Human Management

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Human management bases on the premises that people are the key resource in an organization. According to George Henderson (1994, p.4), there are four assumptions providing basis for this approach: 1) organization exists to serve human needs, 2) organizations and people need each other; 3) when the fit between the individual and the organization is poor, one or both will suffer, 4) when the fit between the individual and the organization is good, both benefit.


To manage people properly one is to understand their cultural background. The task is difficult even in the conditions of diverse workplaces within one particular country. In the process of globalization and business internationalization cultural issues have acquired ever greater importance. National cultures differ, which mirrors in business practices. Entrepreneurs and employees of various countries have different perceptions and attitudes, worldviews and approaches. National cultures and mentalities are reflected in nation-wide preferences for management styles and different notions of success. Western HR management has largely relied on the researches accomplished in the English-speaking countries, especially those in the USA. However, HR practices that are viewed as 'the best' in one country often fail in another cultural context. As a result, cross-cultural issues and their impact on business operations have become one of the most heavily researched areas in management. ...
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