The Human Resources course we had taken enabled us to wonder about the best way to deal with employees, how to improve their efficiency, how to increase their motivation and provide them with the best work environment possible. We also saw that the answers to these questions depended on the type of company, the type of market you are in and the type of employees you work with. Defining these three ideas will give you a clear answer on how to manage your company and make it both more efficient and more agreeable to work in. The third fact (knowing your employees) is the toughest one of the three, since defining someone's personality is difficult but defining a whole team or the staff's way of thinking is a lot harder. As a Human Resource director or employee, you need to find out how it can work best in each employee or team. So working in a Human Resource department is not an easy task. Through many cases, we were able to grasp this difficulty. For the assignment, we are asked to discuss a case, the Oticon case, which deals with a brand new way of organization. Through four questions asked by the professor, I have to describe this new system, its pros and its cons.
[...] It is everyone's leadership that makes the group function and work efficiently “Revolution at Oticon A/S : The spaghetti organization” by Dr. R. Morgan Dictionnary of the quality, by B. Froman and C. Gourdon www.en.oboulo.com Everyone is chosen on a project thanks to their skills so every one is leading in the group; they are leading on their own field of competence, so leadership comes from the fact that each worker is complementing each other. The leadership can also be detained by the project manager (called project owner) that every team working on a project has. [...]
[...] Oticon changed this way of functioning by focusing on creativity, openmindedness and an ability to work with a team. The candidates were not asked about their field of predilection but about their core competences (such as organizing, being imaginative, being realistic, being at ease with calculation, having knowledge of a market or being good at handling problems etc.). This is a new dynamic: recruiting people on what they can offer to the company, both thanks to their knowledge in their core field and their individual skills. [...]
[...] So the recruitment process is another way to foster creativity. I learned, by reading the Oticon case3, that it has became a real challenge and that it was aiming at finding people that were naturally creative, open-minded and efficient. So simply by hiring creative people and have a structure that allows them to stay creative (and be more creative) fosters creativity for sure. The catch phrase of Oticon (“People first”) also states the way of working in this company and the importance of the individuals who work there. [...]
[...] the reasons for a change and the new organization, I will answer these questions, which will allow me to see every point of this new organization and use the notions seen during this course www.en.oboulo.com Brief presentation of Oticon Previous organization First, a little bit of history to set the company in a timeline. Created in 1904 in Denmark by Hans Demant, the company started its business by importing hearing aids from the US. After World War II, it started its own production of hearing aids and developed its range of products throughout the following decades. [...]
[...] It used to be about the work load and to meet deadlines with this work load. So the company would hire a financial employee if there was a huge load of financial work to do, for example. Now the dynamic is that the company needs someone who has the ability to work in a team and has this competence that would complement the rest of the team. On a fourth point, let's see the job design. Here again, it is a real change (and also a challenge for the HR department) since there are no jobs anymore. [...]
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