BAE

BAE

Contents

1.0Introduction1

1.1 Management theory1

1.2 Competing Values Framework (CVF)2

2.0 Application3

2.1 BAE Systems3

2.2 Management at BAE4

3.0The Challenge e.g. CSR4

3.1.Impact of CSR on BAE5

4.0 Recommendation7

5.0 Conclusion7

Appendix11

1.0Introduction

1.1 Management theory

Human Resources Management (HRM) relates to managing people for effective performance. Its aim is to establish a more open management along with a flexible and caring style staff. The staff will be motivated, evolved and managed so that they can give their best to support the missions of the departments. McCrimmon (2006) defined management as achievement of goals by making the maximum best use of resources. Managers have resources such as people, material and budget. Managers have to manage their resources effectively and get work done through people. Patrick (2000) has defined management as the working with and through people to achieve the objectives of the organization. Management activities include planning, organizing, coordinating, motivating, staffing, controlling and leading. Managers get their results effectively through other people by applying the process of delegation (Quinn, 1983, 363).

From an organizational perspective, management is the achievement of organizational objectives through people and other resources. It is also clear achievement of the objectives through the administrative functions of the four basic functions.

Planning - the choice of targets and action plan for achieving them.

Organization - distribution of tasks between different departments or employees and the establishment of interaction between them.

Leadership - motivating artists to the implementation of planned activities and achieve their goals.

Control - correlation of real progress with the planned.

1.2 Competing Values Framework (CVF)

CVF is an appreciation of conflicting values and their successful integration for the organization to be opened towards collaboration and growth. CVF model is based on two dimensions on horizontal and vertical axis running between competing values. Using this model, organization's position is defined and the patterns are predicted. The horizontal axis represents the degree the organization focuses in or out. The attention on left side represents the focus within the organization and vice versa. Vertical axis represents decision making. Moving down on the axis it represents control and moving up means employees who decide for themselves (Kim, 2009, 1).

This model has four sections. First, internal process model is based on hierarchy putting emphasis on measurement, documentation and information management. This process represents stability and control. Time is not an important factor in this quarter, just task management is important. Second model is open systems model. It is based on organic system with adaptability, growth, resource acquisition, readiness and external support being emphasized. Innovation and creativity are brought by this model. Inspiration is the leading factor. Rational goal model comes third. It works rationally keeping profits as a base. Planning and goal setting produce results of productivity and efficiency. Three steps are followed; clarifying tasks, setting objectives and taking actions. Fourth model is human relations model. It is based on cohesion and morale. It emphasized on human resource and training. Team work and cooperation are preferred than individuality (O'Neill, 1993, 1).

2.0 Application

2.1 BAE Systems

It is a British operated multinational defence, security and ...