新南威尔士大学Assignment代写:人力资源管理模式与西南航空公司

新南威尔士大学Assignment代写:人力资源管理模式与西南航空公司

新南威尔士大学Assignment代写:人力资源管理模式与西南航空公司

报告分析了学习型组织的概念及其在第二十一世纪组织中的重要性。它还研究了人力资源管理及其在学习型组织中的作用和挑战。本报告在西南航空公司的案例研究的基础上进行了分析。它也使英国航空公司和西南航空公司在学习型组织和持续改进方面做了一个重要的比较。通过对哈佛和密歇根人力资源管理模式的分析,报告试图了解西南航空公司实行的人力资源管理模式。从这个案例研究中,我们可以了解到,西南航空公司成功的关键因素是持续改进,其充分利用的资源。其低成本、低票价的使命,没有褶边是奉献的最高的客户服务,是提供一个温馨的感觉,友谊质量、个人自豪感和企业精神。这些都包括在公司的政策和程序,由人力资源管理部门开发的。因此,虽然有一些挑战,在一个学习型组织的人力资源管理,它有一个至关重要的作用,在每一个组织。

学习型组织是指“组织里的人不断地扩大自己的能力去创造他们真正渴望的结果,在新的广阔的思维模式,是培养出来的,在集体的愿望是自由的,而人是不断学习如何共同学习”(圣吉,1990,p. 3)。从这个定义中,我们可以了解,学习型组织是一个团队和组织过程,而不是个人,它是一个连续的永无止境的过程。一个学习型组织,使创造性和更好的学习方式,并提高其性能是必不可少的。它成为与人们共享信息和环境的连续过程的一部分,并交换和传播信息。学习型组织与传统的组织是完全不同的,因为它有不断变化的能力。组织学习理论强调组织内部的政策和程序的重要性,以应对外部的后果,即使他们是积极的或消极的,公司从它的经验。学习只与获取信息非常小的一点,而仅仅是一个提高能力的过程。学习是组织发展,使过去无法实现的新类型(拉西,1998)。学习型组织的基本假设,因此,如果学习的个人的一部分,提高,组织绩效也将提高。圣吉(1990)确定五个学科,是学习型组织发展的基本观点。这些学科是学习型组织和传统组织背后的区别性因素。这些学科都是个人的掌握、心智模式、共同愿景、团队学习和系统思考。个人掌握试图获得他们从他们的活动和经验获得的学术专长和效率。心理模型侧重于个人的基本世界观,这是加强结构,经验,文化和信仰系统。该模型指导和指导人们作出决定,并用于过滤的想法和可能性。共同愿景是员工的集体观点,并从他们对组织的使命的理解。在传统的组织中,共同愿景是不平凡的,因为很少或没有努力内化或了解公司的使命。然而,共同的愿景,是学习型组织的基石,因为它需要一个共同的看法,从上到下的所有类型的成员学习的组织。这门学科也有助于组织配置各种资源实现其目标(beiske,2007)。

新南威尔士大学Assignment代写:人力资源管理模式与西南航空公司

The report analyzes the concept of learning organization and its importance in the 21st century organizations. It also studies about HRM and its role and challenges in a learning organization. This report is analyzed on the basis of a case study on Southwest Airlines. It also makes a critical comparison between the British Airways and Southwest Airlines in regards to learning organization and continuous improvement. By analyzing the Harvard and Michigan model of HRM, the report tries to understand which model of HRM is practiced by Southwest Airlines. From this case study we can understand that the key factor behind the success of Southwest Airways is continuous improvement and its full utilization of the resources. Its mission of low cost, low fare, no frill is the dedication to its highest quality of customer service which is delivered with a sense of warmth, friendliness, individual pride and company spirit. These all are included in the policies and procedures of the Company that are developed by the HRM department. So although there are some challenges to HRM in a learning organization it has a crucial role to play in every organization.

Learning organization means “organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together” (Senge, 1990, p. 3). From this definition we can understand that learning organization is a team and organizational process rather than individual and it is a continuous never ending process. It is essential for a learning organization to make creative and better ways of learning and improving its performance. It becomes a part of the continuous process of sharing information with people and the environment, and exchanging and disseminating information. A learning organization is entirely different from a traditional organization as it has the capacity to make changes continuously. The theory of organizational learning stresses the importance of policies and procedures inside the organization in response to the outside consequences even though they are positive or negative the firm learns from its experiences. Learning has only very little to do with getting information, rather it is merely a process for enhancing capacity. Learning is for making new kinds of developments that the organization could not achieve in the past (Lassey, 1998). The principle assumption of learning organization, therefore, is that if learning from the part of individuals is improved, organizational performance also will improve. Senge (1990) identified five disciplines which are essential to the development of learning organizations in his opinion. These disciplines are the distinguishing factors behind the learning organization and a traditional organization. Those disciplines are personal mastery, mental models, shared vision, team learning and system thinking. Personal mastery tries to acquire the academic expertise and efficiency that they got from their activities and experiences. Mental model focuses on an individual’s basic world view, which is reinforced by structures, experiences, cultures and belief systems. This model guides and directs people as they make decisions, and are used to filter ideas and possibilities. Shared vision is the collective perspectives of employees and evolves from their understanding of the organization’s mission. In traditional organizations, shared vision is not commonplace, because little or no effort is made to internalize or understand the firm’s mission. Shared vision is, however, a cornerstone of learning organizations because it requires a common view of learning by all types of members from top to bottom in an organization. This discipline also helps the organizations allocate its various kinds of resources towards its objectives (Beiske, 2007).

 

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