Answer to the question no -1

Differences between HRM and personnel management

Personnel Management is ‘workforce centered’ that directs itself to employees while HRM is
‘human resource centered’ and concerns itself with the overall human resource needs of the
organization.

Personnel management is more administrative in nature, dealing with payroll, complying with
employment law and handling related tasks. While HR on the other hand, is responsible for
managing a workforce as one of the primary resource that contributes to the success of an
organization. Human resource management is described as much broader in scope than personnel
management. HR is said to incorporate and develop personnel management task while seeking to
create and develop teams of workers for the benefit of the organization. A primary goal of HR is
to enable employees to work to maximum levels of efficiency.

From another point of view – Personnel Management or Labor Management or Staff

Management means quite simply the task of dealing with human relationships within an
organization.

Academically the three aspects of Personnel Management are- (i) The welfare aspect concerned
with working conditions and amenities such as canteens, housing, personal problems of workers,
schools, and recreation; (ii) The labor or personnel aspect concerned with recruitment, placement
of employees, remuneration, promotion, incentives, productivity, etc., (iii) The industrial
relations aspects concerned with trade union negotiations, settlement of industrial disputes, joint
consultation and collective bargaining. All these aspects are concerned with human element in
industry as distinct from the mechanical aspect. It is the function of guiding human resources
into a dynamic organization that attains its objectives with a high degree of morale and to the
satisfaction of those concerned. It is concerned with getting results though people.

The term Human Resource at the macro level indicates the sum of all the components of human
characteristics possessed by all the people. Here characteristics refer to skills creative ability,
mental and physical stability and other psychological aspects. Human element refers to all the
people employed, self-employed, unemployed, employers and owners.
Human resource at the organizational level includes all the component resources of all
employees like managing director, board of directors, persons who work on honorary basis,
experts drawn from, various organization, and those people influencing the human resource of
the former group. In short, it includes the resources of all the people who contribute their
services to the attainment of organizational goals and others who constitute their services in
order to create hurdles in the attainment of organizational goals. Human resource also includes
human values.
Answer to the question no -5
The four reasons mentioned by Steven Covey have been explained below:

1. Managers and work teams don’t know the goal.

Our research has shown that only 15 percent of employees actually know their organization’s
most important goals—either there are no goals or they have too many goals.

2. Managers and teams don’t know what to do to achieve the goal.

Too many people don’t know what critical activities provide the greatest leverage to achieving
team goals.

3. They don’t keep score.

Our research shows that most workers don’t know what the key measures of success are, and
they don’t measure and track the specific behaviors that lead to goal accomplishment.

4. They are not held accountable.

Our research shows that fewer than 10 percent of people meet with their manager at least
monthly to discuss their progress on work goals.
Answer to the question no -6

Distinctive Capabilities is a business strategy which a successful company achieves

a competitive advantage other firms can not replicate by establishing a unique, distinctive
character in the relationships it has with its external environment / stakeholders or internally:
with customers, suppliers, employees, investors, shareholders.

There are 3 distinctive capabilities:

Architecture; The structure of your business is unique, and can therefore become a distinctive
capability when it is formed in such a way that it provides value to the business. The connections
you have with suppliers, the people you have working for the company, the list of customers that
you have accumulated to this point – all of those groups come together to form the architecture
of your business. MGH group in Bangladesh follows an unique architecture which has given
them the competitive edge.

Innovation: It is often the most innovative companies who are proven to be the most successful
in the long run. They can remain one or two steps ahead of the competition on an ongoing basis.
The products that they innovate may not remain unique for long, because there will always be
competition doing what it can to copy the successful products that are on the market, but that is
okay because an innovative company is always moving on to the next big thing. By consistently
innovating with new products and ideas, you can leave your competition struggling to keep up.
RFL in Bangladesh continue to do so by introducing innovative products that understand the
needs of their target customer.

Reputation: A strong corporate reputation like Square Group. You probably already make many
of your buying decisions on a day to day basis on the foundation of reputation, so there should be
no doubt in your mind that this is a powerful distinctive capability. If you can build a brand
reputation that evokes feelings of trust and confidence in the consumer, you have already won
the battle. It is not easy to develop a positive reputation for your brand, but when you do, that
reputation should be treated like gold because it is an incredibly valuable commodity.