Saturday, May 23, 2020
Software failiure - Free Essay Example
Sample details Pages: 10 Words: 2979 Downloads: 9 Date added: 2017/06/26 Category Statistics Essay Did you like this example? All successful software projects start with the premise that the end result will be successful. The owner of the project initial goal is to deliver on time and on budget. Although these are the primary focus when the project begins, yet is it not more important that the project deliver tangible business and consumer results? A project manager must take both the customer and the project into consideration when performing a software project. Donââ¬â¢t waste time! Our writers will create an original "Software failiure" essay for you Create order Time, thought and much consideration (focus) must be the aim of the project from beginning until completion of the software project. These are primary keys to a projectà ¢Ã¢â ¬Ã¢â ¢s success. There are many keys that ensure the success of a project many will become familiar to the reader throughout the reading of this paper. Business drivers such as problems or opportunities that maybe encountered in the beginning and throughout the completion of the project are criteria used to measure the benefits of the project. These drivers should be the primary focus when scoping the project and setting the goals of the project. All projects begin with goals in the order of priority directly related to and supported by the business goals. Target goals are put into place to ensure the project meets the specified time and does not deviate more than those allowable in project plan. The customer and the project planner must be in complete agreement on the goal and anticipation of the project b efore the project begins. An understanding of what the customer expects the success of the project to look like and what measurements will be considered to determine the desired outcome of the project to the customerà ¢Ã¢â ¬Ã¢â ¢s satisfactions are critical points when the project is started. These issues should be easily understood by all concerned. A successful project must first be defined. Question, how do we define the success of a software project? We could begin by looking at meeting desired cost, schedule, and scope objectives. Was the projectà ¢Ã¢â ¬Ã¢â ¢s completion date met? Was it within budget guidelines and did it meet the desired specifications? Software project success has often been defined in ways that are measured the day the project was finished. This is not always the case. Some projects exceed the specified date originally set forth at the forefront of the project. This does not mean that the project was a failure because of the time constraints. Many projects require more testing than was originally set forth at the start of the project or more funds that are necessary to ensure the project is a success. One example is the Sydney Opera House (Duncan, W.R.), that cost sixteen times as much to build and took four times as long to complete as the original estimates. Although thought to be a project management disaster ending up producing an enduring and inspiring civic symbol. Would this constitute as a project failure? Project success depends on a combination of product success and project management success. Many project owners define the success of the project by the time of completion. If the project was completed in the specified time it was a success. Ask yourself this question; if the project was completed early or a day or two late with all specifications met did you have a success software project? Or if it was completed on time with continual adjustments after completion, is this a successful project? A project must foll ow a completion milestone that should allow for each step of the project to fall within specification. All software project should include modification allowances that provide for added research should the project require it. Literature Review Software failure can be à ¢Ã¢â ¬Ã
âdefined as the occurrence of either deficient functionality, where the program fails to perform a required function, or deficient performance, where the program performs a required function too slow or in an insufficient mannerà ¢Ã¢â ¬?. (Rutgers Computer Technology Law Journal. Perlman, Daniel T., 1998) We live in a society that depends extensively on computers to accomplish our everyday needs; everything from monitoring patients in hospitals to monitoring our national defense depends primarily on computer software not failing. Bearing in mind their fundamental need for computers to function properly, software project failure rates are among the highest across all industries, however the number of statistical reports analyzing those Failure are lesser then one would expect. This literature review provides an overview of general literature available on this subject, the main of objectives of the evaluation are to establish why software projects fail and the main reasons a project may fail along with what lessons can be learnedÃâà to improve software developments in order for them to success in the future. The subject of Software Project Failures is full of books, and papers thatÃâà stress Why Software Projects Fail, most of them share numerous characteristics ranging from failure due to incomplete requirements to failure due to an incompetent project manager.Ãâà Among the studies examining these failures is the 2009 Standish Group CHAOS Report. The report is a collection of data on project failures in the software industry. Its main goal is to make the industry effective and productive and to illustrate ways to improve its success rates and increase the value of the software investments. Their most recent results were published in April, 2009. The introductory statement in CHAOS Report reads: à ¢Ã¢â ¬Ã
