This research has as fundamental purpose, the generation of strategies for the product development organization in Ford of Mexico; the goal is to increase the capability of the workforce for the development of future work streams. In this thesis, a network model for organizational architectures referred as organizational design structure matrix is used to identify the main interactions among the project teams; this interaction pattern is compared to product interfaces captured in a product DSM model. A case study from Ford Motor Company is utilized; the development is narrowed to the analysis of the front end system of a new CD platform vehicle during the main stages of the product development process. To set up a context for this thesis, I elaborate the product development process from Ford and describe the main design challenges from the case study. In this thesis, I also explain the role that communication plays in an organization due to team geographic location and categories within the organization. DSM concepts and methods are explained to converge further in the application of the product development organization case study. I start the research with the creation of the product DSM for the front end system team through data collection, and interviews with the core engineering group at the company; surrogate data from current production CD vehicles was analyzed. I survey the Ford front end system team to understand the frequency and level of interaction among component teams during the development of the project. Technical maturity level of each team member is collected as well. Additional data from the program management team is acquired to cross reference project team performance with organizational communication. I compare the data set collected with the product architecture DSM to determine mismatches in the organization interactions. In addition, a series of clustering analyses are also compared to improve the team design structure matrix; these results allow us to convey strategies and recommendations to Ford of Mexico organization, to ultimately enhance the product development organization capabilities.

We're constantly looking for ways to make our companies or organizations more successful.We often ask ourselves: “What can we do to develop and drive maximum organizational performance?“ “How can we separate ourselves from the competition?” “How can we build a long-term sustainable advantage?” It used to be that organizations could differentiate themselves through such means as product leadership, advanced technology, geographic coverage or process management tools and systems. But in today's ultra-competitive global business environment, these advantages are short-term and temporary. The reality is that the only long-term sustainable advantage that remains is the “people.” However, leveraging your workforce as a practice isn't so easy to understand, let alone accomplish… unless you have a roadmap or path to help you along the way. Human Capital Management: Leveraging Your Workforce for a Competitive Advantage is just that. Your roadmap to maximizing your most important organizational asset: your people. This roadmap is centered on Human Capital Management as a practice, and focuses on how to successfully implement organizational goals that are heavily reliant on the collective efforts of the people in your organization. This book is practical, and from a seasoned business executive's point of view. It's relevant for any size organization, both for profit and not-for-profit. Real-life examples are included to support the principles and key learning points. This book was written primarily for people who are in a position to directly and significantly influence an organization through its human capital, that is, CEOs, HR managers and other leaders who are charged with the responsibility to make their organizations successful. It's also applicable to aspiring managers, professionals, and students who can learn new organizational and management techniques that will be helpful to them as they navigate their careers. Whether you're a student aspiring to be a business leader, an already seasoned exec or someone who would like to climb the ranks of their company, this book has plenty of resources to offer with supporting anecdotes that can help not only you, but your organization benefit as a whole.

This qualitative case study of an American manufacturing organization describes the barriers which limited its ability to receive maximum return on its investment for training and development resources invested in their human assets. Changing global economics have forced organizations to the realization that their competitive advantage lies in developing and tapping into their human assets or human capital. Professionals, managers, human resource development specialists, and academicians alike have developed theories supporting the systematic development of human assets to improve performance and achieve organizational business goals. This book examines how one organization, typically described as a High Performance Organization, attempted to put theory into application. Specifically, the book examines the concepts of needs assessment, systems theory, organization development, human capital theory, and performance improvement. The results find a systemic failure in human asset development initiatives rooted in the failure to view the organization as a whole, systematically assess performance, and involve the entire organization in designing and implementing a holistic approach to improving performance and developing the organizations human assets. Specifically, inefficient organizational structure and lack of clearly defined business goals were significant barriers to the systematic development of their human assets.

