureaucrats. As the number of graduates increased the state became autocratic (Ebrey 2010, 53). With time, a political culture that was bureaucratic was formed. It helped balance the partnership among the scholars, political and economic elite. The Economy and the Social OrderThe Han leadership formed coalitions with other leaders thus they were able to get social support from other diverse regions. The strategy ensured that the tax base widened hence there was more revenue collection. Promotion of business growth by the state pushed the merchants to form a business partnership with the ruling elites. Funds raised through trade in salt and silk was used in financing the military functions.There was paper invention that improved the Chinese lifestyle. People started writing as painting with scroll commenced. Confucius teaching would be written as well as literature. The Han administration controlled the businesses of merchants as peasants got dignified treatment for being productive Expansion of the Silk Road and the EmpireSignificant economic achievement of the Han’s Dynasty was the opening and expansion of the Silk Road. Canals were built for better and efficient movement of goods and merchants who took advantage of the canals made wealth and invested. Eventually, this opened up other routes that merchants could follow to reach out to the customers. As a result, the empire prospered economically and the intermingling led in exchange of cultures. The creation and expansion of an army that is powerful was essential to the expansion of the empire borders. The traders were, therefore, assured of security along the Silk Road Settlement of traders and farmers brought lots of development along the Silk Road due to the government’s support.Canals were built for better and efficient movement of goods and merchants who took advantage of the canals made wealth and invested. The largest Chinese work of historiography known as the Grand Historian Records was done during the Han Dynasty by Sima Qian. The historiography contains the Chinese history that dates back to 2,000 years ago. It is also during the Han’s reign that the whole modern China proper the Northern Vietnam among others was incorporated into China.Generally, the Han Dynasty rule brought about changes in social, political and economic arena due to trade expansion and political stability.
Purpose and Effects of Zheng He Voyages
Expedition and admirals of the eunuch are extensively addressed by Dreyer. Zheng He led seven voyages of the Chinese to Asian Southeast and the Indian Ocean accompanied by thousands of men in a fleet of ships. He followed the routes of trade already known by his men. The idea of the explorations was to make foreign emperors submit to China.Zheng He, a eunuch, and others were instructed to take orders of Imperial to the Western’s oceans various countries. They were to appropriately bestow upon the kings of the countries they visited with thin silks that were variegated and entwined with threads of gold. On the second day of October, 1407, Zheng He, who was the eunuch’s director, returned from the various western ocean’s countries where he had been. He brought with him, Chen Zu-yi who was a pirate and others in shackles (Zheng He: Ambassador of Peace or Conqueror?).
Of the seven voyages, one occurred under the reign of Xuande while the other remaining six happened during the reign of Yongle. Zheng He used valuable gifts during the voyages which he gave to the ruling elites as a way of easy dialogue and persuasion. His ability to conceptual the customs and practices of the hosts was key to making quick mutual ties. It is during this period that China’s business connections with the outside world expanded (Ebrey, 64). The empire was always pleased with He and gave him a go ahead to organize several voyages during his tenure. As a result, though other kingdoms were captured and borders expanded, the Chinese economy grew due to the expansion in growth. Every single voyage had a stipulated target.
He had previously come across Zu-yi and others when he arrived at Old Port 1 and sent his people to bring them to the pacification that had been negotiated. He discovered that Zu-yi pretended to have surrendered yet he had a secret plan to attack the Imperial army. His over 5,000 bandit gangs were killed, ten of the ships of the Zu-yi gang were burnt too and the number of ships captured was seven. It was Zu-yi’s greatest loss and defeat. An order was issued that all the captured prisoners be beheaded on arrival at the capital (Zheng He: Ambassador of Peace or Conqueror?).
On eighth October, 1407, temple 3 of the new heaven’s Tempress at Long jiang 4 was accomplished. The Court of Imperial sacrifice’s vice minister, Zhu Zhuo, was sent to dedicate the temple and offer sacrifices. It was at a time when the eunuch Zheng He had returned from Melaka, Calicut and other five countries of fan on a mission. The temple was eventually erected since Zheng He said that the spirits were of great help during his missions (Zheng He: Ambassador of Peace or Conqueror?).
