An organization is a place where a person or group of people intentionally organized their activities for fulfil their misson.An organization future depends on its planning process. Different organization has different aims structurally those are different as well. That's why different organizations activities are also different according to their mission, vision and values.But all organization intention is to achieve their goal by their strategic planning process. All members of an organization always have some image in their minds about how the organization should be working, how it process should appear when things are going well.
What is Organization?
An organization is a deliberate arrangement of people to accomplish some specific purpose. Your college or university is an organization; so are fraternities and sororities, government departments, churches, Amazon.com etc. these are all organization because they all share three common characteristics.
First, each organization has a distinct purpose. This purpose is typically expressed in terms of a goal or a set of goals that the organization hopes to accomplish. Second, each organization is composed of people. One person working alone is not an organization, and it takes people to perform the work that's necessary for the organization to achieve its goals. Third all organizations develop some deliberate structure so that their members can do their work. That structure may be open and flexible. [MANAGEMENT, ROBBINS COULTER, SEVENTH EDITION, PAGE-16]
"When two or more people get together and agree to coordinate their activities in order to achieve their common goals, an organization has been born".http://socybetry.com
According to mintzberg (1979) an organization is the sum total of the way in which it divides its labour into distinct tasks and then achives coordination between them . Mintzberg (1983) his rational concept of an organization as composed of five segments .Those are given as follows,
Future aim of an organization
Every organization has a goal and for this reason organization tries to achive their goals by organizing their management with talent people. Present business market is very competitive,changeable and fastest.so tallent, competitive,motivated,skillful and dynamic manager is most essencial for achiving the goals of an organigation. Besides talented group of designers,engineers,and fabricators are must needed for an organization.
What Is Management?
Management as the process of coordinating work activities so that they are competed efficiently and effectively with and through other people.
Specific parts of these definitions,
• Process - represents the ongoing functions or primary activities engaged by in manager.
[managerial one. [Management, Robins Coulter, seventh edition, Prentice Hall]
Different levels of management:
Different organization's have different levels of management. Some organization's have multiple levels of management. Such as, top management, middle management, and first line supervisory management. Basically all organizations have more middle managers than top managers (typically owners), who maintain the responsibilities of all three levels. King size business more managers in at each levels to coordinate the use of the organization's resources. Manager's at all three levels perform all five management level functions. In business top managers include the President and other to executives, such as the chief executive officer (CEO), Chief Financial officer (CFO), and Chief Operations officer (COO), who have over all responsibility for the organization.[htt://www.associated content.com 22/02/10]
Who are managers?
- Or departments carry out assigned duties as required. Depending on the size of the company there might be a someone who works with and through other other people by coordinating their activities in order to accomplish organizational goal.
- A manager is a person tasked with overseeing one or more employees or departments to ensure these employees single, dual or triple management layer involved.[www.wisegeek.com 18/02/2010]
- First-line managers - manage the work of non managerial individuals who are directly involved with the production or creation of the organization's products.
- Middle managers - all managers between the first - line level and the top level of the organization. These managers manage the work of first line managers.
- Top managers- responsible for making organization wide decisions and establishing the plans and goals that effect the entire organization. [Management, Robbins coulter, seventh edition, prentice]
What do managers do?
A French industrialist" Henry Fayol" proposed that all managers perform five management functions: such as,
- Planning - defining goals, establishing strategies for achieving those goals, and developing plans to integrate and co ordinate activities.
- Organising - determining what tasks are to be done, who is it to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made.
- Leading - directing and motivating all involved parties and dealing with employee behaviour issues.
- Controlling- monitoring actual performance, comparing actual to standard and taking action if necessary. [Management, Robbins coulter seventh edition, Prentice Hall]
Decision Making Process:
Decision making is the most essential things of an organization management. All managers always like to make good decisions since they are judged on the out comes of those decisions. All levels of managers an organization do participate for making decision in different way. Such as, top level managers make decisions for their organization's goals where to locate manufacturing facilities, or what new market to move into. Middle and lower level managers make decisions about production schedules, product quality problems, pay raises and employee discipline. Making decisions is not something that just managers do; all organizational members make decisions that affect their jobs and the organization they work for.[management. Stephen p. Robins. Mary Coulter page-136] By following a set of eight steps managers need to take decision. such as, identification of a problem, identification of decision criteria , allocation of weights to criteria, development of alternatives, analysis of alternatives, selection of an alternative, implementation of the alternative and evaluating the decision's effectiveness.[ Management, ROBINS, COULTER , seventh edition, Prentice Hall]
What is talent management:
Talent management focuses on the skills and abilities of the individual and on his or her potential for promotion to senior management rules. It refers to the process of recruitment, selection, identification, attracting, training,developing and promoting employees through an organization. Actually talent management is a model of personal management. It also asses how much of a contribution the individualcan make to the success of the organization. [http://dictionary.bnet.com/definition/Talent+Management.html ]
History of talent management:
"Talent management is a process that emerged in the 1990s and continues to be adopted,as more companies come to realize that their employees` talents and skills drive their business success. Companies that have put into practice talent management have done so to solve an employee retention problem. The issue with many companies today is that their organizations put tremendous effort into attracting employees ti their company,but spend little time into rating and developing talent. A talent management system must be worked into the business strategy and implemented in daily process through out the companyas a whole. The business strategy must include rresponsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organization objectives. Companies that focus on developing their talent integrate plans and process to track and manage their employee talent,inclouding the following: "
 Human capital management
Companies that engage in talent management (Human Capital Management) are strategic and deliberate in how they source, attract, select, train, develop, retain, promote, and move employees through the organization. Research done on the value of such systems implemented within companies consistently uncovers benefits in these critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. The mindset of this more personal human resources approach seeks not only to hire the most qualified and valuable employees but also to put a strong emphasis on retention. Since the initial hiring process is so expensive to a company, it is important to place the individual in a position where his skills are being extensively utilized.
