Introduction
The responsibility of management in human capital is to assist businesses in analyzing personnel strengths and weaknesses, while searching for and developing the strategies, which allow business executives to proactively manage human resources. By offering a holistic analysis of one’s personnel, the answer gives one steady and accurate responses required for tactical decision-making (Jago, 1982).
Benefits of human capital management include:
- Improving and measuring personnel efficiency,
- Reducing risks by modifying probable endings,
- Organizing for future personnel needs,
- Encouraging venture performance development.
Features of human capital management are:
- Logical human resources data representation,
- Pre-defined investigation,
- Information administration,
- Data allotment and release.
Small corporations have a less likelihood of performing some human resources practices, which may be considered avoidable or extravagant when implemented. This is in contrast to large corporations which are considered more probable to officially perform human resources activities as compared to other small businesses. Simultaneously, large businesses have started to frequently influence expertise in order to comprehend their personnel as well as th areas where talents are required (Northouse, 2007).
Leadership is the procedure in which an entity sways a collection of persons to attain the same purpose (Northouse, 2007). Excellent leadership is based on admirable character as well as unselfish service to one’s institute. In the workers’ eyes, leadership is referred to everything the leader does that influences the objectives of the organization as well as its welfare.
Managers ought to recognize their task in creating and sustaining the culture of an organization. The values, attitudes, and behaviors of an organization start with its management. This is achieved by means of communicating and role modeling at every level (Jago, 1982). Managers should not undervalue the importance of being constant, when conveying these values, attitudes, and preferred behaviors. In cases where one or several of these constituents happen to be feeble, the organization has the tendency of eventually suffering failure.
Even as there is a need to find an appropriate transformational leader to alter the institute, the group being led is to understand that all the members should adjust to change in a certain way to follow their leader. In certain respects, subsequently, the people become the transformation product. Transformational leaders have the tendency of being charismatic but not as selfish as real charismatic leaders, who thrive through having an exaggerated opinion of themselves (Jago, 1982).
Merely because a person considers himself or herself to be right, it is not a clear indication that that individual is indeed correct. Ironically, the same energy that makes people active can as well lead them to giving up.
Transformational leaders also have the tendency of seeing big picture; however, they fail to see the small aspects, thereby causing problems. If they lack people responsible for this kind of job, handling the details, most of the time, they fail (Jago, 1982). Finally, transformational leaders, by definition, are transformational seekers.
In cases where the business does not require to be transformed and the workers are contented the way they work, then frustration is bound to occur to such a leader. However, when the right condition is ensured, they do their best, and most of the time, they can be individually accountable for saving the entire corporations, in which they work (Northouse, 2007).
References
Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management Science, 28(3), 315-336.
Northouse, P. G. (2007). Leadership: Theory and practice. Thousand Oaks: SAGE Publications.