Blended learning is the only method of knowing new things in the modern era of the 21st century. Human Resource Management has evolved into a leading discipline in the contemporary science of organizational life. One cannot survive without having cross-functional training because individuals have to switch jobs over the entire span of their careers (Bronfenbrenner, 1986).
The process of learning has become easy with the advent of modern day technologies as well. The methods of intranet and internet have made the art and science of information’s dissemination a child’s play in the recent years. The only thing that can prevent a person from learning is his or her commitment to ignorance mediated by one’s laziness of course. The modern and classical psychology argues that lethargy is the true and pure form of evil because it hinders humans from bettering themselves, and therefore, they fail to evolve into better beings, and that is the ultimate purpose of oneself on the face of Earth. The employees must train themselves to learn all the time. They should tend to gather information, and prepare themselves for a moment where their newly earned information can become knowledge, as they will apply it in the real-world situation (Beasley & Frigo, 2011). The employees of the modern times do not have to fall into the logical fallacy of believing that they can survive through tough competition of the job market by doing one kind of work. The change is the only constant in the world, and, therefore, those who do not change have to die in order to pay for their laziness. The workers do not need specific knowledge in every field of life, but they do need to have a general idea about every kind of field in the world (Johannisson, 1991). The general degree of information becomes handy in terms of letting the management know that a person has the power of adaptability and learning that he or she can use in order to overcome challenging and difficult tasks. The specific knowledge one can gather afterwards. Secondly, there is no concept of heroism in the modern literature of management, and, therefore, the employees must learn the skill of teamwork because one cannot do everything by him or herself. Additionally, the hiring department has to understand the value of having people with multifaceted interests so that they can experience fascination by doing innovative and novel jobs. However, skilled and quality human resources are quite expensive to hire, but they make a significant difference at a strategic level of the company. The study of management urges managers to precede short-term benefits in order to serve the strategic outcomes of the organization. The modern organizations should develop an environment like a university where people can learn and develop new skills. The organization has to change strategic direction in order to accommodate employees’ newly learned skills because, if the organization does not accommodate help employees learning new skills then, the workers will leave the organization to find more interesting and challenging jobs.
The area of blended learning is rather smooth for traditional and bureaucratic managers who believe in command and control because the new method of learning involves trusting the employees. The modern technique of training and development is not applicable in developing nations with collective cultures because, people and managers work best when performing routine work and it is the reality so there is no point to survive potential disadvantages. The world has become a global village, and multinational organizations have outsourced operational activities to developing nations. The employees of developing and emerging countries do not have to innovate, but they have to maintain the strongest routine in order to generate productivity. The featured societies have a social division, and masses are following a few leaders, so they are masters of follow-ship, and that is unluckily their core competence whether one believes that or not. However, blended learning is a defining attribute of modern educational system that encourages students to transform into explorers, and which is why, they develop new skills and abilities promptly (Bronfenbrenner, 1986). They have courage to move forward, and they are famous for succumbing to boredom by managing the routine for a longer period. The employees of developing nations do not love to have boredom at their hands all around the clock, but they do like to have a mental challenge. The organizations have to use distastefulness of employees to engage into mentally challenging work to their advantage by engaging the workforce into highly structured working environment.
The employees from developing nations with great brains need expatriation to home country of the organization because their talents will waste if they have to work in a structured environment. Human Resource Management is the weight to be borne or conveyed to the organization because it has to hire people according to the culture and strategic outlook of the company. The development of multiple skills in the human resources of the organization needs a decentralized chain of command that is an attribute of developed world’s organizational system, but one can rarely detect its presence in the companies that are operating in the developing world (Child, 1972).
On the other hand, overall educational level of the organizational leadership significantly determines the quality of policies followed by an organization. The developed nations have leaders who need enlightenment for modern way to run a business, and, therefore, their policies have to be much more efficient. However, the situation is upside down in the developing parts of the world because in these societies incompetence rules and competence serves the inhumane economic goals of the organizations. In the light of above arguments, human capital is the base of any sort of organizational effectiveness one wishes to create. Additionally, commitment and attachment towards innovation is the best characteristic to have a strategic management, and if the management does not have strategic planning skills, it is not a leader at all, but can become a very frightening management because managers manage the routine, and leaders lead a vision (David, 2011). The human growth into a multifaceted professional does not happen overnight, but it is a process of many years. However, the organization as an entity needs to keep up with the personal developmental process of the persons as well. Because if it lags behind in this regard then, one can say, the managers will not have to manage quality human resources and they will leave organization in search of a better opportunity. The promotion of blended learning is like creating a time bomb that can take away the entire organization if its culture and structure do not grow along with the personal development of its employees.
Human Resource Management has evolved into a leading discipline in the contemporary science of organizational life. The process of learning has become easy with the advent of modern day technologies and the employees must train themselves to learn all the time. The study of management recommends managers to precede short-run gains in order to serve the strategic outcomes of the organization. The modern organizations must develop learning and developing environment where employees can develop and learn their skills continuously. The organization has to change strategic direction in order to accommodate newly learned skills of the employees because if they do not do that then, the workers will leave the organization to find more interesting and challenging jobs. The area of blended learning is rather tricky for conventional and bureaucratic managers who believe in command and control because the new method of discovering demands hoping employees. The world has turn a global village, and multinationals have outsourced them operational activities to developing nations. The organizations have to use distastefulness of employees to engage into mentally challenging work to their advantage by engaging the workforce into highly structured work. The employees from developing nations with brains need expatriation to home country of the organization because their talents will go to waste if they have to work in a structured environment. The development of multiple skills in the human side of the organization needs a decentralized chain of command that is an attribute of developed world’s organizational system, but one can rarely detect its presence in the companies that are operating in the developing parts of the world.
Beasley, M., & Frigo, M. (2011). ERM and Its Role in Strategic Planning and Strategy Execution. New York: Wiley.
Bronfenbrenner, U. (1986). Ecology of the family as a context for human development: Research perspectives. Developmental Psychology Vol 22 (6), 723-742.
Child, J. (1972). Organizational Structure, Environment and Performance: The Role of Strategic Choice. Sociology 6 (1), 1-22.
David, F. R. (2011). Strategic Management. New York: Pearson.
Johannisson, B. (1991). University training for entrepreneurship: Swedish approaches. Entrepreneurship & Regional Development: An International Journal Vol 3 (1), 67-82.
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