The purpose of Zheng He’s voyages was to create a relationship of trading ties between China and other global countries. Though He managed to connect China with other nations, during his voyages, there were casualties they faced with his troop. The number of lives and property lost during this phase is of great negative effect than the positive effects. Zheng He did little to protect other people’s lives and property while he was on a mission to connect his country on matters related to trade (Ebrey 2010, 48). Contrary to the Chinese belief on relationships, Zheng’s missions during his expeditions were not totally pro propriety. The missions were based on developing business ties and expansion of China borders and actually having a mutual kind of relationships with the visited nations.
References
Ebrey, P. B. (2010). The Cambridge illustrated history of China. Cambridge: Cambridge University Press.
Ppt, Buddhism in China
Ppt, Ritual and the Life Cycle
Ppt, The Han Dynasty–Part One, Political History
Ppt, The Han Dynasty–Part One, Political History
Ppt, The Hundred Schools of ThoughtZheng He: Ambassador of Peace or Conqueror?).
MANAGE WORKFORCE PLANNING
Student Assessment Cover Sheet
Course: DIPLOMA OF BUSINESS
Unit Code:BSBHRM513A
Unit Title: MANAGE WORKFORCE PLANNING
Student Name: _______________________________
Student Number: _______________________________
Assessment:
PART A – REVIEW QUESTIONS
PART B – CASE STUDY
PART C – PROJECT
PART A – REVIEW
Question 1 –TERMINOLOGY
Research the following TERMS and PHRASES these are linked with your assessment. Attach your definition or explanation to each word. Please remember to Reference.
Scenario Planning
scenario planning is a business management concept that provides leaders with a better understanding of the world and the macro drivers of change that are at work, which assist leaders to achieve better decision making at the operational level (Kahane,2012).
workforce analysis
This is a human resource management concept that provides information regarding the current workforce across mission critical occupations, including demographic and background characteristics of the current workforce, retirement eligibility, turnover, and various workforce management issues (Rothwell & Kazana, 2003).
PEST analysis
It is a concept in marketing principles which is used as a tool by companies to track the environment in they are operating in or are planning to launch a new product or service (Henry, 2011).
SWOT analysis
A SWOT analysis consists of evaluating a firm’s internal strengths and weaknesses and its external opportunities and threats. It is a valuable strategic planning tool, because it focuses on the key elements of a firm’s position within a market (Pahl & University of Applied Science Berlin. 2007).
Workforce planning (WP)
This is a core process of human resource management strategy which ensures the right numbers of people with the right skills are in the right place at the right time to deliver short- and long-term organisational objectives (Bechet, 2008).
Trend analysis
It is an aspect of technical analysis that attempts to predict the future movement of a stock based on past data (Kim, Fiore & Kim, 2011).
Porters Five Forces Model
It is a model which identifies and analyses 5 competitive forces that shape every industry, and helps determine an industry’s weaknesses and strengths (Hill & Jones, 2010).
The Delphi Technique
A forecasting method based on the results of questionnaires sent to a panel of experts who are not necessarily physically brought face to face (Sims, 2002).
The Nominal group Technique
This is a decision making approach in which constitute is a structured method for group brainstorming that encourages contributions from everyone (Borkowski, 2011).
Quantitative Techniques
This is a statistical and operation research techniques that are used in the decision making process in the business industry (Lucey,2003).
Qualitative Techniques
It is a research technique that uses observation as the data collection method. This include the selection and recording of behaviours of people in their environment which is useful for generation of in-depth descriptions of organizations or events, for obtaining information that is otherwise inaccessible, and for conducting research when other methods are inadequate(Tolley, Ulin, & Robinson, 2013).
