第一單元: 人力資源管理的基礎 管理者的角色與功能 hr.pdf– 明茲伯格(henry...
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Do the thing right! !
Do the right thing!
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Typical Healthcare Organizations
Management
Support Work
Direct Work
External Environment
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(science) (art) (process)
Inputs Transformation Outputs
External Environment
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Responsibility Resources Skills
Tactical managers
Strategic managers
Supervision
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1. (Management Function)
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(Management Function)
1. (Planning) :
2. (Organizing) :
Organizational design Differentiation and Integration
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(Management Function)
3. (Leading)
4. (Controlling) ,
Leader followers
Situation
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2. (Management Skill)
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(Management Skill)
1. (Conceptual Skills)
, ,
2. (Human Relations Skills)
3. (Technical Skills)
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3. (Management Role)
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(Management Role)
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(Henry Mintzberg) : 1973 , : /
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Formal
authorityInterpersonal
rolesInformational
roles Decision
roles
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(Management Role)
Zuckerman (1989) Model Designers Leaders Strategist
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4. (contribution)
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Classical Approaches to Measure Organizational Effectiveness
External Environment
Resource Inputs Organization Product andInternal activities Service Outputsand processes
System Resource Internal Process GoalApproach Approach Approach
Source: Daft, R. L. (1995) Strategic Management and Organizational Effectiveness. In OrganizationTheory and Design, Chapter 2, p. 56
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Effectiveness Criteria for Various Stakeholders in an Organization
Constituency Approach
Stakeholder Effectiveness CriteriaOwners Financial return
Employees Work satisfaction, pay, supervision
Customers Quality of goods and services
Creditors Creditworthiness
Community Contribution to community affairs
Suppliers Satisfactory transactions
Government Obedience to law, regulations
Source: Adapted from Daft, R. L. (1995) Organization Theory and Design. 5th edition, WestPublishing Company, P. 60
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5. Ethical
LegalIllegal
Unethical
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4
Respect for autonomy patients (self-determination) managers (truth telling, confidences, and
keep promises) Justice
Egalitarian theories Libertarian theories Utilitarian theories
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4
Beneficence acting with charity and kindness cost-effectiveness
Nonmaleficence do no harm
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(Human Resource Management: HRM)
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1999 6
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1999 6
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(1)
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10 1. ()2.
3. 4. 5. 6. 7. 8. 9. 10.
1991 SHRMI/CCH
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(2)
(HR Philosophy)
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(3)
ex. Downsizing
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(4)
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Blossom Lin
Fottler, Hernandez & Joiner (1998)HRM ImplicationsManagement Decisions
Pursue low-cost competitive strategy
lower compensation; give-backs in labor relations; training to improve efficiency
recruit top-quality candidates; high compensation;
training in guest relations
Pursue quality differentiation competitive strategy
selection from acquired organization; outplacement of redundant workers;
training of new workers; compensation adjustments
Pursue growth through acquisition strategy
training Purchase new technology
Offer new service/product lines
recruit and select physicians and other personnel
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- Typical Healthcare Organizations (Management Function) (Management Function) (Management Skill) (Management Role) (Management Role)44 (Human Resource Management: HRM) (1)10 (2) (3) (4)