People Management and Technology

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Please see response attached (also attached below), as well as one relevant and supporting document. I hope this helps and take care.

RESPONSE:

1. Explain the importance and the development of the Intellectual capital in relation to the development of the technology in a company?

The term "Intellectual Capital" coined in Stewart's presence (http://www.sveiby.com/articles/icmmovement.htm). Intellectual Capital refers to knowledge, and knowledge is the key to the development and the operation of the technology in a company. See attached article for a full discussion.

The evolution of intellectual capital management as a discipline followed a pattern that is detectable in hindsight, although to the people involved at the beginning there was no pattern discernible at the time. There were three distinctly different origins of what has become the intellectual capital management movement. The first was in Japan with the groundbreaking work of Hiroyuki Itarni, who studied the effect of invisible assets on the management of Japanese corporations. The second was the Work of a disparate set of economists seeking a different view or theory of the firm. The views of these economists (Penrose, Rumelt, Wemerfelt, and others) were coalesced by David Teece of UC Berkeley in a seminal 1986 article on technology commercialization. Finally, the work of Karl-Erik Sveiby in Sweden, published originally in Swedish, addressed the human capital dimension of intellectual capital and, in so doing, provided a rich and tantalizing view of the potential for valuing the enterprise based upon the competences and knowledge of its employees (see article http://www.sveiby.com/articles/icmmovement.htm).

2. What are the fundamental differences between the proposed career planning of a company and your personal career planning?

The proposed company's career planning program is company-driven and when a gap in skills and capabilities is noticed, a career-planning program is put in place. Some are developed with the input from employees, but are company-driven in that the plan is about meeting the goals of the organization. Company career planning program may also focus on planning, feedback and rewards and also identifies opportunities for the employee to learn more.

This differs from your own personal career planning, which is more person-driven. You would take the courses that you think will further your career and thus it is self-driven and motivated, rather than company-driven. On some level, the personal career planning may be to further your career in your existing job, but it a personal decision not mandated by the company. (http://www.yeagerartist.net/site/clients/dakota/clients/mercer/inbox/docs/ca_man.htm).

3. Explain briefly what are internal and external influences on the Human Resources strategy? Give 3 examples of internal influences and also 3 different examples of external influences?

Internal (i.e., managerial style, organizational climate, staff assignments) and external influences (i.e., partnerships, stockholders, distributors, etc.) mean those things that impact the company's STRATEGY. Specifically, though, it is those things that impact employees, including employee output, morale and motivation. These influences increase the likelihood that the Human Resource strategy will be implemented successfully.

Example: Library Human Resource Strategy

a. External Influences i.e., partnership How do we increase our influence with campus decision makers to enable us to fulfill our mission more effectively? What partnerships should we develop to help us accomplish our goal s?
b. Internal Influences:

(Diversity): How do we create a climate that values diversity?
(Organizational Climate): How do we develop an organizational climate that fosters a commitment among all members of the Libraries' staff to our common purposes, goals, and values?
(Staff Assignments): How do we develop an organizational climate that fosters a commitment among all members of the Libraries' staff to our common purposes, goals, and values? (See ...