Course Name:

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Assignment Name:

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1. Riya Das Gupta, Reg. No: 2202011002

2. Srabonti Das, Reg no: 2202011001

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 Organization
Definition:

An organization is a structured group of people working together to achieve common goals. It can be a
business, government agency, nonprofit, or social institution. Organizations have defined roles,
responsibilities, and a hierarchy to ensure efficiency and productivity.

Key Elements of an Organization:

1. Strategy:

a. A long-term plan outlining how an organization will achieve its objectives

and gain competitive advantage.

b. example: Apple focuses on innovation, premium branding, and ecosystem

integration.

2. Mission:
a. Statement that defines the organization's purpose, values, and reason for
existence.
b. example: Google’s Mission – "To organize the world’s information and make it
universally accessible and useful."

3. Vision:
a. A future-oriented statement describing what the organization aspires to achieve.
b. Example: Microsoft’s Vision – "To help people and businesses throughout the
world realize their full potential."

4. Goal:
a. Broad, long-term achievements an organization aims for.
b. Example: A hospital may have a goal of reducing patient mortality rates by 10%
in five years.

5. Objective:
a. Specific, measurable steps taken to achieve a goal.
b. Example: A university aiming to increase student enrollment by 15% may
introduce new scholarships and marketing campaigns.
Example of an Organization: Walmart

• Strategy: Cost leadership, offering low prices to customers.

• Mission: “To save people money so they can live better.”

• Vision: “To be the destination for customers to save money, no matter how they want to shop.”

• Goal: Expand e-commerce operations globally.

• Objective: Increase online sales by 20% in the next two years through digital marketing and
supply chain optimization.

Question and Answer

1. Why do senior managers often fail to realize the value of human assets vis-à-vis other assets?

Ans: Top managers fail to realize the value of human resources since they are just focused on
financial numbers, infrastructure, and technology development, which yield tangible and measurable
returns. Human resources like employees' talent, motivation, and creativity are intangible
and hard to measure. In addition, senior managers might be inclined towards short-
run maximization of profit at the expense of employees' development in the long
run, resulting in underinvestment in human
resources. Failing to appreciate the interdependence between employees' happiness and productivity,
they might underestimate the real value of human capital.

2. Why do line managers often fail to realize the value of human assets vis-à-vis other assets?

Ans: Line managers do not appreciate human assets because

their initial concern is to achieve everyday operational goals, deadlines, and saving costs. They
are mostly under the pressure of being as effective as possible, and hence they will
tend to manage employees as resources than strategic assets. Without training or experience,
they might not realize how employee engagement, training, and well-being drive long-
term achievement. Additionally, if performance measures are exclusively directed to short-term
productivity and not to employee satisfaction and growth, then line managers will pay less heed to human
capital investment.

3. Why and how might a line or an operating manager value specific metrics related to the unit’s
employees?

Ans: Detailed measurements like workforce productivity, employee turnover, training effectiveness,
employee satisfaction, and performance appraisals can be monitored by line or operational managers.
These measurements are important in identifying the effectiveness of
the workforce and potential areas of improvement. The use of data-
driven practices allows managers to identify skill gaps, improve employee motivation, and improve team
performance. For example, retention tracking can be employed as an indicator of job
satisfaction, and measurements
of performance can be utilized to spot high and low performers. Quantitative measurement allows manage
rs to make data-driven decisions that align with organizational goals.

4.What can HR do to make senior and line managers take more of an investment approach to
human assets?

Ans: Human Resources can promote an investment mindset by the demonstration of the
direct link between organizational success and human capital. This can be achieved through training
programs, leadership development, performance rewards, and employee engagement. HR can
also leverage data analytics
to provide insights into employee retention and performance so that managers can understand the long-
term value of investing in employees. Moreover, developing a culture of ongoing learning
and rewarding employees' efforts can change the mindset of managers so that they can consider human
resources as a means of organizational growth.

5. Why is a competitive advantage based on a heavy investment in human assets more sustainable
than investments in other types of assets?

Ans: Human asset investment creates a long-term competitive advantage as trained, engaged,
and motivated employees bring innovation, productivity, and customer
satisfaction. Human assets appreciate learning and development whereas physical assets decrease in
value. Businesses that invest in employees gain more flexibility, enhanced decision-making,
and better team working. Extremely skilled employees secure sustained business survival, while
a robust corporate culture enables the hiring and retention of high performers and confers the
company its competitive advantage.