Workforce Diversity
It is a set of policies and practices that seek to include people within a workforce who are considered to be, in some way, different from those in the prevailing constituency (Lesca, 2011).
environmental scanning
This is a method that enables decision makers both to understand the external environment and the interconnections of its various sectors and to translate this understanding into the organization’s planning and decision making processes (Abrams, 2003).
business plans
This is a formal set of goals and strategies of achieving them as laid down by the organization. It also includes the background information of the organization, workers culture and their collective objective.
Demographics
This is the characteristic statistic of a portion of the population for instance consumers (Murdock,2006).
Initiatives
This is an individual effort towards achieving specified predetermined goals in any social organization (Jackson, et al.1992).
Assess supply and demand
What are the basic steps in workforce analysis
– Context and Environment
– Current Workforce Profile
– Future Workforce Profile
– Gap Analysis and Closing Strategies
– Conclusion, review, evaluation strategy and next steps
Identify where we can locate sources of external labour, demographic and economic data within Australia
Australian Bureau of Statistics is Australia’s official statistical organisation. It offers a range of resources dedicated to assisting small businesses with market research, profiling customers and a range of other issues (Murdock,2006).
As any HR manager is aware situations arise that cause concern, we must behave in a pro active way (Plan B) Research six online employment sites.
-The specialist employment websites include travel agent, doctor, under 18 staff, wine specialist, Japanese speaking tour guide, Webrecruit.
Apart from recruitment websites , name four other methods of sourcing skilled labour describe the advantages and disadvantages for each
-Training existing staff; it is a valuable strategy in which to training existing staff to meet future needs and succession plans is carried out. It has the advantage of working with familiar persons who have mastered the organization culture. It prevents the firm from selecting new skills that may be more competent.
– Recruiting; it brings new blood into the organization but has the disadvantage of financial burden in logistics.
– Advertising; it has the advantage of offering a competitive selection process that attracts the best candidates. However, it is demanding in terms of financial input for the advertising firms and media.
– Outsourcing; it relieves the organization from carrying out the process itself hence concentrating in production activities. The greatest disadvantage is that it promotes anonymity that may attract people testing waters and may disappoint by failing to report after being selected.
Develop workforce objectives and strategies and Implement initiatives
How can an organisation address high staff turnovers, what tools are required to monitor the issue and how can we evaluate and act on the feedback?
The rate of staff turnover can be regulated by setting a minimum contract period that will ensure the workers stay and deliver to firm as agreed. It is also important to assess factors explaining the increasing rate of turnover like working conditions among others and seek resolution (Bechet, 2008). This can be achieved through using a structured questionnaire to be filled by the staff and the feedback collected for administrative evaluation and better decisions towards the same.
What are the benefits to a well designed rewards program in an organisation, how will this retain staff?
It considers the overall social environment in which the employees originate. It is consistent with the work done and equal among people who have done same magnitude and nature irrespective of gender, race among others. The program must be structured in a way that all the employees are eligible and on level ground to give their best (Bechet, 2008). It must not necessarily in monetary form but even in kind. All these factors motivate employees and impart confidence and a sense of belonging hence giving their best to the organization.
Identify the benefits of communicating WP information and objectives to the organisations` stakeholders.
Information to the stakeholders creates awareness on the various issues taking place in the organization. It evokes the spirit of enquiry and sound decision making by the stakeholders as far as the management and performance of the organization is concerned (Bechet, 2008). It also promotes participatory decision making for a better performance of the organization.
To support workforce planning objectives
Develop and implement a strategy management plan to assist your workforce to deal with change in the organisation.
The workers are encouraged to take further and advanced training in diverse fields with emphasis on periodic updates on the changing job market environment. Organizing seminars and in-service training sessions with workers will keep the workers current on the dynamic management demand within the company (Rothwell & Kazana, 2003). It would also be important to promote mentorship programs to deal with social challenges affecting workers.
Identify key strategies implemented in a succession plan process, to be used in your organisation to ensure desirable workers are recognised, developed and retained.
Appraisal program need to be set up that includes semi-annual performance data capture. This can be measured alongside the academic background, competitive decision making in critical situations and team player (Rothwell & Kazana, 2003). It is also important to promote internal recruitment of persons who have mastered organization culture and sound creative and critical managerial skills. The outstanding workers should be offered more opportunities and assigned more responsibilities to strengthen their potential.
