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Human Resource Management At Nokia Siemens Networks Management Essay

'Human resource management is the effective use of recruiting in order to improve organizational performance'. 'Human resource management' was initially used in United States of America in 1980.

Nokia Siemens Networks is the 'leading communication service provider' in depends upon. It completely presents a 'portfolio' of cellular phone, 'fixed and converged network technology' also with network development, maintenance and networking facilities. Nokia Siemens Networks uses updated technology including 'GSM, WCDMA/HSPA+ and LTE integrated with the NetAct network management system'. According to Hou Wenjun, manager of SUOPD (shanghai Unicom Optimization Department): 'Network quality is very important in maintaining and acquiring subscribes. Nokia Siemens Networks NetAct Optimizer improves the performance of the whole network whatever the vendor and the task efficiency has been improved a lot'. Nokia Siemens Networks maintains highly qualified management boards that always follow a very tactful and reliable planning for their very competitive business and are focused on meet up with the perfect requirements of each client.

1. Contribution of Human Resource Management to attain the goal of business organization

To match the target of any business organization Human resource management acts the key important thing by selecting good and fit employee, training them properly for his or her company and make good relationship between stuffs of them.

HRM activities

Human resource management is known as the driving factor of any business organization. Its function includes a sizable volume of activities a few of which are to recruit and prepare the best employee providing suitable training, to make strong relationship between employees of various sectors. Crucial activities of HRM receive below:

Recruiting the best employee

The first step to recruit any employee for any business organization is to determine the sort of employee it needs in terms of position and rank. Nokia Siemens Networks always follows the following principles to choose any stuff

Nokia Siemens networks always uses easy, effective and clearly understood procedures for competitors.

Strictly maintains the equal chance to select employee.

Emphases on intelligence and ability of work.

Three main components of selecting any stuff of Nokia Siemens are deciding on

terms of appointment, choice of competition and probation.

Training and Developing the performance

Training has two defining features and to begin them is, any short coming, gap or problem that prevents a person or organization obtaining their objectives and it could be overcome or reduced through training and/or development. Training needs can arise at the organization, the experience, or the average person level. For our Purposes a business means not only the whole company, but any department, section or team using its own objectives. Secondly, training analysis can be an analytical process of assessing the worthiness of something. In the case of training, it focuses on whether the time and money spent on training have achieved acquired results.

Training and development is the best way to increase working experience and knowledge. It helps any candidate to attain the best thing the company wants from him. Nokia Siemens Networking is the pioneer of any technical and updated training. Some of their aim approach receive here:

Trying to make any employee active and hard working

They supplied high training to satisfy the company's aim

Tactful skill development

Maintain the records regularly of work performances

Easy and active design of learning

Distribute the duties among stuffs

Variation of training and development

1. 1. 3 Employee relationship

Nokia Siemens Networks is committed to build free frank and professional relationship between one employee with others and also improve relations between stuffs and human resource management actively. Some of the functions of Nokia Siemens Networks of employee and management are given here:

The relation of management-stuff is known as very regularly

Candidates are heartiest welcome for consulting

Imperfection matters can be resolved by taking better steps of consultancy

Business successes depend not only the works done by them but also will depend on the relationship of employees of any business organization. Nokia Siemens Networks always takes this theme for his or her business strategy.

Effective management of human resource

Being an efficient manager means knowing when to use the right management style. Some styles, for instance, will be more people-oriented, while others tend to give attention to a project or product. The management style you select will depend on your people's skills and knowledge, available resources (like time and money), desired results, and, of course, the duty before you.

Your job is to choose the management style that works best for any given situation. Managing with out a specific style geared to a specific group of circumstances can slow you down and even lead to costly mistakes.

Get your people to do their best work by using a number of of the next effective management styles:

Participatory Style

Here, it is advisable to give each employee an entire task to complete. If that's extremely hard, make sure the average person knows and understands his or her part as it relates to the project or task. When people on your team know where they fit in the big picture, they're more likely to be motivated to complete the duty.

