MN7181-Management simulation games-Blog 03

Learn management with video games

The effectiveness of serious games makes them a useful tool for children and adults. Critical games are often used in a wide range of educational contexts (Magnuszewski, 2018). As a part of computer games, management simulation games support learning focused on the management. They have proved useful in enhancing training management materials.

Some examples of management games could include:

• Computer simulations of business situations that managers ´play´.
• Board games that simulate a business situation.
• Games surrounding thought and creativity - to help managers find creative ways to solve problems in the workplace, or to implement innovative ideas.

Example: In a trucking business, managers could create games that teach truckers the impact of late deliveries, poor customer service or unsafe driving.

(Figure 1: Supermarket Management 2 for Android)

(Figure 2: MONOPOLY Hotels for Android)

In the management simulation game, participants can choose different decisions without fear of a real loss to the organization if they make mistakes. Participants can choose activities and have experience in the consequences of such activities.

Computer-supported management simulation has an origin in the military war games and came into existence during the late 1950s.By the beginning of the 1960s, 89 different management games have been developed by industrial firms, business associations, educational institutes, or governmental units. They have been used as a learning tool.

(Video 1: Best management games to play in 2018)

The capabilities of the business simulation games are related to provision of:

• Getting experience,
• Learning strategy
• Getting better learning outcomes,
• Getting teamwork experience.

pointed out two types of skills that can be promoted by usage of games for management and industry,

 Soft skills

 (Team building, communication, inter-personal skills, negotiation skills, creativity, collaboration skills, learning skills).

Hard skills

 (product/service knowledge, sales, discipline-based training, customer service, project management, decision-making skills, innovation, risk management, health and safety). 

How to selection of the game parameters

• or teaching new techniques or procedures for selling
• or for conducting research (e.g. on the behaviour of systems, on the decision-making processes of individuals)
• or for studying the interaction of individuals within a team

It can classify  management simulation games using three main fields of application

• Top-management games
• Functional games
• Concept simulation games

References

• Magnuszewski,P. (2018). ‘Learn how social simulations foster positive changes’, Available at https://systemssolutions.org/learn-social-simulations-foster-positive-changes/ [Accessed 16 August 2019].

• Figure 1: APKPure, (2019) Supermarket Management 2, [Online] Available at : https://apkpure.com/supermarket-management-2/com.g5e.sm2 [Accessed on: 16 August 2019]. 

• Figure 2: Softonic, (2019) MONOPOLY Hotels for Android, [Online] Available at : https://monopoly-hotels.en.softonic.com/android [Accessed on: 16 August 2019]. 

• Video 1: Best management games to play in 2018. [Online] Available at:  https://www.youtube.com/watch?v=aq_0v03S6Vc [16 August 2019].

MN7181-Generation Z-Blog 02

Ways to recruit the now generation and the next generation

Today's graduates represent a new generation Z, it is the first time Generation Z is entering the workforce they are different from Millennial and they are more loyal to their skill than their company. Therefore employers and HR managers should anticipate workplace needs and change their strategy for recruiting, motivating and retaining these emerging young workers who will be arriving very soon (Bascha, 2011).

Generation Z starts around 1996 till 2012 If do the math it means they are currently between 7 and 23 years old now.

(Figure 1: Vary of Generation)

Generation Z characteristics in the workplace

• They are tech savvy

Technology is a part of their life and they are tech savvy but lack problem-solving skills and have not demonstrated the ability to look at a situation, put in context, analyse it and make a decision (Coombs, 2013).

• They know their weaknesses

They  prefer  work  environment  that  cultivate mentoring,  learning  and professional  development  opportunities  as  they  believe  their education has not given the required skills to deal with the real life problems. (Bridges, 2015).

               (Video 1: How to Attract and Recruit Millennial and Generation Z Employees)

Tips for Hiring Generation Z Employees

• Take advantage of self-selection.

When looking for top young talent let those candidates identify themselves. Then they will make aims of their life and choose the correct job for them.

• Host a hackathon.

Hackathons are not just for Google or IT companies, every industry now has some cybersecurity and IT related sections, which means companies can attract coders and analysts with hacking contests. This method is even becoming popular in industries as well as established as banking, where the demand for cybersecurity and IT talent far exceeds the supply

• Select applicants with AI.

AI has already had an impact on many different areas of business. Recruiting is certainly one. Various AI technologies such as chatbots, E-surveying can interact with large numbers of applicants and narrow down the search.

• Be present on unexpected platforms.

When looking for new employees, it also marketing an organization. As every good marketer knows, being seen by the members of target audience requires to meet them wherever they hang out. That might mean posting an ad on social media, including Snapchat and Instagram.

References

• Bascha. (2011). ‘Z: The open source generation’, Available at http://opensource.com/business/11/9/z-open-source-generation [Accessed 15 August 2019].

• Bridge,T. (2015). ‘5 Ways The workplace Needs To Change to Get The Most out Of Generation Z’, Available at http://www.fastcoexist.com/3049848/5-ways-the-workplace-needs-to-change-to-get-the-most-out-of-generation-z[Accessed 15 August 2019].

• Coombs,J. (2013). ‘Generation Z: Why HR Must Be Prepared for Its Arrival’, Available at http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/prepare-for generation-z.aspx [Accessed 15 August 2019].