âThe Roman bridges of antiquity were very inefficient structures. By modern standards, they used too much stone, and as a result, far too much labor to build. Over the years we have learned to build bridges more efficiently, using few materials and less labor to perform the same task.à ¢Ã¢â ¬? Tom Clancy (The Sum of All Fears) (The Standish Group, 2009) With use of this quote the CHAOS Report suggests that software developers should adopt bridge builders approach of learning from past mistakes. The report explains that the difference between software failures and bridge failures is that when a bridge fails à ¢Ã¢â ¬Ã
âit is investigated and a report is written on the cause of the failureà ¢Ã¢â ¬? whereas when a software fails the à ¢Ã¢â ¬Ã
âfailures are covered up, ignored, and/or rationalized. As a result, we keep making the same mistakes over and over again.à ¢Ã¢â ¬? (The Standish Group, 2009) The Standish Group investigated the failure and success rates along with the reasons for success and failure. Their study surveyed four focus groups with IT executives of major companies. The attendees represented a wide variety of industries, including insurance, state and federal government, retail, banking, securities, manufacturing and service. Three distinct outcomes, called Resolutions, were what the subsequent report divides projects into. Project Resolution Types 1 (Success), 2 (Challenged), and 3 (Impaired). Resolution Type 1 was when a project was a success; it was completed on time and on budget, with all the functionalities and features intact.Ãâà The projects that fell in this category only amounted to 16.2%.Ãâà Resolution Type 2 was when a project was completed, however it was over budget or over time, and missing some or all of the functionalities and features that were originally requested.Ãâà 52.7% of all studied projects fell into the Resolution Typ e 2 category. Resolution Type 3 were projects that were abandoned at some point during the development cycle, consequently becoming total losses.Ãâà A staggering 31.1% of all the projects studied fell into this category.Ãâà The Standish Group further divided these results by large, medium and small establishments. A large establishment was one with greater than $500 million dollars in revenue per year, a medium was defined as having $200 million to $500 million in yearly revenue, and a small was from $100 million to $200 million. However the statistics for failure were equally discouraging in companies of all sizes. The most important aspect of the research is discovering why projects fail. The report isolated that the top five factors found in successful projects were: user involvement, executive management support, clear statement of requirements, proper planning, and realistic expectations. These indicators were extracted from surveyed IT executive managers of their opinions about why projects succeed. Project Success Factors % of Responses 1. User Involvement 15.90% 2. Executive Management Support 13.90% 3. Clear Statement of Requirements 13.00% 4. Proper Planning 9.60% 5. Realistic Expectations 8.20% 6. Smaller Project Milestones 7.70% 7. Competent Staff 7.20% 8. Ownership 5.30% 9. Clear Vision Objectives 2.90% 10. Hard-Working, Focused Staff 2.40% Other 13.90% The top factors found in à ¢Ã¢â ¬Ã
âChallengedà ¢Ã¢â ¬? projects were: lack of user input, incomplete requirements and specifications, changing requirements and specifications, lack of executive support, and technical incompetence. The list of top indicators factors found in à ¢Ã¢â ¬Ã
âFailedà ¢Ã¢â ¬? projects were: incomplete requirements, lack of user involvement, lack of resources, unrealistic expectations, lace of executive support, changing requirements and specifications, lack of planning, didnà ¢Ã¢â ¬Ã¢â ¢t need it any longer, lack of IT management, and technical illiteracy. Project Challenged Factors % of Responses 1. Lack of User Input 12.80% 2. Incomplete Requirements Specifications 12.30% 3. Changing Requirements Specifications 11.80% 4. Lack of Executive Support 7.50% 5. Technology Incompetence 7.00% 6. Lack of Resources 6.40% 7. Unrealistic Expectations 5.90% 8. Unclear Objectives 5.30% 9. Unrealistic Time Frames 4.30% 10. New Technology 3.70% Other 23.00% The Standish group report conclude that projects succeed because of: executive support, user involvement, experience project manager, clear business objectives, minimized scope, standard software infrastructure, firm basic requirements, formal methodology, and reliable estimates. The main causes of IT project failure were: lack of clear link between the project and the organizationà ¢Ã¢â ¬Ã¢â ¢s key strategic priorities, including agreed measures of success; lack of clear senior management and Official ownership and leadership; lack of sufficient data; lack of effective engagement with stakeholders; lack of skills and proven approach to project management and risk management; along with lack of effective project team integration