«2 2-2 3 КВ ІТН Я 20 15 РО КУ Львів 201 Університет банківської справи Національного банку України (м.Київ) Львівський інститут банківської справи ДУ «Інститут регіональних досліджень ...»
Отже, основною ідеєю в проектуванні HR-бренду сучасного банку має стати слоган: «Забезпечити співробітникам найкращі умови для роботи, розвитку та самореалізації!». Адже, формування HR-бренду полягає в необхідності пошуку компромісу між вимогами і потребами банку та його співробітників, існуючих та потенційних. Банківська установа повинна мати можливість задовольнити свої потреби у висококваліфікованому і високо компетентному персоналі, спроможному досягти поставлених цілей, забезпечивши міцні позиції на ринку праці і сформувавши їх бажану поведінку для ефективного функціонування на ринку. Працівники, у свою чергу, повинні мати можливість задовольнити власні професійні і особисті потреби щодо гідної оплати праці, безпеки праці, умов праці відчути себе значущими і незамінними.
Список використаної літератури
1. Шевцова, С., Харитонова, Е., Терентьева. Т.Ценности hr-бренда. [Електронний ресурс] – Режим доступу :http://planetahr.ru/publication/2376/.
2. Шевцова, С. HR-бренд изнутри и снаружи. [Електронний ресурс] – Режим доступу :
3. BrattMinchington. Your Employer Brand: Attract, Engage, Retain CLA, Collective Learning Australia, 2006 -232p.
ГетьманО.О. Розвитоксучаснихмаркетинговихперсоналтехнологійудіяльностівітчизнянихпідприємств ЦибулькоА.І.
/ГетьманО.О., // ВісникЗапорізькогонаціональногоуніверситету. – 2014.-№ 2 (22). С. 11-12. – (Серія «Економічнінауки»).
Today, we can manage ourselves, our time and many other activities that don’t require one to have a formal managerial role or even to manage people. This is why today, the function of management, as distinct from the role of the manager, has become everyone’s business.
The key to an effective operation of a business is proper management and preventative measures to limit the organizations tort liability. Tort liability and risk management has to be dealt with-in the day to day business of many organizations.
Management is more art than science.
Managing is working with and through other people to accomplish the objectives of both the organizations and its members.
In many organizations, employees know more about their work than their managers. This reality should force organizations that still cling to the old, top-down style of managing to recognize that many employees today are very capable of managing themselves.
Today, good business management requires that executives and leaders understand the process of change and how it affects the work place.
According to Peter Drucker, "Managers give direction to their organizations, provide leadership, and decide how to use organizational resources to accomplish goals."
Management skills are classified as:
- political (used in building power and business networking),
- conceptual (used in analysis of situations),
- diagnostic (used in taking an action in response to a situation),
- technical (domain knowledge),
- interpersonal (people skills).
Frenchman Henri Fayol describes management as a composition of five functions, namely planning, organizing, commanding, coordination and control.
Business management is only effective when great leaders are able to communicate messages that decrease employee's resistance to change, and assist in encouraging individuals to move through change in a positive manner, so that problems can be avoided.
Managing a small business is more work than most people inside or outside of a small business realize. It is ever-changing. Use an effective business plan layout to build strategies for managing change and for growing your operation.
Control refers to setting standards, ensuring that the performance meets the set standards, and taking corrective action as and when necessary. Business management skills cannot be confined to the definition of any one management theorist.
The definition of management has evolved over time and the role of a business manager is no longer limited to only planning work and overseeing its execution.
Effective business management asks for a complete knowledge of the strengths and growth opportunities a business has.
Knowing the strengths requires an understanding of the availability and potential of the business resources. A complete understanding of the business and competition can help a manager understand the prospects of his business.
Management is about taking the right decisions at the right time and getting them implemented by the right people.
Effective business management requires a manager to have certain basic skills like the ones given above. And one very important, yet not-so-common, thing he needs to have is common sense.
Business management tools are all the systems, applications, controls, calculating solutions, methodologies, etc. used by organizations to be able to cope with changing markets, ensure a competitive position in them and improve business performance.
The Tools focused on SMEs are important because they are a way to save money and make entrepreneur’s businesses more profitable. These tools have different functionalities such as project management, track finances, manage projects, share documents, connect and network, manage social media and marketing, also everyday use such as word processing or spreadsheets.
Their main objective is help entrepreneurs to achieve everyday duties in a much simple way and mostly free. The downside to take in consideration is that some of the apps may be unreliable or will require organizations to advertise them.
Management operates through various functions, often classified as planning, organizing, leading/directing, and controlling/monitoring.
–Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next 5 years, etc.) and generating plans for action.
–Organizing: (Implementation) making optimum use of the resources required to enable the successful carrying out of plans.
–Staffing: Job Analyzing, recruitment, and hiring individuals for appropriate jobs.
–Leading/directing: Determining what needs to be done in a situation and getting people to do it.
–Controlling/Monitoring, checking progress against plans, which may need modification based on feedback.
Business management technology. It allows managers to do more than just work for an organization but also gives them understanding of how to practically run a firm.