• Figure 1: Kleinschmit, (2019) Generation Z Characteristics: 5 Info graphics on the Gen Z Lifestyle, [Online] Available at : https://www.visioncritical.com/blog/generation-z-infographics [Accessed on: 15 August 2019]. 

• Video 1: How to Attract and Recruit Millennial and Generation Z Employees. [Online] Available at:  https://www.blogger.com/blogger.g?blogID=7938922092591906750#editor/target=post;postID=1992272417681838463;onPublishedMenu=allposts;onClosedMenu=allposts;postNum=10;src=link [Accessed on: 15 August 2019].

MN7181-Introduction to Human Resource Management - Blog 01

Introduction to Human Resource Management

What is HRM

The practice of human resource management (HRM) is concerned with all aspects of how people are employed and managed in organizations, therefore focused on a number of major areas, including:


• Recruiting and staffing
• Compensation and benefits
• Training and learning
• Labor and employee relations
• Organization development     

(Figure 1: Functions of HRM)

Human resource management is a distinctive approach to employment management
which seeks to achieve competitive advantage through the strategic deployment
of a highly committed and capable workforce, using an integrated array of
cultural, structural and personnel techniques. (Storey, 1995)

(Video 1: Introduction to HRM)

HRM vs Personnel Management

Human Resource Management has come up with an extension over Personnel Management. It is quite essential in this era of intense competition where every organization have to put their manpower and their needs first.

 

BASIS FOR COMPARISON	PERSONNEL MANAGEMENT	HUMAN RESOURCE MANAGEMENT
Meaning	The aspect of management that is concerned with the work force and their relationship with the entity is known as Personnel Management.	The branch of management that focuses on the most effective use of the manpower of an entity, to achieve the organizational goals is known as Human Resource Management.
Approach	Traditional	Modern
Treatment of manpower	Machines or Tools	Asset
Type of function	Routine function	Strategic function
Basis of Pay	Job Evaluation	Performance Evaluation
Management Role	Transactional	Transformational
Communication	Indirect	Direct
Labor Management	Collective Bargaining Contracts	Individual Contracts
Initiatives	Piecemeal	Integrated
Management Actions	Procedure	Business needs
Decision Making	Slow	Fast
Job Design	Division of Labor	Groups/Teams
Focus	Primarily on mundane activities like employee hiring, remunerating, training, and harmony.	Treat manpower of the organization as valued assets, to be valued, used and preserved.

Contemporary organizations

In a traditional company, the power flows from top to bottom. Bottom workers are powerless in the organization and they had no input for important decisions. But now introduced a contemporary organizational design which employees are given power and autonomy to make decisions and implement changes is becoming more popular.

It has recently aroused great interest the concept of high performance practices in the

field of HR management. These practices include high levels of labour flexibility, forms

of  teamwork,  contingent  renumbering,  security in employment and empowerment or

delegation of power to the employee (Ordiz  Fuentes, 2002).

They are work practices involved in the qualities and skills  of employees, ways of job design that allow them to collaborate in solving problems and provide them with incentives  to  motivate  them  to  use  their  effort discretely  (Guest,  1997; Appelbaum et al., 2000; Colvin et al., 2001)

Relationship between HRM and strategy

The company must develop HR strategies to support the overall strategy of the organization. 

The strategy  as a  set of  open and  enveloping  plans  for  future  actions  and  models which  implicitly  evolve  from  past  practices (Mintzberg,  1988)  

Based  on  a  continuous  and  flexible  process,  HR strategic  planning  can encourage  critical  thinking  and  the  development  of  new  initiatives.  It  is  therefore advisable that  companies create a  board of  directors  in  which  a professional  from the HR  department  intervene  in  order  to  include  personnel  issues  in  the  planning  and general  management  of  the  company. Ultimately,  strategic  planning  can  help  the company to differentiate  between  where we are  today and where we want  to be in the not too distant future.

References

• Appelbaum,  E.,  Bailey,  T.,  Berg,  P.  and  Kalleberg,  A.  L.  (2000):  Manufacturing Advantage:  Why  High  Performance  Work  Systems  Pay  Off.    Cornell’s Paperback, Ithaca, New York.

• Colvin  A.  J.  S.,  Batt,  R.  and  Katz,  H.  C.  (2001):  “How  High  Performance  Human Resources  Practices  and  Work  Force  Unionization  Affect  Managerial  Pay”, Personnel Psychology, 54 (4).

• Mintzberg, H. (1988): La estructuracion de las organizaciones. Ed. Ariel, Barcelona.

• Ordiz  Fuentes,  M.  (2002):  "Practicas  de  alto  rendimiento  en  recursos  humanos: concepto  y  factores  que  motivan  su  adopcion".  Cuadernos  de  Economia  y Direccion de la Empresa, Nº 12.  pp.  247-265.

• Storey, J (ed) (1995) Human Resource Management: A critical text, Routledge, London

• Figure 1: Surbhi, (2018) Difference Between Personnel Management and Human Resource Management, [Online] Available at : https://keydifferences.com/difference-between-personnel-management-and-human-resource-management.html [Accessed on: 08 Aug 2019]. 

• Video 1: Introduction to HRM. [Online] Available at:  https://www.youtube.com/watch?v=Qwq1YcqR4cI [Accessed on: 08 Aug 2019].