between clients, the supplier team and the supply chain. Causes of failure could also be the result of the problem not being properly defined: they may have developed the right solution to the wrong problem. This is best addressed by trying to understand the reason for doing the job. The CHAOS Report does have its own shortcomings. Its measures of success are relatively narrow; it only measures success by examining whether a project was completed on time and on budget. The Standish group does not include measures of quality, risk, and customer satisfaction. Nevertheless, the CHAOS Report endures as an important measure for the software despite limited standards of measurement and limiting sources to interviews with executives. There are several other studies on statistics over IT project failure rates which mainly concur with the overall picture of the IT industry that the CHAOS Report provides. In 1997, a study conducted by KPMG Canada, reviewed 176 projects. Their findings determined that over 60% of projects failed to meet their sponsorà ¢Ã¢â ¬Ã¢â ¢s expectations. A staggering 75% missed their deadline by 30% or more, and over half à ¢Ã¢â ¬Ã
âsubstantiallyà ¢Ã¢â ¬? exceeded their budgets. The main causes for project failure that were identified were: poor project planning, specifically, inadequate risk management and a weak project plan; weak business case; and lack of top management involvement and support. In September 2000, the Gartner Group surveyed 1375 respondents through interviews. (Gardner, 2010) The study indicated that roughly 40 percent of all IT projects fail to meet business requirements. In a more recent survey, the Aberdeen Group claimed 90 percent of projects came in late, while 30 percent were simply cancelled before the deadline. (Booth, R., 2000) According to Tom Carlos in his article Reasons Why Projects Failà ¢Ã¢â ¬? gather major reasonsÃâà ranging from simple to complex project, The most common reasons for failureÃâà found in the list include :Ãâà à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Poorly managed à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Inadequate or vague requirements à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Undefined objectives and goals à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Lack of management commitment à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Poorly defined roles and responsibilities à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Stakeholder conflict à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Team weaknesses à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Lack of user input à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Scope creep No change control process Meeting end user expectations à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Poor communication à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Lack of a solid project plan à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Lack of organisational support à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Centralised proactive management à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà initiatives to combat project risk à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Enterprise management of budget resources à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Provides universal templates and documentation à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Unrealistic timeframes and tasks à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Competing priorities à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Poor communication à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Insufficient resources (funding and personnel) Business politics à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Overruns of schedule and cost à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Estimates for cost and schedule are erroneous à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Lack of prioritisation and project portfolio management à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Scope creep No change control process Meeting end user expectations à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ignoring project warning signs à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Inadequate testing processes à ¢Ã¢â ¬Ã ¢Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Ãâà Bad decisions The first 10 failure in the list focus strictly on software requirements where in the requirements are defined user input, stakeholders, communication. Data and Hypotheses When we look at the success or failure of a software project we must also analyze other areas that can have an impact on the project. A review of the Business Analysis Benchmark gives the project owner and the customer a clear understanding of the organizationà ¢Ã¢â ¬Ã¢â ¢s maturity in requirements definition and with management expectation of the project outcome. (IAG Consulting. Ellis, E., 2009) Findings in this analysis showed that requirements maturity has a strong positive correlation to every major measure of development efficiency assessed. It can be a strong motivator in the success of the project. Based upon time performance, budget performance, function performance, each can be a fundamental point in project success when there is an increase in these areas. The project owner must have a clear vision/goal to prepare for success. Failure can become apparent in many ways, i.e. changing the vision in the middle of the project, disputes on the primary focus, expectations th at are beyond project scope, unreliable or not enough resources to maintain project direction and possibly the most valuable to the success of the project is good leadership. An article titled, à ¢Ã¢â ¬Ã
