Shrink nations work force
Julio is
devising a marketing plan for introducing his company's products into a new
market. Julio comes up with customized marketing strategies that cater to the
unique needs of the new market. all his decisions involve risk and uncertainty
as he is unaware of the conditions in the new market. The type of decision
being made by Julio in the above situation is called a non-programmed decision.
Non-programmed decision deals with risk and uncertainty. It is also complex and
unstructured.
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Human resource management tasks and responsibilities have developed largely as a result of two important factors: (1) firms' identification of workers as their ultimate resource and (2) changes in legislation that overturned many conventional practices.
Human resource management is mostly the practice of recruiting, hiring, the deployment, and managing personnel in a business. HRM is frequently abbreviated as "human resources" (HR).
HRM has changed dramatically over the previous two decades, making it an even more vital position in today's enterprises. HRM used to involve processing payroll, sending birthday presents to staff, organizing corporate trips, and ensuring forms were completely filled out, in other words, more of an administrative duty than a strategic position critical to the organization's success.
Therefore, human resource management duties and responsibilities have primarily evolved as a result of two key factors: (1) enterprises' identification of workers as their ultimate resource and (2) legislative developments that have reversed many traditional practices.
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Answer:
Authorities can be assigned, but never delegated obligations. Subordinates are responsible for "results" and managers are responsible for their subordinates ' actions. You can't be held responsible for a mission if you have little competence.
Explanation:
The delegation lets you pass the power to professional team members to work on more urgent matters. But you are still responsible for doing these in the right way. It is therefore necessary to periodically track the status or interact with the team member
Let us recognize some of the fundamental principles to be observed in delegating: 1. The delegated authority to subordinates should be adequate to achieve the desired performance.
2. The power may be delegated but never assigned responsibility. Subordinate accountability is "efficiency" and managers are "responsible for their subordinates ' activities."
3. A duty can not be held accountable if it only has limited authority. A balance between authority and responsibility must be created.
4. A single superior's presence brings to mind the subordinate more personally responsible.
