It is a barrier if the health care organization can’t realize the necessity of proper planning. Present-day directors may simply suppose, sometimes wrongly, that somebody will be ready and wish to occupy the post of nurse administration positions. What makes this issue more complicated is that new assistants are not stimulated to get ready for guide roles because of the many requirements put on their chiefs. One more obstacle to the realization of the successful plan is that substitution of nurse chiefs is considered as a cagey procedure adjustable by a few officials. This makes a chasm in the relationship between chiefs and their workers.
With the ongoing changes in human resource management (HRM) where it rapidly evolves with the modern concept of Human resource partner approach, it has been important that managers and executives and HR professionals, in particular, are aware of the challenges and a team of human resource management today can face. According to Allio (2004), modern organizations tend to be more diverse compared to their predecessors. The changes such as acquisition or merger with another corporation tend to bring significant resistance from employees. During this scenario HR has a major role in planning based on effective leadership in understanding the possible conflict
Additional, they were lack of communicate and lack of understandable roles. They were lack of control environment that they did not assign a good duty of segregate for each level. The company just focus on solving extreme high risk problem and ignored the expert advices, demonstrated by Tony Hayward. When the disaster appeared, the board is lack of oversee in operation, had a slow reaction on solving. This failure is resulted in inconsistent of organizational culture.
PROBLEMS FACED BY MEED’S CORPORATION • Lack of Human Resource Planning MEED was not following formal planning process. The common view among employees was that if things had worked out before without much long range planning, they would work out again. Human resource planning was the most critical problem faced as most of the positions were empty and one person was looking over two or more positions. Moreover there were some who argued that emphasis should be on meeting operating goals rather than identifying positions that needed filling and planning to get the right people into the place. There was no proper organizational chart that can maintain a proper chain of command • Lack of Job Description and Specification There was no properly defined job description and job specifications due to which there was either misunderstanding of jobs to be performed or either many important positions were left empty in the organization.
The main issue is that would it say it is a decent thing decreasing the customization characteristics? The test confronted when actualizing customization into ERP is that on the grounds that the current undertaking asset arranging had have a fix interface for the client in this manner there's a restriction to customization. Customization was expected to enhance the capacities of an ERP framework by permitting it to help each sort and size of business however by and by, cutting edge ERP arrangements incorporate pertinent peculiarities and apparatuses that give organizations the straightforwardness in overseeing key information, for example, content, date and number records. Through a led examination, they gave the cutting edge ERP framework eventually to figure out if it can stay aware of the current performance of their business, and they decide to tweak in the long run at whatever point it is important to do so. Truth be told, it was uncommon for entrepreneurs to depend on their ERP software as it is without performing any personalization errand that is expected to match the framework with their industry or business profile.
"In a complicated context, at least one right answer exists. In a complex context, however, right answers can’t be ferreted out." (David J. Snowden and Mary E. Boone, 2007, A Leader’s Framework for Decision Making for Harvard Business Review) These issues arise due to a shift in management, merger or acquisition or not meeting the desired targets which can cause unpredictability and flux. Leaders when faced with this situation, instead of implementing a course of action must be patient enough to allow the path forward to reveal. The major challenge during such situations is that leaders fail to adopt an experimental mode of management and tend to become impatient and have a low tolerance to failure, due to which leaders fall back into traditional command-and-control style of management.
One of the important organizational factors is human resource practices (J. B. Arthur, 1994) (M. A. Huselid, 1995). Various researchers agree that HR practices are to manage the pool of human resources and ensure that the resources are utilized for the fulfilment of organizational goals (R. S. Schuler and S.F. Jackson, 1987) (P. M. Wright and S. A. Snell, 1991). Form the literature, negative work outcomes such as absenteeism and turnover (usually good employees who quit their job voluntarily), it is also possible to link that HR practices could contribute to deviant behavior.
To Avoid Developing Inertia: In many cases, hierarchical changes happen just to abstain from creating dormancy or rigidity. Cognizant chiefs consider this view of association is ought to be dynamic in light of the fact that any single technique is not the best device for administration unfailingly. Along these lines, changes are consolidated so the staffs start preferring for change and there is no superfluous, resistance when real changes in the association are achieved. As per Allaire and Firsirotu, (1989) and Kotter, (1995) in the endeavour to enable associations to oversee change forms, writing was produced concerning the recommendation of models that look to raise the viability of activities, lessen gathered human resistance or even compare the distinctive sorts of issues that shield associations from achieving their objectives. 1.1.10 Higher education and
The problem therefore became the relationship between the Board and Chief Executive Officer (CEO) and the non-existent relationship between the Chairman and CEO as Robert Haas held both roles. Proper governance of the organisation was therefore non-existent and therefore failed to establish values needed to drive the organisation through its known and yet to be known challenges. Furthermore the governance objectives are overshadowed where the chairman and CEO is the same person. 3.1.2. Poor strategy analysis,