âIf Software Quality is so Important, Why is it So Often Neglected? (Sassenburg, H., 2006), a great title for this literature review research. This article further explores the Standish Groupà ¢Ã¢â ¬Ã¢â ¢s CHAOS Report with a great quote, à ¢Ã¢â ¬Ã
âSoftware Crisis has not yet reached the turning point. It gives the reader a good statistical percentage, à ¢Ã¢â ¬Ã
âOnly 28% of software projects succeed these days, down from 34% a year or two ago. Outright failures [projects cancelled before completion] are up from 15% to 18%. The remaining 51% of software projects are seriously late, over budget and lacking features previously expectedà ¢Ã¢â ¬?. As the study reviews this article a discovery is made based upon the research that includes how the cost is distribut ed. The designer allows certain percentages for each area of the project phase. In the analyze segment of the project it is projected that 10% will be utilized. Design phase will encompass about 15% while the realization and testing will average the remaining percentage. Many projects exceed the budgeted percentage and allotted funds will be taken from one phase and move over to the phase in need. This can at times cause the project to slow in progress or be placed in a temporary state or even placed on hold. The end or mid-result can be the determinant of a number of factors that are evaluated to determine how to complete a software project. The CHAOS Report gives unique information regarding how much is spent on IT application development, $250 billion each year on IT application development which equates to approximately 175,000 projects. A large company can spend anywhere from $2,322,000 to develop a project. Medium companies can spend $1,331,000 and a small company can even spe nd $434,000 to develop a software project. It has also been determined that many of these projects regardless the cost will fail. Hence CHAOS, therefore no longer can one speak the three monkeys, à ¢Ã¢â ¬Ã
âhear no failure, see no failure, speak no failureà ¢Ã¢â ¬?. In the article, Project Management Practices: The Criteria for Success or Failure, (OW, S. H., Harzadeh, I.) list the top four factors that contribute to a projects success are, user involvement, executive management support, clear statement of requirements and proper planning. This article also explores how a project fails; the main reason for failure is listed as, the inabilities of project ownerà ¢Ã¢â ¬Ã¢â ¢s to plan and estimate correctly, or fail to implement the tasks according to plan or simply failure causes by human factor. The Standish Group has estimated that American companies spend at least $81 billion for cancelled software projects. Also, that another $59 million to complete a project that has exceeded budgeted plans. It has been estimated that only 16.2% of software projects were completed on time and on budget. Only 9% of this estimation is for larger companies that have a successful project finished on time and on budget. On occasion these are simply a fractio n of the original requirements. Scary? On another scale, Smaller companies do much better. A total of 78.4% of their software projects will get deployed with at least 74.2% of their original features and functions. The study determined that the most projects, 37.1% were impaired and subsequently cancelled in medium companies, compared to 29.5% in large companies and 21.6% in small companies. Many software project failures are due to cost and time overruns which result in the restart of the project. These causes the project to go over budget and exceed time requirements set forth in the original software project plan. With the three major elements for a project in place, (user involvement, executive management support, and a clear statement of requirements), there is a much greater chance that the project will be a success. Without these three elements the chance for failure increases. In the project management scorecard there are several surveys in which to score whether the project is a success or a failure. A survey list reasons most people give, regardless the type of business for failed or poorly managed Projects. This score card also list the cost of a failed project when poorly managed. A n article in the datacenter journal, facing IT Project Failures, explains that the failure of an IT project as others discoveries disclose, can simply mean that the project has gone over budget by a certain percentage, that completion of the project was delayed beyond a certain point or that the business failed to reap a certain return on investment from its project. The CHAOS report indicates that project success rates have increased to 34 percent of all projects. This percent is 100% more from the success rate found in the first study in 1994. A decline in project failure to 15% of all projects is a great improvement over the 31% failure rate reported in 1994. In this current survey a total of 51% of all projects were over the specified time required, over budget or lacking features and requirements.
