Running head: Management 1

Part B Peer Review

Student’s Name

Institutional Affiliation
Management 2

Part B Peer Review

Strategic management of the human resource is the procedure of connecting the function

of human resources to the tactical goals of the association to advance performance. The

management of strategy is a sequence of administration results and activities that regulate a

corporation's enduring performance. Gasik (2011) have comparable views when defining

strategies as actions taken by companies to achieve high enactment. Strategic management is

measured as constant activities that require continuous adjustment of the 3 main interdependent

poles: the value of the highest management, the atmosphere, and the availability of resources.

Some of the most important principles of strategic manpower management are understanding the

“Strategic Human Resource Management” nature and understanding it is or will be referred to as

“talent war and understanding the structure of payment structures”. These conceptual

expectations regarding the relationship between operative approaches and corporation

performance are extremely rooted in the organizational experts work, and in most cases, they are

accepted rather than critically reviewed. Wilberforce’s (2013) research is clear that there is a

feeble but important relationship between individual job performance, organizational

commitment, and job satisfaction. No research has examined the relationship between individual

job performance, organizational commitment, and job satisfaction at the organizational level.

Presentation Review

The video presentation is about the approach of the student to manage the organization in

future which is diversity management. The reason for this approach is the different backgrounds,

languages, and styles of the employees as they are from different parts of the world. The

organization chosen is a restaurant “Guzman Y Gomes.” There are numerous benefits of

diversity management as according to Ogutu, Muchemi & Awino’s, (2011) research; diverse
Management 3

groups produce much better results as compare to non-diverse staff. The main reason for this

difference is that they are able to attract a different type of groups and can easily manage to

deliver different types of services. The video has made a clear point about the connection

between diversity and innovation. The video conveys that diversity drives innovation and

innovation drives diversity.

Diversity management approaches focus on how positive aspects of workplaces can raise

efficiency. According to this theory, administrations attention on the way variety can advantage

businesses. Wilberforce (2013) debate that as establishments discover it problematic to discover

capable employees with the skills and competencies needed to do the task, they should check all

conceivable tools to discover the employees they want. Using this method to discover capable

staffs can help employers create the place of work a different atmosphere, companies hire ethnic

minorities and others are more qualified and attractive to potential workers. These approaches to

management variety aids managers better comprehend their requirements across a variety of

client segments. If managers can make multiplicity in the place of work, these new ideas from

different employees must interpret into financial accomplishment. If the place of work is

different from this diversity, staffs must be well capable to comprehend the needs of their

different customers. According to Gasik (2011), workplace diversity can increase innovation,

increase creativity, productivity, and decrease charges associated with emissions reductions.

In addition to the above benefits, advocates of a diversified practitioner/consultant

approach believe that companies can benefit from a more diverse workplace: increasing the

capacity of all employees and enhancing the commitment between employers and employees. It

reduces organizational image and employee turnover. Increase in fast and fast-changing markets,

provide more adaptability and flexibility, appeal and recollect the most able staffs, and reduce
Management 4

charges related with revenue; absence of short productivity from numerous creativities,

strategies, and rules to get a good return on investment.

As per Ogutu et al. (2011), a specific culture limits the company and restricts its capacity

for innovation and creativity. The video agrees with this statement by presenting Guzman Y

Gomes organization as an example which holds staff from different backgrounds and according

to them, their diversity is the secret of their success. However, one of the disadvantages of

having people from diverse background is they leave in a short span of time, for instance, staff

members joined the organization in 1st of April and after receiving a fair amount of time and

energy of the management he decides to leave on 31st May.

The video effectively reflects the functions and roles of the team members and

management in the context of the risks and challenges and the way they are connected to the

transforming environment. It successfully develops and justifies the management model of future

organizational practice. However, it lacked in effectively demonstrating the practical problem-

solving abilities and effective communication to efficiently manage people in a degree of

organizational context. The video presentation explains the challenges and problems faced by the

managers in organizing strategically, analytically and conceptually to develop productive work

and effective organizations environment. It integrates the basic principles discussed in the

previous module and focuses on more strategic issues than modules 5 and 6 related to

management, people, and teams.

The integration of concepts and appreciation of the implication is impressive and the

communication style and effectiveness is appropriate. The biggest strength of this presentation is

its accuracy and relevance which come directly from the personal experience. Nevertheless, the

areas of development for further consideration are its lack of theories and models. It would be
Management 5

better if the presentation had covered more models and theories and applied it to the organization

to prove why they are not suitable.

Conclusion

Strategic management is measured in constant activities that require continuous

adjustment. It is the procedure of connecting the function of human resources to the tactical goals

of the association to advance performance. Strategic management is measured in constant

activities that require continuous adjustment. It is the procedure of connecting the function of

human resources to the tactical goals of the association to advance performance. The video

presentation is about the approach of the student to manage the organization in future with

diversity management. There are numerous benefits of diversity management, diverse groups

produce much better results as compare to non-diverse staff. A specific culture limits the

company and restricts its capacity for innovation and creativity. The video effectively reflects the

functions and roles of the team members and management in the context of the risks and

challenges and the way they are connected to the transforming environment. The biggest strength

of this presentation is its accuracy and relevance directly from personal experience. The video

presentation explains the challenges and problems faced by the managers in organizing

strategically, analytically and conceptually to develop productive work and effective

organizations environment. It integrates the basic principles discussed in the previous module

and focuses on more strategic issues than modules five and six of management, people, and

teams.
Management 6

References

Gasik, S. (2011). A model of project knowledge management. Project Management

Journal, 42(3), 23-44.

Ogutu, M., Muchemi, A. W., & Awino, Z. B. (2011). Diversity in the top management teams and

effects on corporate performance.

Wilberforce, M., Tucker, S., Abendstern, M., Brand, C., Giebel, C. M., & Challis, D. (2013).

Membership and management: structures of inter-professional working in community

mental health teams for older people in England. International psychogeriatrics, 25(9),

1485-1492.