Comparative Hrm Between Scholastica and Mastermind
[Type the company name] | [Type the document title] | [Type the document subtitle] |
MADHOBI
[Pick the date] |
Content
Executive Summary
“It is not the machinery, the money or the structure that is important. It is the people,” (Godrej, 2002). HRM is important because firstly it can be a competitive source of advantage; secondly it enables execution of organizational strategies; and lastly the treatment employees receive inevitably enhances organizational performance (Robbins, Coulter, and Vohra, 2010). The particular report therefore, identifies how these various functions are acknowledged and executed in distinct organizations, which in this study are chosen to be Scholastica Pvt. Ltd (SPL) and Mastermind. This paper lays forward that how the two renowned schools in Dhaka, Bangladesh differ in terms of their HRM process, like recruitment, selection, training, compensation, work environment; and how it disparately affects them.
Introduction
Organizational Structure
Foremost, it is essential to understand the structure of both the schools and the relative relationships within those institutions. This is represented by the organograms of both Scholastica and MasterMind given below.
Head of Section
Principal/SVP/VP
Student Records
Student Affairs
Academic Affairs
General Admin
Officers
Faculty
Asst. Manage/Manager
SVP/VP/AVP
Asst. Manage/Manager
Asst. Manage/Manager
Officers
Officers
The organograms are self-explanatory that SPL and MasterMind, both have the same structure except MasterMind do not have the Student Records department separately, which in fact is included in their Student Affairs. Moreover, since SPL has created an image in the educational sector before MasterMind, and has expanded vigorously in terms of image, businesses (i.e. diversified in other areas) and more branches of the school, they have managed to expand their HRM department as well. Thus, SPL has been able to conduct the HR functions
MADHOBI
[Pick the date] |
Content
Executive Summary
“It is not the machinery, the money or the structure that is important. It is the people,” (Godrej, 2002). HRM is important because firstly it can be a competitive source of advantage; secondly it enables execution of organizational strategies; and lastly the treatment employees receive inevitably enhances organizational performance (Robbins, Coulter, and Vohra, 2010). The particular report therefore, identifies how these various functions are acknowledged and executed in distinct organizations, which in this study are chosen to be Scholastica Pvt. Ltd (SPL) and Mastermind. This paper lays forward that how the two renowned schools in Dhaka, Bangladesh differ in terms of their HRM process, like recruitment, selection, training, compensation, work environment; and how it disparately affects them.
Introduction
Organizational Structure
Foremost, it is essential to understand the structure of both the schools and the relative relationships within those institutions. This is represented by the organograms of both Scholastica and MasterMind given below.
Head of Section
Principal/SVP/VP
Student Records
Student Affairs
Academic Affairs
General Admin
Officers
Faculty
Asst. Manage/Manager
SVP/VP/AVP
Asst. Manage/Manager
Asst. Manage/Manager
Officers
Officers
The organograms are self-explanatory that SPL and MasterMind, both have the same structure except MasterMind do not have the Student Records department separately, which in fact is included in their Student Affairs. Moreover, since SPL has created an image in the educational sector before MasterMind, and has expanded vigorously in terms of image, businesses (i.e. diversified in other areas) and more branches of the school, they have managed to expand their HRM department as well. Thus, SPL has been able to conduct the HR functions
Bibliography: Bohlander, George. and Snell, Scott. 2010. Managing Human Resources. 3rd edition. Cengage Learning Inc. Canada. Durai, Pravin. 2010. Human Resource Management. 5th edition. Pearson Education Ltd. India. Noe, Raymond A. Hollenbeck, John R. Gerhart, Barry. and Wright, Patrick M. 2006. Human Resource Management. 5th edition. McGraw-Hill Inc. New York. Pride, William M. Hughes, Robert J. and Kapoor, Jack R. 2010. Business. 1st edition. South-Western Cengage Learning. USA Randhawa, Gurpreet. 2007. Human Resource Management. 1st edition. Atlantic Publishers. India. Shaw, Douglas G. Schneier, Craig Eic. Beatty, Richard W. and Baird, Lloyd S. 1995. Performance Measurement, Management and Appraisal Sourcebook. 1st edition. HRD Press. USA. Thornton III, George C. and Rupp, Deborah E. 2006. Assessment Centers in Human Resource Management. 1st edition. Taylor & Francis Group. New Jersey. Robbins, Stephen P. Coulter, Mary. and Vohra, Neharika. 2010. Management. 10th edition. Dorling Kindersly. India.