Monday, May 11, 2020
Human resource management works - Free Essay Example
Sample details Pages: 9 Words: 2648 Downloads: 5 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Introduction: Human Resource Management works within an organisation and it focuses on recruitment, management and providing direction for the people, it also deals with employee compensation, hiring people, performance management, organisation development, safety, wellness, benefits, employee motivation, communication and administration and training. Carly Fiorina (2003) defines HRM as Managing a company, not a share price, means balancing the requirements of shareowners, customers, employees and communities. And managing a company for the long term, not just the short-term, requires building sustainable value for shareowners and customers and employees and communities. Donââ¬â¢t waste time! Our writers will create an original "Human resource management works" essay for you Create order And these relationships of sustainable value require real trust and real candour. In IHRM means globalisation of Human resource management. Globalisation refers to act as globally by expending the local business. In other way we can say that to introduce some local business to global market is called globalisation. In International HRM means, when a business wants to expand his business in global market or other country he has to consider some it can be operation perspective and management perspective to settle down his business. According to Broadly, the area of IHRM is managing all human resource management activities in the enterprises in the globally, examine and find out the solution for created problem of all human resource management activities as a global environment. HRM and MNE are working together significantly providing solution for any business problem at the globally. In Givanni Agnellis point of view Global organisation or MNE is a company where having people with different background, different cultures, different inclinations, different aspirations, different jobs and all of them have to produce miracle of their own striving together so that company balance sheet can be good. So IHRM has to manage the across cultures and all sorts HR related problems, adopt with different culture, maintain their employment law and industrial rules regulation. So International Human Resource Manager should maintain following thing to consider internationally for developing organisation. The List of main developing Global Consideration working in international context for human resource manager are as follows: Maintain global employment law, Industrial relations. Follow global ethnics and Labour standard. Global talent management and staffing. Ensure training and management development in multinational enterprises. Global compensation, benefits and taxes. International performance management. The well-being of the global work force. 1. Global employment law, Industrial relations: If any company goes for internationally the IHR manager should have some international responsibility to maintain the international business. Different countries have different rules for the business to settle. So IHR manager need to coordinate all type of problem. About managing across culture we can say like Mahatma Gandhi in book Managing Across culture by Schneider Barsoux (2nd ed. 2003 p185) Let my house not be walled on four sides, let all the windows be open, let all the cultures blow in, but no culture blow me off my feet. However, there are number of international organizations have that support labour standard which influence employees and labour relation within MNEs, this organization are such as United Nations (UN), the International Labour Organisation (ILO), the Organisation for Economic Cooperation and Development (OECD), the World Bank and International Monetary Fund (IMF). All of this organization individually plays different types of role to develop employment law for example UN always plays an insignificant role to develop employment law and labour standard. They mainly focus on social dimension of international trade area. On the other hand ILO internationally works for improvement of the working conditions; maintain living standards and the fair and impartial treatment of workers. Moreover, an IHR manager should idea about how to manage these international issues and he has to co-operate the international laws with the national laws. Other wise he will not be a successful manager. Furthermore, industrial labour relations are important in global organization. Before taking any decision MNE has to share with labour union or government agencies. IHR manager is responsible for maintaining labour relation in an organization. David Killingers (2000) point of view who is the Director of international labour affair is that because he works so many countries, one of his primary roles is to educate all the parts of the business in the US about what is going on around the world and how that affects total business. 2. Global ethnics and Labour standard In International Human Resource Management: Policies and practices for multinational enterprises by Briscoe, Schuler and Claus they define Culture is a group of people where they have own way to live, behaving and believing which they developed over long time and share by there generation. Different ethic has different type of problem. IHR managers have to solve different ethnic problem. He has to maintain there government rules and regulation to recruit staff. For example some country, they are very restrict about foreign recruitment they dont want to recruit too many foreigner in a company. And they want to train there own people as management post. On the other hand some country doesnt have any restriction about the foreign recruitment. They feel happy to have foreigner in management post. So, IHR managers responsibility to find out what county have want sort of requirement and proceed to fulfil