Take the time to explain the details and why their role is important. Get their input on the duty and its own significance. This will give them a sense of value, and hopefully, encourage them to take ownership of the piece of the project. Do your very best to make certain your employees understand the tasks. Ask questions that may seem to be obvious; the asking alone will reinforce an employee's understanding of the work.

Directing Style

Sometimes a situation will require a direct style of management. Perhaps a good deadline looms, or the project involves numerous employees and takes a top-down management approach. Here, a manager answers five questions for the employees: What? Where? How? Why? and When? Let them know very well what they have to do, how they will do it, so when they need to be finished.

This style may seem cold and impersonal, but you still have an opportunity to be considered a motivating and accessible manager. For example, when you assign roles and responsibilities, provide helpful tips or share encounters you encountered with an identical project. With this style, don't be afraid to create specific standards and expectations. Your communication, therefore, must be detail-oriented, unambiguous, and free of buzzwords and jargon. You also need to create clear, short-term goals like, "Your goal is to complete three reports each day. "

Teamwork Style

If you want to expedite a project and optimize an activity for completing that project, managing by teamwork is the ideal solution. While you motivate visitors to pool their knowledge, the results may exceed your expectations. Often, teams can tackle problems quicker than what you can accomplish by yourself. The give-and-take can create a process that you can replicate in other projects.

Remember that successful teamwork depends on coordinated efforts one of the staff, as well as solid communication skills. Reports must be clear and concise. Presentations must convey information that leaves nothing unanswered. Understanding logistics is critical, too. Probably most important, however, is your willingness to credit the team because of its success and independence, rather than your savvy management skills.

HR models

Administrative and incremental models:

Simon's (1960) administrative style of decision making aims to spell it out how managers make decisions in difficult situations, such as those characterized by uncertainty and ambiguity. Many management problems are unstructured rather than suitable for the precise quantitative Analysis implied by the rational model. People rely heavily on their judgment to solve such issues. Simon based the model on two central concepts bounded rationality and satisfying. Bounded rationality expresses the fact that individuals have mental limits, or boundaries, about how rational they can be. While organizations and their environments become increasingly complex and uncertain, people are only in a position to process a restricted amount of the available information. This places boundaries on the ability to use in the way envisaged by the rational model, that they deal with by satisfying. Satisfying means that decision makers choose the first solution that is 'good enough'. While continuing to find other available choices may eventually produce a much better return, identifying and evaluating those costs more than the likely benefits. Suppose we could in a strange city and need coffee before a meeting. We can look for the first acceptable coffee shop that looks as if it'll provide what we need. We've neither the time nor the knowledge to explore several alternatives for variety and price we satisfied by choosing one that looks sufficient for the immediate problem. Ina similar fashion, managers generate alternatives for complex problems only until they find one they believe will work.

The administrative model focuses on the human and organizational factors that influence decisions. It really is more realistic than the rational model for non-programmed, ambiguous decisions.

(REFERENCE)

Guest's HRM Model

According to David Guest's (1989, 1997) model of HRM there are six dimensions of analysis which are: 'HRM strategy', 'HRM practices', 'HRM outcomes', 'Behavior outcomes', 'Performance outcomes', and 'Financial outcomes'. This model describes the difference between your 'HRM' and 'traditional personnel management'. It is considered as the perfect HRM model due to its 'direct relationship with valued business consequences'. Guest has taken promise as 'messy' which is very tough to create relation between 'commitment and high performance'.

(REFERENCE

Nokia Siemens Network has generated the HRM model which can perform powerful and is providing the better facilities and services according with their commitment. Its business design has generated such a relation between performance and facilities that it could be used for most multinational business organizations.

2. HR planning and Developments methods

Basis on demand and offer forecasting ways to identify the further workforce necessity of any business organization HRM planning is much used. HR planning consists of six related activities which can be: 'demand forecasting', ' supply forecasting', ' identifying human resource requirements', ' productivity and cost analysis', 'action planning', 'human resource budgeting and control'.

(A hand book of Management Techniques, 3rd edition by Michael Armstrong. )

2. 1 HR planning and Development of Nokia Siemens Networks

2. 1. 1 Alternative options for delivering strategy:

Any strategy can be delivered in another of three ways - internal development, acquisition,

Or through some form of alliance.

