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1、Chapter One. Role of human resourcesHuman resources of organization forms the most complex social system to manage that has the unique ability of self-regulation and self-development. This system is able to select and to set specific goals, socially change its behavior. It is extremely sensitive to
2、the method of managerial influence. If such influence is carried out by using the coarse and outdated teaching procedures, the production efficiency will be falling faster and steeper than in the case with other types of resources. At the same time, accurate solutions, correctly selected methods of
3、influence can give a significant excess of the expected results in relation to the investments produced, what is more, in the long run. Therefore, the service of human resource management is currently considered as a key strategy in the development of most companies. It seems natural that with the d
4、evelopment of strategic management methods at firms of industrially developed countries, functionally centralized structures of human resource management with a significant increase in the number of different tasks delegated to them are also actively developing. Actual experience shows that human re
5、sources management services effect on personal contribution to the implementation of the required efficiency growth and competitiveness of the company. This trend finds its quite pronounced manifestation in China organizations, but it is important to pay attention to the fact that, to date human res
6、ource management in the China organizations had an important feature. The matter is that the service of human resource management (management of labor) did not constitute a centralized system. In its form of organization, they were more complied with the decentralized management. Functional units re
7、sponsible for management, namely: personnel department, department of labor and wages, department of Engineering organization of labor, working conditions were scattered among different vertically separated management subsystems. Head of Personnel, for example, reported directly to the Director of t
8、he organization and division of labor and wages. This form of organization of personnel management had its own historical reasons, but did not meet the realities of a market economy already at that time.Chapter two. Reorganization labor management modelSince the early 90s, in some large companies an
9、d in some banks of Beijing the process of transformation of traditional personnel departments in the division of personnel management was started, with some expansion of the functional competence of the latter. By the mid-90s, Some specialists in the most of the major industrial centers of China and
10、, especially, in Beijing and Shenyang have already had quite a clear idea of the importance and the major functional objectives of personnel management service in the system of Western management. This stage of the reorganization of the traditional model of labor management is characterized by a cer
11、tain extension of the functional authority of the newly formed divisions of personnel management, in terms of tasks related to skill-training and retraining employees. Further development of this process has more to do with the merger into a single service personnel management previously structurall
12、y isolated divisions, which were autonomously solving certain complex problems of labor management in the enterprise. Rather, it is about the personnel department, the organization of labor and wages and personnel training. In this regard, the uniqueness of the China experience in development of per
13、sonnel management service expressed not only in the original organizational concept, but in the diversity of approaches of the practical implementation of this reorganization. In general, the creation of human resources management in the China enterprises finds a match to managerial innovations. The
14、re is basis to believe that there was a forecast within which four standard options of formation of human resource management service in the China production and bank organizations were offered. By the first option the service of human resource management had to be subordinated to the head on admini
15、stration together with divisions solving operational, and it is possible also strategic tasks on planning, finance and the management organization in whole. By the second option the service of human resource management was localized in one department as functional division and submitted to the techn
16、ical director. Such option of a structural arrangement of human resource management service was considered for the small organizations during their formation when the management still insufficiently defined the status of human resource management service.At the third option, the service of human resource management has to be subordinated directly to the top management (fig.2.1).Fig.2.1 The organizational structure of the third embodiment. It was supposed that such option of organization of huma
