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In this context, W.J.Rothwell, P.K.Prescott, and M.W.Taylor review these studies as following:
I- 1995-1996 HR Planning Society State-of-the-Art Study.
1. Seven most essential skills for HR executives today:
* Business savvy and acumen
* Leading organizational change initiatives using personal power and indirect influence skills
* Deep and working knowledge of the basic HR technologies
* Global strategic thinking and planning skills
* Change management technology
* Analytical, conceptual, critical thinking, and problem-solving skills
* Financial analysis and costing skills
2. Seven most essential skills for HR executives in the future:
* Master global operating skills
* Business and financial savvy
* Strategic, visioning, critical thinking, and problem-solving skills
* Using information technology
* Deep HR technology savvy
* Change management skills
* Organizational effectiveness
II- Penn State Executive Program Mnagement Skills Assesment-Human Resources (1997)
1. Six general roles of the new HR leaders: Partner, problem solver, model manager, oracle, conduit, and change agent.
2. Most important competencies of the HR leader:
* Is committed to the success of the organization
* Acts consistently in a manner that instills trust
* Is an effective listner
* Exhibits high standards of performance
* Can manage conflict effectively
* Works effectively with other managers outside the HR function
* Recruits and selects high-quality professionals
* Communicates effectively both orally and in writing
* Understands the overall corporate mission
* Develops HR plans that are clearly linked to the mission and strategy of business units
III- A 21st-Century Vision of Strategic Human Resource Management (1995-1996): The results of the study indicate differences between the most important present and future competencies required for success by HR leaders (see pp.29-30, and Appendix 1).
Within this general framework, they write that "taken together, these three studies provide compelling evidence that HR practitioners of the future must demonstrate exemplary leadership skills if they are to be successful. For HR practitioners, it is no longer enough to be a compliance-oriented practitioner, a supportive, or even a performance consultant. Exemplary HR practitioners of the future will be leaders who are capable of demonstrating a new value-added component to their organizations by managing and developing knowledge capital. By comparing the studies (just summarized above), we can see that six key roles for HR leaders have emerged: change agent, HR strategist, business strategist, HR functional aligner, partner to general managers, and problem solver and consultant."
Highly recommended.
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That is, as I say, his thesis. I am reminded of a story of a man who fell out the 40th story window of an office building. Mid way down, with his eyes firmly closed, he imagined himself flying.
"So far, so good," he said.
This author records comparable delusions, and the state of free-fall that of necessity must end. He thinks he is recording something better than that.
That said, the author's background and training as a sociologist comes through loud and clear, and ultimately limits his book. While Venkatesh does a good job of detailing the social relationships among the players, he virtually ignores the larger political issues. Why was management so inept as to be virtually non-existent? Why did the drug/crime culture take hold, and how did the gangs transfor themselves into multi-state corporate enterprises? Most importantly, given that CHA is now in the process of demolishing virtually everyone of the buildings which form Robert taylor Homes, how do we avoid creating the same problems in the next generation of public housing.
Excellent bibliography, by the way. A very good place to dig for resources for anyone wanting to study the history of the Chicago Housing Authority since 1960.
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