Monitor and evaluate workforce trends
How can we monitor labour supply trends in areas of over or under supply in the external environment? Name two sources of LMI.(Labour Market Information)
It is possible to monitor labour supply through doing some research into various career sectors and to keep updated on trends in the aggregate graduate labour market (International Labour Office, 2006). Such labour market information can be obtained from; Primary LMI sources of information include censuses and surveys. Secondary LMI sources are institutions or organizations that produce statistics on the labour market trend.
Design a survey to assess the organisational climate within the staff work environment to determine satisfaction levels by asking 10 questions
Survey Question Response
What is your relationship with the management? How do you relate with co-workers? How do you rate the commitment of the organization in terms of your safety? What is your take on the organization’s performance? Do you like team work? Are you contented with your current salary? Are you satisfied with the work policies of the organization? Do you think there is enough time after work to take up additional classes? Are you satisfied with the organization work culture? Do you think you are doing what you like in your assigned department? How as the HR department can we stay updated with changes to global trends and changes?
The effect of globalization compels firms to adopt frequent workforce training and performance evaluation. This will help in improving their overall performance and have them updated on the socio-economic dynamics that is emerging in their workplace and job market (Rothwell & Kazana, 2003).
How in the workplace can HR department evaluate and monitor changes that have been implemented within the organisation?
The HR department have the authority and sufficient administrative resources to evaluate and monitor the changes being implemented in the company (Rothwell & Kazana, 2003). One critical aspect of this duty is through measuring the efficiency of the individual workers in terms of their contribution on the overall output and performance of the firm. Setting standards for performance and goals to be attained after a specified period of time will give a true picture of what is expected.
PART B CASE STUDY
Read the following case study on Workforce Planning. Answer the following questions.Ensure you reference all of your information
Case Study Workforce planning in practice at NHS (National Health Service) London
In September 2008, NHS London published Workforce for London: A Strategic Framework, outlining the way in which the organisation was to address a number of key challenges facing healthcare in the capital over the coming decade. These include a rapidly growing population (predicted to equate to 600,000 additional users of health services over the next ten years) and highly-variable quality of healthcare provision, resulting in the highest rates of ‘consumer’ dissatisfaction in England. These challenges along with a stated strategic objective to provide world-class healthcare for every Londoner have significant implications for the size, shape and distribution of London’s healthcare workforce.
The current workforce
London’s complex healthcare system has the highest number of constituent NHS organisations in the UK, and employs over 205,000 staff, 15.4% of the total NHS workforce. It has some of the world’s leading medical centres of excellence which form a national and international hub for innovation in clinical care, research, and education. However, the report also outlines a number of key staffing issues faced by NHS London, including:
In London hospitals, the ratio of clinical staff to occupied beds varies from 0.9 to over 2.0
The lowest staffing levels are often in the areas with the greatest need – more GPs are in the south and west of London than in the more deprived east and north
London has more doctors (30.8 doctors per 10,000 population compared to an England average of 21.2) but fewer nurses (62.5 nurses per 10,000 population against an England average of 67.5) when compared with the rest of England.
As a result of historic recruitment patterns and more staff delaying retirement there are now a higher proportion of older staff in the workforce than ever before.
Healthcare has always attracted a large proportion of female workers, and there continue to be growing numbers of women in the medical workforce. It is anticipated that the working hours per week in the medical workforce will reduce over the next ten years reflecting a greater demand for flexible working arrangements by both men and women and the need for compliance with European Working Time Directive by 2009, which imposes a maximum of 48 working hours per week. Advances in technology will also have a significant impact on the shape of London’s workforce through the creation of more centres with the technology and expertise to deliver highly specialised, complex care, and through the development of assisted technology enabling care to be delivered closer to home. This will require the redesign of working patterns, the development of new skills and expertise and the opportunity to create new roles. London plays an important role both nationally and internationally in training and developing future healthcare professionals but suffers from high labour turnover and loss of key staff to other parts of the country. For example, London trains 29% of UK medical undergraduates but over a third of these students do not work there after graduation. For nursing and midwifery, London’s share of students (18.3%) is in proportion to the number of staff employed (17.7%). However, it is believed that London exports qualified and experienced staff to the rest of England, as demonstrated by consistently higher vacancy rates.