Internal development:

The organization delivers the strategy by expanding or redeploying relevant resources that

It has or can employ. This permits the business to retain control of most areas of the

development of services or services. This is often considered important where in fact the product

is highly technical in the look and manufacturing processes. Microsoft develops all its operating

systems (e. g. windows) in-house, rather than buying in the technology from outside. Pharma-

ceutical companies typically develop products in-house.

Internal development was also favoured by public service organizations in the 1990s. Many

local authorities in britain created in-house direct service organizations (DSOs) to

repair and keep maintaining council buildings. Nowadays, DSOs are usually necessary to compete with

outside contractors. Similarly, many parts of local government and the civil service - for example

legal services and the stationery office - have been privatised. The present climate for public

services is not conducive to internal development. It really is much more likely that attempts to meet

new or growing demands calls for some form of joint venture or alliance (see below).

Acquisition (and merger):

Acquisition is where one firm takes over another. This enables rapid entry into new product

or market areas which is an instant way of creating market share. Additionally it is used where in fact the acqu-

iring company lacks the required in-house skills, technology or other resources. For instance,

a company might be studied over because of its expertise in research and development, its competences

in relation to a particular production system or business process or its understanding of a local

market. Financial motives are often strong, particularly where there are opportunities to

increase cost efficiency. Mergers are often undertaken for similar reasons but are more

likely to happen by voluntary agreements than through contested takeover bids.

starting in the 1990s, there were many mergers and acquisitions in the financial

services sector in britain. Some took place between smaller high

street institutions (e. g. the merger of the royal bank of Scoatland and Nat West) in order

to strengthen their position in a particular market, such as lending. In addition they achieve

economics by closing branches and merging administrative processes. Others have been

undertaken to increase the number of activities. Most merger and acquisition activity in the

banking sector has up to now been on the domestic scale. However, in other industries such as

telecommunications the forces of globalization have been a wave of international acquisit-

ions and mergers. For example, Vodafone of the United Kingdom has made several acquisitions,

including the takeover of Germany's Mannesmann in 2000 for pound 145bn, in its quest to

become the world's major mobile phone company.

One of the key issues with acquisition and merger is the difficulty in merging two different

Organizations with different cultures and means of doing things. Combined organizations often

Face an extended period of disruption as a set of procedures and functions are put in place.

As way back when as 1996, Tom peters noted that ' the theory of

2. 1. 2 Easy and Effective training Method:

Training expert Stephen covey says small businesses can do many things to provide job related personal improvement without actually establishing expensive formal training programs. His ideas include and Nokia also follows a few of its suggestions that can be mentioned below as:

Provide a library of tapes and DVD for systematic, disciplined learning during Commute times

Encourage the sharing of guidelines among associates

When possible, send people to special seminars and association meetings for Learning and networking

Create a learning ethic insurance agencies everyone teach the other person what they are Learning

2. 1. 3 INFORMAL TRAINNING METHODS:

Training expert Stephen covey says smaller businesses can do a lot of things to provide job related personal improvement without actually establishing expensive formal training programs. His ideas include:

Offer to repay the tuition for special classes

Identify online training opportunities

Provide a library of tapes and DVD for systematic, disciplined learning during Commute times

Encourage the sharing of best practices among associates

When possible, send people to special seminars and association meetings for Learning and networking

Create a learning ethic insurance firms everyone teach each other what they are Learning

2. 2 The effectiveness of HRM to meet the Nokia Siemens Networks

There are much effectiveness of the business and objectives

The option of certain organizational resources

The participation and involvement of suppliers when required

Higher degrees of internal and external decision-making authority

Effective team leadership

Greater effort put forth on team assignments.