their requirement in global perspective. However, managing across countries culture is a challenge for IHR manager. In a case of Mendenhall et al Readings and cases in Human Resource Management: An executive with TRW Inc. pointed out the importance of this when he stressed that: Just because you have taken an international assignment to China does not mean you can effectively manage across multiple countries. For most (leaders) an international assignment is a critical developmental experience, but that is not all it takes to turn you into a global leader. This means that we must have HR people who are global long before we need business people; otherwise how will we identify, train, and develop business leaders? (Mendenhall et al 2007 p. 22) That a good observation of the executive as because to established a business in other country we need to examine the culture, identify the people, train the people and develop the people to maintain the global standard then we can have a successful, and well develop global business. Moreover, the International Labour Organisation (ILO) also has some requirement to maintain labour standard in global and local perspective. ILO is only organisation that deals with labour issues and currently it has 182 membership countries. In global ethics area IHR manager identify the fundamental morality of human philosophy. According to Briscoe et al (2009) A set of global principles that, under no circumstances, should ever be violated in code of ethics which might be important for IHR manager and it suggest local practices which is sometime different from parent country as because they did not violate the universal principles. 3. Global talent management and staffing Human resource manager means managing people. The main objective of IHR manager in global talent management and staffing is planning of global work force where he can estimate employment needs of MNE and also he can develop plan for fulfil those needs. Here term work force means employees of an organisation or enterprise and labour force means a group of talent employees in the labour market from where an organisation attracts and hires its employees. There are three categories of people for recruiting in an international organisation such as parent country nationals, Host country nationals and third country nationals, International Human Resource manager should careful about that perspective. However different countries rules and regulation about recruitment, reward or punishment policy are not same. Recruitment policy depends on countries internal policy. Moreover, every country sets different rules for the organisation about his parent country nationals, host country nationals and third country nationals. Parent country nationals means organisations own country, it may be short term transfer or long term transfer and it is fully depend on companies internal policy, host country means where the organisation is establishing business, it is important hiring local people and third country means different country from the both nation. Third country nationals is important as because skills or expert people required for establish a business it sometimes for high technological introducing issue or train and develop people with high technology. So, one of the major characteristics of IHR manager is to manage global staffing choice all type of employee in organisations needs. In appendix I it shows that how IHR manager select global talent management and staffing policy. Furthermore, IHR managers one of the challenges is about staffing concerns the nature and applications of immigration laws. It is important due to employee recruiting the global firm, new employees from other country nationals are hired for that reason visas are required for the international assignees, and HR managers duty is to arrange work visas and work with officials in other countries for the technician as they send abroad as expatriates. 4. Training and management development in multinational enterprises. An IHR manager should have to well organize about training and management development in multinational enterprises. Training and management development is necessary as because to implement new ideas in an organization. But it also depend on country, some country always welcome new ideas, some are reluctant to accept ideas from specific country and some country is completely agree about this as because they dont have that kind of expert to implement the new ideas. According to Richard Harlow the senior development consultant at global training consultancy TMA in UK: Time and time again, I hear similar stories of global training initiatives not having the desired effect. And it boils down to a number of reasons. Sometimes badly interpreted material is to blame, other times internal politics may be at play, or perhaps employees in a particular location are just not accustomed to the way the briefing/training is delivered. And companies end up digging deeper in their pockets to retrain or troubleshoot. However, IHR manager also careful about culture, language, learning style, education levels and transfer of learning otherwise he cant be successfully train the people and cant able to develop the management style in MNEs. All of these issues are important of IHR manager. For example, different nationals cultural views is not same, so IHR professional should have clear understanding about how that cultural views and educational system or learning style works. Other important issue of global T D is language. IHR mangers need to arrange training for global workforce whether in a single language or common language or if necessary he has to translate training program in respective language. And for the cross border they need to understand by the MNE providing training by transfer of learning. IHR manager responsibility is to examine the all sort of problem and solve it the respective way to train the people and become successful to management development and he has to expert of cross c ultural adjustment. Furthermore, one author with extensive international business experience, writing for the American Society for Training and Development, says this global mind-set: is a way of being rather than a set of skills. It is an orientation to the world that allows one to see certain things that others do not. A global mind-set means the ability to scan the world from a broad perspective, always looking for unexpected trends and opportunities that may constitute a threat or an opportunity to achieve personal, professional, or organizational objectives. 