Workforce for London: A Strategic Framework
The purpose of the review which lead to the strategic framework was to assess the impact of anticipated changes in healthcare needs, demographic trends, technology and patient and public expectations on the future size, shape and composition of London’s healthcare workforce and the changes required to how the organisation plans, trains, develops and deploys its employees. To assist in the workforce planning process, NHS London employed scenario modelling to provide insight into the strategic challenges ahead, and how these will affect the overall shape and size of London’s workforce.
Scenario modelling approach taken in Workforce for London
The resulting strategic framework identified a number of both quantitative and qualitative changes in the NHS workforce needed to meet the challenges of the coming decade. In broad terms, the strategic framework acknowledged the central role played by the workforce in high quality service delivery but identified that staff were not fully utilised (productivity levels of staff in London were lower than elsewhere in England). The review suggested that London’s NHS workforce will need to grow by between 4% and 23% over the next ten years dependent on the level of productivity delivered. The framework outlined three broad strands in how NHS London should respond to the demand and supply forecasting process.
The first focuses on the quantitative dimensions of the required workforce needed to increase productivity, improve service quality and to address wider initiatives in the NHS regarding the delivery of care. The review indicated a need to develop new roles and new skills through increased targeted workforce development and investment, For example, the review advocates the development of broader sets of skills across the workforce. The review also suggests changes to where and how practitioners work, particularly through providing care closer to people’s homes. The review also suggested enhancing employment opportunities for Londoners to reduce turnover, and to develop a workforce more representative of the community it serves.
The second element focuses on the systems required to support this ‘new’ workforce. In particular, it stresses the importance of the effective integration of workforce planning, and educational investment, with service needs, particularly through the localisation (as far as possible) of workforce planning, tailored to meet the diverse needs of patients.
Finally, the framework proposes a number of changes to leadership processes, with a particular focus on fostering a climate of worker engagement and empowering front-line staff to ‘improve and develop the services they provide, creating new freedoms to innovate and provide the leadership for local change’. In response to recent staff surveys, NHS staff indicated that a positive relationship with staff tends to relate to improved performance and the framework indicates a desire to engender team working and ‘partnership’ across the organisation. The framework also indicates a need to develop excellent leaders at all levels of the organisation and to develop a pipeline of talent for Chief Executive and Director roles across the capital.
Questions
What are the relevant factors which are shaping the supply and demand for medical practitioners in London over the coming decade? To what extent are these factors reasonably predictable?
Some of the factors responsible for shaping the supply and demand for manpower in this regard include the delayed retirement by many healthcare organizations. This means that most of the graduates lack job placements and opportunities thereby piling up in numbers or seeking opportunities outside the town. Advances in technology are increasingly reorganizing the number of people to be employed and overall efficiency of the healthcare sector (Kahane, 2012). The EU proposal of 2009 on flexible work arrangements will significantly redefine the workforce shape of healthcare personnel in London. The increasing globalization and campaign for better healthcare promotes use of modern technology, flexible working policy and prolonged working tenure indicates precise prediction of the currently observed trend.
What responses to the workforce planning process are outlined in the case?
Training the personnel to conform to the increasing need for expertise in using modern technology in service delivery in the healthcare sector is a critical aspect of workforce planning process as indicated in the case study. Flexible work policy also provides an incentive to the workforce in healthcare sector which is headed for better quality of service delivery and overall performance.
Why might the formal approach to workforce planning used by NHS London not necessarily be appropriate in many private sector organisations?