Here are some of the advantages the managers obtain from the technology:
–Creating a plan and;
–Human resources management and employee relations;
–Marketing and selling.
When we try to define management, our first thought is usually of a manager who occupies a role and who has authority over people. But in the case of knowledge workers, who manage themselves, management is seen as a process, one which can engage everyone. Thus, when we define management as a role, we restrict it to something that refers to managers only. Such a definition is not only a limiting one, it is one that does not account for the way in which work and responsibility has changed.
Today we talk of “managing one’s boss,” and of having “relationships with strategic partners, suppliers and customers.” But, if partners can manage their relationships with each other, then management cannot be a one-sided, controlling activity. And, if you can manage your boss, management isn’t restricted to the use of authority to control the people who report to you.
Management is much more than what managers simply do to get work done through employees. Today, we can manage ourselves, our time and many other activities that don’t require one to have a formal managerial role or even to manage people. This is why today, the function of management, as distinct from the role of the manager, has become everyone’s business.
The truth is that the role of the “manager” is only a particular application of management, not the whole story of managing. A broader perspective avoids the negative connotations so commonly attributed to management, such as controlling and restricting people. Moreover, employee engagement, especially with respect to innovative knowledge workers, cannot become a reality until we move beyond our industrial-age definition of a manager.
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The operating style of industrial-age managers is represented by a metaphor of the organization-as-person, where the “head” thinks and the “hands” do. It is no coincidence that employees were once called “hired hands.” The implication of this metaphor is that managers do all the thinking and managing. The vision of employees as unthinking “hands,” to be moved around at will by a remote mind, is unsustainable in an age of empowerment and employee engagement.
Management style, differentiated from leadership, is the process by which an executive or line manager regulates the performance of their team and governs the working environment. An individual's style of management refers to the overall working philosophy that a person takes to design that process.
When it comes to lead a group, it's essential for a manager to adopt the management styles most conducive to effective organizational functioning. If you deploy a management style that is well-aligned with your individual personality and the team environment, your team should be efficient and productive.
How a manager handles various situations depend on his management style. There
are a few styles of management given below:
Autocratic The style that no-one wishes to admit to. Typically the autocrat possesses all of the energy along with the say about what goes on. He or she is in full command and rarely entertainsstaff feedback. That having been said an autocratic style of management is not inevitably an undesirable one. Particular motion picture directors as well as celebrity culinary chefs are recognized for their autocratic personality and are rightly respected for their expertise. This type of management can bring results but it isn't something which employees tend to be content to endure for long. They often feel marginalised instead of paid attention to and this can generally bring about a high turnover of employees.
The power of the autocratic leader can derive from his position, his influence within the company or his knowledge and uses this power to achieve compliance with existing requirements.
This style is more direct and controlling. This kind of managers tends to be more focused on productivity targets and achievement of objectives. Their power is based on their ability to achieve targets, often as a result of quick decisions. Authoritarian leaders assume power by resolving problems. They enjoy the freedom of managing themselves and others. They tend to measure success on the tasks carried out successfully.
Bureaucratic The bureaucratic manager is extremely picky and thorough. He or she will investigate just about every tiny difficulty, problem or complaint to the full and, like a dog chasing a bone, not let go until chow time. This kind of manager is usually only 1 step removed from an auditor and behaves as such. Their investigative capability is both respected and feared by the staff and they retain a high amount of control over their small business.
They are usually serial "yes" men and not generally the most inspirational of leaders. Their staff may possibly find it difficult to bond with them and consequently morale could be low.
The manager performs different tasks always adhered to the book. He focuses on the execution of the projects and the demonstration of conduct based on rules, policies and standard procedures for enforcement. He always turns to higher levels of hierarchy for consultation in order to solve problems not addressed by existing rules or instructions.
This particular style of management is applied in the case when workers must follow predefined procedures (such as accountants on tax issues, or procurement personnel, in processing purchase orders or terms of market contracts). In addition, it is applied to workers employed in projects of high hazard or operating high risk equipment or working under special conditions.
Diplomatic Another prominent style of managing human resources is the diplomatic, where the manager acts as a salesman. He relies on persuasion to make his subordinates act in accordance with his wishes. His authority is similar to that of the authoritarian leader. But instead of using his power to achieve the execution of his orders, he prefers to explain why they should be followed. In most times, in order to persuade his subordinates, he is forced to relate business goals with the personal aspirations of his subordinates or uses his personal relationships network for this purpose. These relationships are usually based on the existing need of his subordinates for understanding, dependency, support and recognition.
Democratic/participating A more modern management style, supported by many management theorists, is the so-called democratic/participating style. Managers who adopt this type of liberal leadership styles tend to worry more in the decision making process for all the voice of the group to be heard. Participative leaders tend to make decisions under a time consuming thinking process. Generally they are people who are good listeners and cooperative.
The manager urges subordinates to take part in small or large extent in the decision making process, which otherwise and under the style of authoritarian management he would make on his own. Final decisions can be taken by the group or by him personally. But in both cases he has previously consulted his subordinates by the means of a frank and open discussion, with the presentation of the pros and cons of each solution, having liberally heard the views of the group.