On Fri, 29 Sep 1995, Michael McMaster wrote, replying to LO2962 --
[ ...concluding a powerfully stated examination of HR... ]
>
> BUT
>
> How are we going to accomplish the transformations in human
> behaviour, human thinking and our ability to be effective as groups,
> teams and organisations without a strong HR function. Or is this
> going to be outsourced as a temporary education and development job
> which is beyond in-house expertise.
>
> I think the answer is small but powerfully effective HR departments
> and managers being the ones being developed so that HR become part of
> their function.
In HR, as in so many other roles, haven't we -- over periods of in some
cases centuries -- "pulled apart" into separate individuals roles that
simply can't appropriately be so analysed? Your last sentence, above,
suggests that an important component of the revolution is our rethinking
the way we partition important functions into their corresponding social
or organizational instantiations. Perhaps the purpose of a small but
powerfully effective HR department is then to _sensitize_ managers to the
HR role that they all must necessarily play from time to time?
Many organizations still see the world, perhaps, through "legacy"
mindsets, assembly-line specialization models applied where they clearly
can't fit.
--
Regards
Jim Michmerhuizen jamzen@world.std.com
web residence at http://world.std.com/~jamzen/
...........................................................................
. . . . There are far *fewer* things in heaven and earth, Horatio, . . . .
. . . . . than are dreamt of in your philosophy... . . | _ .