Most private organizations are run by few individuals who dictate several workforce related issues. This is a different case with public healthcare sector which is accountable to a larger body of stakeholders (Bechet, 2008). The workforce planning by the private sector organization is not bound by several rules and regulations that apply in the case of public sector.
How can HR planning contribute to the achievement of organisational objective in all organisations?
HR planning is critical in mobilizing human capital to different and relevant departments so that their diverse specialized contribution makes the overall efficiency and performance desirable. It is important to note that physical capital like machinery may not operate without human expertise hence the centrality of the HR department in any organization (Bechet, 2008). Sound planning strategies in which the right personnel are assigned the right work and allocated reasonable time with resources help the organization to achieve its objectives.
PART C –PROJECT
Please read the following scenario answer the questions below and then complete the Workforce Plan
Tourism operators on the Gold Coast have traditionally turned to the use of contingent labour to address the peaks and troughs of seasonal workflow. While the use of contingent labour has merits, which include reduced labour costs and benefits, companies may also face limited control over employee quality, performance, and commitment as well as complex employment laws surrounding the rights of contingent workers.
Further, organisations sometimes overlook their most immediate resources when searching for ways to address seasonal workload fluctuations. The predictability of seasonal fluctuations offers employers a chance to rethink their workforce infrastructure and consider ways to reallocate labour and resources for the purposes of meeting seasonal business needs.
AS HR manager you have been requested to implement a workforce plan for the long term to ensure your organisation has a continually high standard of customer service.
Please complete the following Workforce Plan Template
-442595175895For Years 20XX-XX
Workforce Plan
(Template)
Organisation Name
WORKFORCE PLANNING TEAM
Aggrey Onea General manager
For Years 20XX-XX
Workforce Plan
(Template)
Organisation Name
WORKFORCE PLANNING TEAM
Aggrey Onea General manager
Workforce Plan Template
WORKFORCE GOAL (S), OUTCOMES AND OBJECTIVES
Restate your organisation’s workforce goal(s), outcomes, objectives, environmental scan factors, success factors and inhibitors as reported in the strategic plan.
To invest in high skilled personnel that is specialized in specific fields of value creation activity in the organization
This will lead to a more efficient worforce that will ensure quality for customers, more wealth maximization for shareholders, improved image of the organization and overall performance of firm.
Putting emphasis on competitive recruitment that will offer equal opportunity for all the potential workers.
Workforce
Goal:
Outcomes:
Objectives:
ENVIRONMENTAL SCAN FACTORS (Optional – organisations are encouraged to continue the environmental scanning process)
List the key internal and external environmental factors related to this workforce goal.
Organization culture
Management structure
Rules and regulations that govern internal administrative processes
External factors include government rules and regulations
Labour laws i.e. minimum wage.
CRITICAL SUCCESS FACTORS
List critical success factors related to this workforce goal:
Foresighted leadership
Sound human resource management team
Training facilities for new recruits
Financial allocation
SUCCESS INHIBITORS
List critical success inhibitors related to this workforce goal:
Restrictive government rules and regulations
Limited skilled human resource experts
Limited experience among the jobseekers
Higher financial requirements for outsourcing agencies.
CRITICAL POSITIONS
List positions, groups of positions, job classes, roles that are considered critical to achieving mission success and have been targeted for workforce planning purposes.
-Human resource manager
-Financial controller
-Operations manager
These positions are critical in the overall execution of the planned mission of improving the personnel recruitment, training and management.
NOTE: In addition to any other critical positions targeted by other HR strategies, organisations are encourage to target leadership, management and supervisory positions as part of succession-planning strategies.
STAFFING, COMPETENCY, AND DIVERSITY GAPS
For all critical positions described above, list all currently identified Staffing, Competency and Diversity Gaps.
Staffing: A high skilled staff with good interpersonal relations
Competency: A minimum post-high school education with excellent academic competency.
Diversity: Gender balance is critical in achieving the specified goals due to skills and potential diversity
HUMAN RESOURCE STRATEGIES
For all critical positions described above, list acquisition (e.g., recruitment and selection) development (e.g., succession planning, knowledge management) and/or retention strategies that will be used to close the identified gaps. Include information about which concerns the strategies will address.
