Human Resource Management at Consultantland

This assignment examines the human resource management practices at Consultantland, a global finance consultancy firm. It analyzes the company's flat organizational structure and its adherence to Charles Handy's Role Culture model. The report also delves into Consultantland's democratic management style and highlights key HR functions such as reward management (both monetary and non-monetary) and training & development programs.

UNDERSTANDING
HUMAN RESOURCE
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
1. Flat organisational structure of Consultant land.....................................................................1
2. Charles Handy Model which defines the corporate culture of Consultant land.....................1
3.Democratic management style of Consultant land...................................................................2
4.Human resource management functions..................................................................................3
CONCLUSION................................................................................................................................3

INTRODUCTION
Human resource management plays a vital role in organisational functioning as it assists
business in determining appropriate role and responsibilities to staff members. The report will
evaluate the role and functions of HR management in Consult land which provides consultancy
services to finance service industry. The business operations of enterprise are spread across the
globe and it has 30 offices worldwide. Further, it will outline the organisational structure and
culture of consultant firm. Moreover, it will analyse the management style followed by the
company in which it provides appropriate working environment to its employees. Thus, the
report will identify the Human resource management functions in context to reward management
and training and development.
1. Flat organisational structure of Consultant land.
The organisational structure of Consultant land has no level and employees are allowed
to interact with each other formally and informally. This is the strategy used by the firm to
increase employees working efficiency (Matveev and Sims, 2012). In this the workers participate
in decision making process of Consultancy due to which the company is able to formulate many
effective decisions. The enterprise implemented flat structure to provide grate level of
interaction to staff member's without any barriers. Further, with the helps of this system the
company determined the individual performance of workers on regular bases. Moreover, the
major reason behind providing open communication is to reduce the chance of conflicts and with
the help of flat structure the entity is easily able to determine individual efforts in business
operations. The major advantage of adopting this system in consultancy organisation is to
establishing coordination and cooperation between employees activities. Hence, with the help of
this system the employees has become self sufficient and now are able to take decision in case of
emergency situations.
2. Charles Handy Model which defines the corporate culture of Consultant land.
According to Charles Handy there are four types of culture in organisation and it is
important for the enterprise to coordinate and cooperate with all the culture in order to define
individual’s roles and responsibilities (Russo, and et.al., 2013). The model of Charles Handy is
as follows:
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Figure 1Charles Handy organisational culture
Source: (In Creating A High-Value Anthrophillic Organisation, Start With Culture, 2017)
Power: In this the powers are only with top management and it up to management and
that how it makes use of its authorities. This sometimes makes organisational decision biased
due to which worker suffers. The power culture of model defines that it is the major reason
behind conflicts and decreasing efficiency of staff members.
Task culture: In this culture organisation, groups 4 or 5 employees together according to
skills and capabilities for one common goal. The employees in theses team are of common
specialisation and interests.
Person Culture: In this the management is not at all concerned with employees
functioning due to which the enterprise suffers loses. In accordance tot his culture the staff
members only come office to relax and for taking salary and wages. Further, the owners and top
management visit the firm for some specific purpose and not to keep a check over business
operations.
Role Culture: In this the management provides appropriate role and responsibility to
workers according to their skills and working efficiency.
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Hence, according to Charles handy Model it has been determined as Consultant and
follows the role culture in which the workers are not bound to interact with other hand have their
specified roles and responsibilities. Role culture is the best culture of organisation which assist
the firm in improving business performance by serving employees satisfaction.
3.Democratic management style of Consultant land.
The consultant use Democratic management style as it assist the management in
involving employees in decision making process. According to organisational culture the
participation of employees in decision making plays aviate role in formulating effective
judgement. Further, according to enterprise staff members are aware of all the strengths and
weakness of the business which are important to be considered when implementing something
new and when formulating effective decision. Therefore, consultant land encourages the
employees in interacting with each other and making effective decision for the sake of business
operations. Further, the style is based on group decision making process. In this the firm collects
the solution for problem from 4 or 5 different groups of employees among which the
management determines and make use of most effective decisions (Ojokuku, Odetayo, and
Sajuyigbe, 2012). Hence, when the company do not end up at unanimous decision than the
company conducts a voting poll in which every individuals is allowed to votes as per their
choices and the majority determines the judgement on specific topic.
4.Human resource management functions.
Reward management system: Consultant land used reward management system to
appreciate employee’s performance after every period of interval. This is the best strategy which
assists the firm in enhancing the working ability of employees (Sageer, Rafat and Agarwal,
2012). In this system the organisation uses both methods of rewarding the monetary and non
monetary. In monetary the consultancy firm increases the salary of workers or provide incentive
and bonus. However, in non monetary the enterprise appreciate staff performance by promotion,
motivation, encouragement and gifts.
Training and Development: The Company organises regular training and development
session to enhance the current skills and abilities of workers. This assists the staff members in
learning various new thinks and techniques of working. The sessions are the best way to
establish communication and to discover the loopholes which can impact the stability of
organisational culture.
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CONCLUSION
The report summarized the role of human resource management in Consultant land, the
organisation which provides consultancy services to finance services industry across the globe.
The report analysed Flat organisational structure and Charles Handy Model which defines the
corporate culture of Consultant land. The handy model comprises power, culture, role and task
among which the organisations follows Role culture as it assist the employees is distributing
roles and responsibilities to workers according to their skills and capabilities. Moreover, the
report outlined the democratic management style of consultant style in which it encourages the
participation of employees in decision making process of organisation. Hence, it concluded by
the human resources function of firm that is reward management and training and development.
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REFERENCES
Books and journals
Matveev, A. V. and Sims, S. P., 2012. Understanding Organizational Cultures of Small
Businesses: A Perspective of Women Entrepreneurs. Proceedings of the Northeast
Business & Economics Association
Russo, G. M. and et.al., 2013. Correlation Between Organizational Culture and Compensation
Strategies Using Charles Handy's Typology. Performance Improvement. 52(7). pp.13-
21.
Ojokuku, R. M., Odetayo, T. A. and Sajuyigbe, A. S., 2012. Impact of leadership style on
organizational performance: a case study of Nigerian banks. American Journal of
Business and Management. 1(4). pp.202-207
Sageer, A., Rafat, S. and Agarwal, P., 2012. Identification of variables affecting employee
satisfaction and their impact on the organization. IOSR Journal of business and
management. 5(1). pp.32-39.
ONLINE
In Creating A High-Value Anthrophillic Organisation, Start With Culture. 2017.[Online].
Available through: < https://leaderonomics.com/business/strategy/high-value-start-with-
culture>.
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