5. Global compensation, benefits and taxes. One of the critical responsibilities for IHR manager is to plan, structure and maintain global compensation and benefits of work force of the MNE. It is become extreme complicated due to considering multiple countries employees for example parent country, host country and other countries nationals, varying different countries it is changes the level of pay and benefits, cost of leaving, multiple currencies, exchange rate, tax systems and tax rate. All are fully depend on countries internal CB policy. In addition to that compensation and benefit system is not same for the host country nations to parent country or third countries nationals. It is depends on global remuneration structure for employees of the MNE in various place in the world. It can be found that same level of job doing by different countries national receiving different pay and title also different, it is happens due to different countries life style, living cost is not same. For successful IHR manager, it is extremely necessary to efficient plan of a global CB system. Moreover, IHR managers also need to design maintain of how the vacation requirement, working hour, pension plan, insurance, Maternity and family leave and other flexible benefits for the parent nationals, host country nationals and other international employees all he need to do in a fair way. He should have clear judgment of all employee cost of leaving standard, life style and all other relative perspective. 6. International performance management. Performance management is important in an international organisation to keep companys internal and external policy up to date. By the PM any organisation can measure or evaluate his international and local assignees. Employee evaluation measure performance where we can have positive or negative feedback i.e. what he is doing? What his work standard level? How he performing his job? Identify quality of his job? Is there any development or training need or not? However, Performance management is the process of assessment of employee to reach the destination of the company. In that case PM of MNEs is very important for IHR manager. It is a great challenge for him, as because he has to evaluate international and local all employee where depends on employees promotion, pay rise, rewards, motivation and so on. On the other hand it is leading to companys development, improving productivity and efficiency. So, IHR manager should maintain some criteria for performance appraisal. In appendix II it shows a model how a multinational enterprise measure performance international assignees. IHR manager in a MNE is look for PM in three different stages. First able, he has to design of the process, then implement the process and finally evaluate the process. In design stage IHR manager need to decide purpose of PM and what criteria he is doing performance measure, how and how often he is going to do PM, who is person is doing PM and standardization of the process. In implementation stage, IHR manager is implement the whole process and decide which way PM done. Finally evaluation stage it shows the outcomes of PM after implementing the decision PM. 7. The well-being of the global work force: In MNEs, IHR manager has to take care about his work force. It is also one kind of challenge of him. First able, IHR managers responsible to check whether the global firm is maintain health and safety law or now. Secondly he has to maintain family-friendly policies and work-life balance. Now a day it is became a new set of issues and opportunity for IHR manager. Final responsibility in these respects is crisis management. IHR manager is responsible to design and implement crisis management program for employees many types of damage and health and safety problems depends on their value of services. Conclusion: In summary, these all are the main developing issues of global considerations for human resource managers working in an international context. IHR manager need to works on very carefully and considerably for MNEs. The success and development of international organisation depends on all of those criteria. So, IHR manager role is the challenge of present context in international organisation. Reference: Briscoe D. R, Schuler R. S Claus L., (2009) International Human Resource Management: Policies And Practices For multinational enterprises Third edition, p 293 Fiorina, Carly, Restoring Trust: Corporate Responsibility and the CEO, in Thomas A. Kochan and Richard L. Schmalensee (eds.), Management: Inventing and Delivering the Future. Cambridge, MA: MIT Press, 2003, 25-36. Thomas A. Kochan (2004) Restoring Trust in the Human Resource
Wednesday, May 6, 2020
Scientific Management â⬠Taylorism Free Essays