NOTE: In addition to any other HR strategies, organisations should include succession-planning strategies as part of their response to workforce planning.
Before submitting your assessment please check it against the points listed below to be satisfied that all factors have been considered in creating a plan which will deliver the desired workforce outcomes
2. Checklist for Evaluating the Workforce Planning Effort
Is the workforce plan based on the organisation’s strategic plan, and does it support the mission, future vision, core values, and goals?
Does top management support it?
Has data analysis been conducted that analyses demographic and environmental impacts on the workforce plan?
Has relevant information been extracted from the organisation’s human resource information systems and does it include indicators such as distribution of employees by classification, age, attrition rates; retirement rates; and ratios of managers to supervisors etc?
Has the organisation determined the number and type of employees that will be needed to address the challenges of the next three to five years?
Has the number and types of competencies been defined for employees in each occupational group?
Have skill levels for each competency been determined and listed?
Are there clear indications that the organisation has identified the roles and core competencies needed to support its goals and service delivery strategies?
Has an analysis been performed that assesses the gap between current competencies and those needed for the future?
Does the analysis also address workforce size, demographics, occupations, and geographical locations?
Have strategies been developed to address the gaps between the project supply and demand?
Have action plans to execute the strategies been clearly laid out, including responsible parties, due dates, and resources needed?
As needed, are there specific strategies to address leadership succession planning, compensation, performance management, an employee-friendly workplace, recruitment & hiring, training & professional development?
Has the plan been communicated to employees and stakeholders?
Has the trust of the workforce been earned by involving employees in the strategic and workforce planning processes?
Is integrated workforce planning support provided by human resources staff?
Are the workforce plan and strategies continually monitored and refined to ensure their ongoing effectiveness and continuous improvement, taking into account resource changes, and other conditions impacting the organisation?
3. Work Planning, Performance Review & Career Development
DETAILS: fill in the below document with detail of what type of staff member (achievements,skills,aspirations) you would look at and require for your workforce goals as part of the organisation`s succession plan
STAFF
MEMBER Name: James Ohara
Position title: Human resource manager Level of appointment: Management
LINE
MANAGER Name: Alice O’Neil
Position title: Operation manager
Date of review:18/02/2014 Period covered by performance review:3 weeks
PERFORMANCE REVIEW
Staff member’s reflection on the year
Objective 1:To improve personal efficiency
Achievements / reflections /skills developed/ future directions: Personal initiative has been the force behind excellent performance.
Other achievements / comments: improved quality of service through more part-time training
CAREER DEVELOPMENT
Line manager’s comments
Manager’s outline of the strategic direction of the organisation and opportunities for progression/advancement over 1 to 3 year timeframe: The organization plans to campaign for further training and periodic job appraisal for better performance of workforce
Staff member’s comments
Staff member’s preferences for professional development/promotion/advancement and proposed action plan:
Improving the welfare of workers through increased funding by the organization.
References
Abrams, R. M. (2003). The successful business plan: Secrets & strategies. Palo Alto, CA: Plannignshop.
Bechet, T. P. (2008). Strategic staffing: A comprehensive system for effective workforce planning. New York: American Management Association.
Borkowski, N. (2011). Organizational behavior in health care. Sudbury, Mass: Jones and Bartlett Publishers.
Henry, A. (2011). Understanding strategic management. Oxford: Oxford University Press.
Management Action Plan Template
Management Action Plan Template
Answer the following questions for each function of management. Your responses should total 700 to 1,050 words combined.
Function of Management: Planning
What type of planning activities will you need to use as a manager?
Strategic planning activities. This entails the overall direction of the company and its general identity. The manager needs to develop alternatives that the company will adopt and identifying the tactics the company will embrace.
Operational planning activities. These planning activities institute major policies that provide the operational direction of the business level for the long term and offer a broader effect. These activities will include including major additions of facilities and the establishment of manufacturing representatives to market the business’items.