Some objectives of organization

Make the business accountable for a challenging assignment

Challenge team leaders to market individual and organization effort

Allow teams to build up specific performance goals and objectives

Demonstrate executive commitment and support, particularly when providing critical organizational resources

Select associates with the right skills and professional preparation

Promote external supplier team participation

Use the performance evaluation and reward system to encourage member effort and commitment

Provide the sourcing team with internal and external decision making authority

3. Analyze of HR Performance

To increase the performance of any business organization 'Human resource management' acts as the key factor. HR should emphasize on four sectors:

'Employee influence': Every employee should get chance to realize in decision making meeting,

'Human resource flow': For the better performance of any organization transparent recruitment and appointment and sufficient training should be ensured,

'Work systems': For each sector of any business organizations must have proper work design and supervisory style,

'Reward systems': Better performance should be encouraged providing suitable rewards.

3. 1 HR performance

Human resource management always tries to meet up with the four main problems which are described briefly as:

Specify the amounts of stuff to be employed in new zone:

If any business organization increases the size of its working area it'll need extra or underutilized employee. If it's not done employee may be in very mental and physical pressure and the majority of the cases it'll be impossible to keep up the quality and offer the product with time. So some points arise here:

How the 'interrelation between productivity, work organization and technological development' improved?

What is the required range of stuff in virtually any new area?

What process can be employed for establishing the better relation between stuff and manager?

Do you consider flexible work arrangements?

What kind of stuff you really need?

Finding the best answer of the questions and taking the right decision according to these, performance of HRM can be justified.

Nokia Siemens Networks has an extremely active and powerful HRM team who are always prepared to face any kinds of competitive and technological problem. This team strictly monitors the amount of stuffs, working schedule and new stuff selection in any position.

Employee should be retained:

As technology is changing very rapidly and business software and business related matters are updating day by day so for the bigger performance every very skilled employee should learn. Thus organization should:

Observe just how of resignation

Identify the causes for it

Determine what it is pricing the company

'Compare loss rates' with other same type company

Except the clear idea of any task, stuffs are unable to do better things which may be the sources of lose of the business. So taking into consideration the rank and position, 'age' and 'gender' and also taking into consideration the training cost every employee should be retained to run the business smoothly and it is an important responsibility of HRM.

Nokia Siemens Networks always tries to provide best services with least cost. This team observes and identifies the updated technology and it to its valuable clients.

'Managing a powerful downsizing program':

It is an extremely familiar 'issue' for HRM. HRM always do anything for long time performance of any business taking into consideration the best interest. HRM does some essential duties 'because of business necessities and employee anxieties'. Therefore the followings is highly recommended:

'the type of workforce envisaged by the end of the exercise'

To choose the best ways to resolve any problem

Find out the reason why of 'wastage' which might affect the company

Usefulness of 'retraining', and 'redevelopment'

Select the best 'recruitment' process

This kind of 'analysis' can be submitted to learned and 'senior managers' due to decision making and also to help to match the target promptly.

HRM of Nokia Siemens Networks find out the best ways to solve any issue, train any employee with time if required and also select the best process of recruitment.

Must choose the next manager:

The accurate process of stuff selection, 'deployment' and 'severance policies' should be ensured to fulfill the business requirements. Otherwise expenditures will increase and many 'haphazard and inconsistent' matters can be arisen. So to select the next manager, HRM should think about the following reasons:

The continued 'career system'

Identify the categories and standards of the upper positions employee

Any vacancy position should be appointed quickly

Accurate number of employee should be selected

So to run any competitive and faster business, next manager should be selected with very care due to future of the company.

Selection of next manager and management are appointed according to brilliancy, work performance and also considering the experience in the Nokia Siemens Networks.

3. 2 Suggestion

Newer technology, updated communication system, competitive online marketing strategy is the primary key factor of successive business. This company knows how to empower their stuff, invent creative formula, supply with care and provide their clients. They will be ready to receive, consider and perform any facilities. Its main focus is to provide services simpler for every single client.

It supplies the best networking services without doubt but their services are mainly Telecommunication Company based which is a barrier for general client to feel the real services. They maintain large company which should be divided in sub companies to deliver the best facilities. The mainly provide facilities in the developed and hi-tech countries which is a discrimination for the underdeveloped countries. So its services should be increase in the underdeveloped countries with cheaper cost to help them to become listed on in the form of high technology.

Conclusion:

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