ââ¬ËScientific Managementââ¬â¢ is a managerial development theory that was proposed by Frederick Winslow Taylor in the 1880s. It was designed to apply scientific methods to the management of work organisations in order to improve economic efficiency and labour productivity. This theory is also well known as ââ¬ËTaylorismââ¬â¢ and has had a significant impact in the history of organisational management. We will write a custom essay sample on Scientific Management ââ¬â Taylorism or any similar topic only for you Order Now Scientific management has had many benefits in the work organisation such as the division between workers and managers, increased efficiency in production and task specialisation. To some extent, this idea may still be relevant in some organisations but it is evident that the problems associated with this theory has led to the downfall of scientific management in todayââ¬â¢s service economy and furthermore has allowed for the introduction of improved managerial methods. The issues and disadvantages of scientific management will be further discussed and explained why it is no longer considered relevant in our modern day service economy. With the introduction of scientific management in the work organisation there has been a controversial debate over the changes that occur within the workplace. Do the disadvantages of scientific management theory outweigh the advantages? It is true that this method allows specific tasks to be assigned to specific workers according to their specialisation thus increasing efficiency in productivity as well as a ââ¬Å"regimented system of work organisation and managerial practiceâ⬠(Aguiar, 2002, p. 239). However these changes have had a detrimental effect on the welfare of the workers due to the investigation of introducing new management procedures. Stress levels and insecurity of the workers were said to have increased as a result of redundancies, layoffs and health and safety issues according to Aguiar (2002). There was also a change in work conditions that introduced the ââ¬Ëgender division of labourââ¬â¢ meaning that women were assigned with easier jobs whereas men were assigned with the more ââ¬Å"heavy-dutyâ⬠(Aguiar, 2002, p. 246) jobs. Due to these new management strategies, labour intensification had been increased ultimately leading to an increase in workload and even more changes in work conditions. As a result of gender division, it was evident that there was a significant difference in wages for women and men. Men typically received a higher wage than women which unquestionably became an issue as men were less likely to experience changes in their assigned jobs, whereas women were more susceptible to these changes. Furthermore, not only are womenââ¬â¢s wages lower than menââ¬â¢s, this often ends in a gender clash as it leads to women feeling unmotivated and not up to standard. Not only has scientific management created a negative gender division in work organisations, it has also created a less encouraging environment for workers. Although the principles of Taylorism have had a positive outcome on efficiency of production and productivity of workers, it has negatively impacted the workers as it has decreased job satisfaction thus increasing the repetitive nature of the workload. As workers are only required to specialise in one specific task, workers quickly become dissatisfied as the fundamental job requirements such as variety of skill, significance of tasks, independence and criticism are all missing. According to Gronroos (1994), it is due to the introduction of new technology in the work organisation that prevents workers from experiencing considerable job satisfaction. This also results in a poor relationship between workers and customers, as the value of customer satisfaction is neglected and therefore competitive advantages are not achieved. In some work environments there were ââ¬Å"additional target-related pressuresâ⬠(Bain et al. , 2002, p. 182) where workers refused to work overtime or simply insisted on taking breaks between shifts. In some cases there would be workers that would feel the need to conform and not give into pressure to take breaks thus increasing stress levels and decrease in job satisfaction. Lastly, there is also the issue of Taylorism being easily distorted to exploit workers in a way that they are being controlled and treated as machines rather than human beings. This introduces the idea that this method of management can be seen as dehumanising to the worker. Taylor fails to recognise the importance of the wellbeing of workers in their work environment and rather focuses entirely on gaining maximum efficiency, productivity and profits. This raises conflicts with labour unions as they strongly believe that humans are unlike machines and cannot operate as machines do. Since workers are assigned to their specific task and that task only, they are unable to develop further skills and use their imagination and creativity to complete certain tasks and this is due to a scientific approach in management. There are limited opportunities for workers to be able to express his or her creativity as ââ¬Å"each worker has a very well-determined taskâ⬠(Caldari, 2007, p. 73). Therefore the outcome of completing the required task will only result in maximum efficiency if they complete what they have been assigned to do but will be unable to develop mentally thus illustrating the concept of dehumanisation. Although the human mind is constantly capable of storing new information such as certain routines and actions, ââ¬Å"the human brain and flexible production systems must exhibit the ability to change, evolve and createâ⬠(Caldari, 2007, p. 74). Conclusively, it is evident that in some cases the scientific management approach is accepted by some work organisations. However, Taylorââ¬â¢s theory is flawed in a way that he has failed to account for the crucial factors relating to human welfare and focuses purely on maximisation in productivity, efficiency and profits. Although Taylorââ¬â¢s method was considered the machine model of organisation, and impacted management history in dramatic ways, his theory had also raised many controversial issues that must be considered prior to applying those theories in a predominant service economy. Scientific management may have had a positive impact in particular organisations but in todayââ¬â¢s society, this theory is no longer relevant in a predominantly service economy. How to cite Scientific Management ââ¬â Taylorism, Papers
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