Budgetary activities. Establish departmental fiscal policies, budgets, and schedules. Provide direction for every level of the organization on the budget policy.
Review planning activities from the textbook. What planning process would you use as a manager?
The management will adopt the draw-think-plan process. The suitable planning process begins with recognizing the original need for action. The need is also advised by identified opportunities within the business and outside. The management will evaluate the current situation in the organization and clearly define the gap between the current state and the desired one.
Whether the need is advised by negative performance or the availability of opportunities, the management takes the step to define the objective and the desired state after the implantation of the plan. These objectives will be used to track progress and motivate employees to move in the desired direction.
Because of uncertainties that may arise in the course of project implementation, the management will look to develop premises. The premises will be based on forecasts, past policies as well as existing ones.
The management will also seek alternatives that are available in achieving the objectives that are set at the beginning of the planning process. The management understands that a lot of choices exist, but the challenge appears in narrowing down to the most efficient and cost-effective. For this reason, a proper examination course of action is taken on the alternative choices. This means evaluating each alternative closely and weighing the costs against the return. The evaluation, as mentioned, will be weighed against the objectives set by the organization.
The best alternative will then inform the specific actions the management will take to close the gap between the current state and the desired one. The plan will then identify the resources required to facilitate these actions.
Function of Management: Organizing
How will you use organizing as a manager?
Having created a viable plan organization is required to close the gap between the current situation and the desired goal. Organizing will be used to identify the various roles, processes, and activities required to reach the goals defined in the plan. Creating roles for team members, the definite tasks each role will entail, and the particular processes that will make up these tasks. After this step of organizing, the management will then focus on organizing resources as appropriate. Organization will also enable the delegation of authorities and assigning responsibilities. The management approach adopted requires the management to devolve authority down the hierarchy.
Review organizing approaches from the textbook. What organizing approaches would you use as a manager?
The management seeks to create a balance between specialization and autonomy. The management believes that specialization does not fit the philosophy of the organization as it undermines teamwork and results in lower job satisfaction, increased employee turnover, and reduced organizational commitment. The organization approach is based on assigning jobs that entail variety. By doing so, the organization’s philosophy of enrichment and teamwork is upheld.
Function of Management: Leading
What type of leadership characteristics do you want to demonstrate?
Keep ego in check and ensure it does not create compromise during interactions with subordinates.
Internal motivation and self-management.
Ability to take deliberated risks through intuition and the analysis of gathered intelligence
Share group organizational awareness. Be attuned to the feelings of the team.
Inspirational
Be able to entertain new ideas and suggestions
Adaptability to allow for the adaptation to new situations and cognition of news ways to respond to a dynamic business environment.
Proactive
Have a vision
Review leadership characteristics from the textbook. What leadership approaches would you use as a manager?
The management adopts a transactional and transformational leadership approach. In this case, transformational leadership is considered an extension of transactional leadership and not an alternate. Most of the elements of transformational leadership are, however, adopted as compared to transactional leadership. The characteristics of transactional leadership that entail opposition to change, inflexibility, and the favor of structured policies are substituted with the more liberal attributes of transformational leadership.
Function of Management: Controlling
Which controlling techniques would you use to measure performance?
Direct supervision and observation is a technique that will allow the management to get a direct monitor directly the performance of employees. Budget control is another crucial controlling technique that will enable the control of a crucial part of a business process that is the use of financial resources. Another controlling technique that will be applied is management by objectives. The management approach allows for the superior and the subordinate to be involved and agrees upon the objectives set of each individual and the team as a whole. Management by objectives will entail periodic evaluation of individual performance. The achievement of objectives will attract as a motivational incentive.
Review controlling techniques from the textbook. What controlling approaches would you use as a manager?
Direct supervision and personal observation will be applied as a control approach as direct supervision guarantees that the performance exhibited are in line with the goals and objectives of the organization. Direct contact with employs ensures that many problems are saved on the spot, with first-hand information, the manager has a better understanding of the workers. The manager will then set standards of what is required of employees by making an example of himself.