HP'S Participatory Management

This management requires and supports personal freedom and initiative, emphasizing common goals and teamwork.

The process of strategic management is very complicated. It includes many organizational functions.

Linking human resource strategy to strategic planning process can only make strategic management more complex.

It may be precisely because of this reason that relatively few companies actually carry out strategic human resource management.

Nevertheless, many excellent companies rely on excellent human resources management to implement strategic management.

For example, in the book "100 companies in the most ideal job in the US", companies generally have superb human resource management skills and have formed a complete human resources project that meets the needs of the company's strategic tasks.

A small number of companies are indeed established.

Hewlett-Packard Co, founded in 1939, is now a multi billion dollar manufacturer of electrical products.

Its products include computers, calculators, and precision measuring instruments.

At the beginning of the company's founding, Hewlett-Packard Co clearly defined the strategic objectives of the 7 companies as follows:

Profit: making enough profits for the development of the company.

Customer: produce products that satisfy customers' needs.

Scope of interest: limit the possibility of other companies entering the new domain of our company's unique products.

Growth: the possibility of improving profitable products that satisfy customers' needs.

Employees: shared success with company employees; according to staff

Management: promoting initiative and creativity; allowing a person to have a great degree of freedom of behavior in the process of achieving a clear goal.

Citizenship: ensure that the company's community is better established than before.

To achieve the above goals, Hewlett-Packard Co summed up the "human resources road", which includes a series of ideas and strategies, mainly in the following aspects:

Trust employees and give employees full freedom.

Respect and dignity, and maintain respect for individuals.

Identification, achievement and participation;

Guarantee, durability and staff development;

Insurance, relieving personal worries;

Profit sharing and responsibility sharing, interpersonal help;

Objective management (non direct management) adopts decentralization system.

These strategies form a participatory management style of HP.

This management requires and supports personal freedom and initiative, emphasizing common goals and teamwork.

According to the strategy of "human resources", the company points out the direction for employees in the form of joint deliberation and determination of objectives. Employees can creatively adopt their own way to achieve this goal and contribute to the success of the company.

As a result, with the continuous development of the company, Hewlett-Packard Co has maintained a sense of goal, tightness and informality through its special efforts.

Hewlett-Packard Co has developed human resources management as the core of its strategic management.

In other aspects of the company, business decisions such as product strategy, organization and finance are driven by the "human resources road" and are linked to the concept of human resource management.

A very typical example can illustrate this point. In order to ensure that the company is "personal centered" and maintain "informal and open style", all departments within the company are miniaturized.

Hewlett-Packard Co has consistently adhered to the principle of human resources management as the core, so that the company has always maintained a leading position in development.

The result is that the company has been highly appraise whether as an employer or as an operator.

The company's strategic objectives are well achieved and realized.

From the experience of Hewlett-Packard Co, only when human resources are regarded as the strategic resources of enterprises, can human resources management be held responsible for the realization of the strategic objectives of enterprises, so that the strategic position of human resources management in the organization can be ensured and guaranteed in the organization.

Many enterprises have realized this. Some enterprises have established the human resources committee, and senior managers have begun to pay attention to and participate in various human resource management activities of enterprises.

Human resource management is not only the responsibility of human resources department but also the responsibility of all staff and managers. The experience of Hewlett-Packard Co confirms this point.

In the past, the personnel department was responsible for it. Now the top managers of enterprises must shoulder the responsibility of human resources management and pay more attention to various policies of human resources.

From the management level, this strategy based human resource management can be divided into three parts: first, the human resources management of professional functional departments; second, how the leaders of senior high schools undertake the responsibilities of human resource management; and third, how do employees achieve self development and self development.

At the strategic level, human resources

On the one hand, human resource management is pformed from administrative power to service support.

The power of human resources department is weakening, the responsibility of human resources management of straight line managers is increased, and the responsibility of employees' independent management increases.

On the other hand, organizational change. Because of the rapid change of organization at present, the new organization must be speed organization, learning organization and innovative organization.

Under such circumstances, human resources management needs to innovate continuously with the continuous change and innovation of the organization. Through authorization, the innovation mechanism should be established. New team cooperation should be introduced into the enterprise to form a knowledge-based working team, and a strategic unit should be selected freely to select their own members and leaders, determine their operating systems and tools, and use information technology to formulate the best working methods they think.

This organizational structure called SMT (self management team) has become the basic organizational unit in enterprises.

This way of organization can clearly see the shadow of Hewlett-Packard Co's "human resources road".