The human resource managers benefit from the principles of HRM because they help them in decision making in situations of complexity and uncertainty. However, the principles can be explained as follows. Comprehensiveness entails all aspects of managing people in the organization, credibility requires trust from the staff and believe in the strategies that the organization uses. The principle of communication requires employees to understand the objectives and accept them. Besides, it should exhibit an open culture with no barriers (Dei Mensah, 2013). Control ensures performance in the organization is consistent with its objectives. Change entails the continuous improvement that the organization engages. It is critical for its survival in the competitive market.

Commitment principle focuses on motivating employees to achieve the objectives of the organization. Cost-effectiveness requires the organization to employ a competitive, fair reward and promotion system (Dei Mensah, 2013). The competence principle answers the question, is the organization competent to attain the proposed objectives? Besides, the organization’s competency is developed in individual and team effort. Creativity requires the organization to develop unique strategies that will give them a competitive advantage over others in the industry. Lastly, the principle of coherence in human resource management requires activities and initiatives in the organization to form a meaningful unit. Unnecessary activities should be eliminated.

On the other hand, the ten principles of operations management are as follows. The principle of reality states that there is no universal solution for all the problems of the organization. The principle of organization requires all aspects that involve production to be organized into a coherent whole. This principle relates to the coherence principle of human resource management. The principle of fundamentals entails effective production based on strictness and adherence to fundamentals, and this will provide the organization with the best chance to survive (Pycraft, 2000). In the principle of accountability, employees would not work hard in a task they are not held accountable. Therefore, the presence of rewards and consequences will motivate employees to put in more effort. For the case of the principle of variance, when the goal of the production system is to reduce costs, the personnel must measure and control the variances. Similarly, they must encourage variances if the goal of the system is to enhance the variety. The principle of causality requires the managers to get rid of the symptoms such as late quotes, urgent shipments by resolving the cause. It is important to resolve the underlying causes because without resolving them managers will keep on addressing the same problem (Pycraft, 2000).

In addition, in the principle of managed passion, the company will move forward if the employee develops a passion for the task they are doing. The company’s performance will drop if employees spend much time doing nothing. For the case of the principle of humility, managers should admit ignorance instead of making the company pay the price of the manager running the organization through trial and error strategy. As a good manager, you should not hesitate to learn. The principle of success requires the manager to define and understand both the internal and external customers. The sales from the organization do not assure profits and evaluating the system would require knowing whether the customers are happy with the product and services offered. Ultimately, the principle of change requires managers to understand, expect and manage change for both in the short-term and long-term. Similarly, they need to embrace change and learn the strategies of how to handle change.

Project Management principles compared to Operations Management principles

The project management principles include the following. First, the success principle entails producing successful products. It would be difficult to overcome the overhead cost of the project management without achieving a successful product (Meredith & Mantel Jr, 2011). This principle relates directly to operations management whereby success is possible if the customers are delighted and maintained. Second, the commitment principle states that for a viable project to exist there must be a mutually acceptable commitment between the team working on the project and the project sponsor. Similarly, with the operation management, the Principle of managed passion requires the operations managers to ensure their teams are committed to working with passion on the tasks they are assigned.

Third, the tetrad-tradeoff principle requires the core variables of time, cost, scope and quality to be mutually consistent (Meredith & Mantel Jr, 2011). With operations management, the managers always deal with tradeoff to determine what can be reduced or sacrificed so that they can do something better for the company. In operations management, the manager will engage in an activity that is cost efficient and requires less time. Fourth, in project management, the unit of command principle requires a single communication channel to exist between the project sponsor and the team leader. The principle is useful in conducting the effective and efficient administration of the project. For the case of operations management, the team working on the production process must have a single point of responsibility. The operations manager must have experience, skills, commitment, and authority.

Fifth, with suitability principle, an informed management must ensure there exist a supportive cultural environment for their team. Similarly, the management must understand the process of project management. On the other hand, the operations management should ensure that they develop a supportive cultural environment that will allow the team to work their best without getting bureaucratic interference. Sixth, the process principle requires the project management to ensure effective and efficient policies and procedures are in place to execute a successful project. Seventh, the lifecycle principles of project management states that the process of project management is based on two activities that include planning and doing the task.

The importance of professional service organizations in standardizing a profession includes the following. The professional service organization plays a critical role in creating consistency within the profession. With the frequent changes in law and technology, the industry experiences the emergence of new things. Therefore, standardizing helps organizations to avoid being sued or facing difficult challenges. On the same note, companies depend on professional service organizations for consultations so that they can know the activities to do and avoid. For the case of SHRM, the codes of ethics they emphasize include trust, honesty, and integrity (The Society for Human Resource Management, n.d). The website gives a brief overview of the codes of ethics; however, SHRM promotes its local chapters that provide the code of ethics based on their own principles. With PMI website, their code of ethics includes responsibility, honesty, fairness, respect, purpose, and vision (Project Management Institute, n.d). The PMI members believe in these values and apply them to the real-life practice of project management. The best outcome from the code of ethics depicts the most ethical one.

Reference

Dei Mensah, R. (2013). Principles of Human Resource Management. Xlibris Corporation.

Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a managerial approach. John Wiley & Sons.

Project Management Institute. (n.d). What is PMI? Retrieved May 03, 2016, from http://www.pmi.org/en/About-Us/About-Us-What-is-PMI.aspx

Pycraft, M. (2000). Operations management. Cape Town: Pearson Education South Africa.

The Society for Human Resource Management. (n.d). About the Society for Human Resource Management. Retrieved May 03, 2016, from https://www.shrm.org/about/pages/default.aspx

 
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