The term "talent management" means different things to different organizations. To some it is about the management of high-worth individuals or "the talented" whilst to others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberated. From a talent management standpoint, employee evaluations concern two major areas of measurement: performance and potential. Current employee performance within a specific job has always been a standard evaluation measurement tool of the profitability of an employee. However, talent management also seeks to focus on an employee's potential, meaning an employee's future performance, if given the proper development of skills and increased responsibility.
The major aspects of talent management practiced within an organization must consistently include:
- performance management
- leadership development
- workforce planning/identifying talent gaps
This term "talent management" is usually associated with competency-based human resource management practices. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits (demonstrated through defined behaviors). Older competency models might also contain attributes that rarely predict success (e.g. education, tenure, and diversity factors that are illegal to consider in relation to job performance in many countries, and unethical within organizations).
 Talent marketplace
A talent marketplace is an employee training and development strategy that is set in place within an organization. It is found to be most beneficial for companies where the most productive employees can pick and choose the projects and assignments that are most ideal for the specific employee. An ideal setting is where productivity is employee centric and tasks are described as "judgment-based work," for example, in a law firm. The point of activating a talent marketplace within a department is to harness and link individuals' particular skills (project management or extensive knowledge in a particular field) with the task at hand. Examples of companies that implement the talent marketplace strategy are American Express and IBM. 
 Current application of talent management
In current economic conditions, many companies have felt the need to cut expenses. This should be the ideal environment to execute a talent management system as a means of optimizing the performance of each employee and the organization. However, within many companies the concept of human capital management has just begun to develop. "In fact, only 5 percent of organizations say they have a clear talent management strategy and operational programs in place today."
- Article on Talent Management Origins
- Original Paper from Softscape
- The People Problem in Talent Management
- Talent Management FAQ - HR World
- The Financial Value of Talent Management
- Managing Talent for Competitive Advantage
- Talent Management: State of the Industry
- Making a Market in Talent
- Talent Management: State of the Industry Retrieved from "http://en.wikipedia.org/wiki/Talent_management"
Categories: Human resource management
Bottom of Form
An organization structure can be like that
Decision making is the essence of management. All managers would like to make good decisions since they are judged on the out comes of those decisions.
Managers at all levels and in all areas of organizations make decisions,that is they make choices. For instance, top level managers make decisions about their organizations goals,where to locating manufacturing facilities or what new markets to move into. Middle and lower level managers make decisionsabout production schedules,product quality problems,pay raises and employee discipline. Making decisions is not something that just managers do; all organizational members make decisions that effect their jobs and the organization they work for. (management,stephen. Robins. Mary coulter p-136).
Decision making :
Decision making is most important think for an organization. So decision making should taken by talent and competent manager. Because organization bright future is depend on taking right decision taking.
Decision making can be regarded as an out come of mental processes leading to the selection of a cource of action among several alternatives. Every decision making process produces a final choice. The out put can be an action or an opinion of choice.(wilkipedia,the free encyclopedia 12/02/2010)
Its important to differentiate between priblem analysis and decision making. The concepts are completely separate of one another. Problem analysis must be done first, then the information gathered in that process may be used towards decision making. (wilkipedia,the free encyclopedia 12/02/2010)
US electronic payment and Internet commerce provider, First Data Corporation, has built its successful global business over the last few years on systems and operational excellence. But, given a newer solutions focus within and fundamental change in financial services markets, it has been rethinking its talent management strategy and programmes. These shifts are as much the remit of organizational development executives as those in HR.
Agilent Technologies, a spin-off of Hewlett-Packard (HP), is a world leader in talent management practices. This is partly based on HP's track record of over 30 years, but more recently, based on the work of its 15-person new HR global talent team and extended global talent network. Talent management is positioned strategically in the organization and directly integrates business and diversity strategies.[www.business-intellegence.co.uk 19/02/2010]
The Case of Aborted New-Company
Since the early 1980s, the notion of public enterprise in Britain has been dramatically reshaped by its political caretakers. With a shift from public service industry to large-scale privatization, there has been growth in the perception of competitive opportunities within the private sector, and in the emphasis placed on accountability for action carried out in the public sector. In government research organizations, managers are encouraged to move their divisions from cost-centre status to operational profit centres, by employing their research knowledge in consultancy and contract research activities. How ever, this trend has resulted in impractical constraints for some R & D groups. As they move from basic to applied research, they find the structure of the research organization can withhold the greater capital input required for innovation. The development of an innovation to a standard product is, in many cases, legally as well as practically impossible within the codes of operation that define the activity of the research organization.
One option for a research group that has become impractically constrained is to leave the organization and to create a new company in which it can develop and produce the intellectual expertise or tangible product that has become the group's fundamental activity. This case study examines one such attempt at new-company formation, and considers the factors that prevented the goal from being achieved as initially intended.
Agilent Technologies, a spin-off of Hewlett-Packard (HP), is a world leader in talent management practices. This is partly based on HP's track record of over 30 years, but more recently, based on the work of its 15-person new HR global talent team and extended global talent network. Talent management is positioned strategically in the organization and directly integrates business and diversity strategies.
US electronic payment and Internet commerce provider, First Data Corporation, has built its successful global business over the last few years on systems and operational excellence. But, given a newer solutions focus within and fundamental change in financial services markets, it has been rethinking its talent management strategy and programmes. These shifts are as much the remit of organizational development executives as those in HR.!--Content ends here!-->