Organizations are now competing in two markets, one for their products and services and one for the talent required to produce or perform them. Success in the former is determined by success in the latter. The ability to compete is directly related to the ability to attract, develop, motivate, organize, and retain the talented people needed to accomplish strategic business objectives. The People CMM, as documented in this authoritative book, is a framework for human capital management. Broadly adopted by small and large organizations worldwide, it provides proven tools for addressing strategic workforce and critical people issues. It helps organizations: Establish workforce practices aligned with current and future business objectives Characterize the maturity of workforce practices Guide a program of continuous workforce development Integrate workforce development with continual process improvement People CMM®, Second Edition, documents Version 2 of the People CMM and Describes practices for each maturity level, with guidance on how to interpret and apply them Explains capabilities for workforce development at each maturity level Shows how to apply the framework as a workforce assessment standard and a guide in planning and implementing improvement Presents case studies to illustrate how the People CMM has lead organizations to effective, repeatable, and lasting success in workforce development The book is aimed at people responsible for developing and implementing human capital strategies and plans in their organizations, managing or developing the workforce, implementing advanced workforce practices, nurturing teams, and transforming organizational culture. It is especially useful for businesses undergoing critical organizational changes.

Strategic human capital management (HCM) is not just a measurement focused approach to human resource management (HRM). It is certainly not a decision science in which people can be managed as a result of quantitative analysis and financial valuation. In fact, it is probably more of an art than a science and is a way of leading people to unlock great business performance. Strategic HCM focuses all people management and development practices on maximizing the capability and engagement of the people working for an organization to create valuable intangible capability, human capital, which enables the organisation to take full advantage of potential business opportunities. Unlike HRM which focuses on getting closer and closer to the business, strategic HCM draws its energy from people, from their individual strengths, interests and motivations, which, aligned with long-term business strategy, can increasingly provide the main basis for differentiation and competitive advantage. However, the perspective also recognizes that measurement is important, and the book outlines an approach to measurement which recognizes the importance of knowledge, complexity, best fit and intangibility. Pulling together seemingly disparate strands of thinking, the book calls for a paradigm change in which people really are seen as an organisation’s most important asset, and are managed in a way that reflects this fact. The text includes case studies from leading private and public sector organizations and commentary from HR practitioners and academics.

Don't squander your most valuable resource! Collectively, your workers are your company's most important andmost valuable asset. To make the most of this asset, nothing beatsquantitative performance and investment measurement. Learning andDevelopment is an 80 billion-dollar industry, and every valuableemployee represents a sizable investment on the part of yourcompany. To keep your business moving forward, effective managementof human capital is crucial. It generates plenty of data, and deepanalysis of this data helps you provide feedback and makeadjustments to capitalize on the combined knowledge, skills, andcreativity of your workers. Developing Human Capital: UsingAnalytics to Plan and Optimize Your Learning and DevelopmentInvestments provides a guidebook for collecting, organizing,and analyzing the data surrounding human capital so you can makethe most of your employees' potential. Use predictive analysis to optimize human capitalinvestments Learn effective study design and alignment Get the tools you need for measurement, surveys, andanalysis Decide what to measure and how to measure it Outline your company's current and future analytics technologyneeds Map data sources, and overcome barriers to data collection Authors Gene Pease, Bonnie Beresford, and Lew Walker providecase studies in which major companies applied human capitalanalytics to guide people decisions, and expand upon the role ofanalytics in Learning and Development. Developing Human Capital:Using Analytics to Plan and Optimize Your Learning and DevelopmentInvestments is an essential guide to 21st century humanresources and management practices, and can keep you fromsquandering your company's most valuable resource.

Leveraging employee engagement through a talent management strategy: Optimizing human capital through human resources and organization development strategy in a field study.

Companies and organizations are increasingly more aware of the importance of people and their knowledge for dealing with economic scenarios as well as their relationships developed both inside and outside of the company. Strategic Approaches for Human Capital Management and Development in a Turbulent Economy examines the useful information developed by individuals presented within organizational structures, routines, and company policies. This book is an international platform for academics, researchers, lecturers, decision makers, and policy makers in order to enhance their understanding and collaboration in issues of knowledge management and human resource management.

It is often said that the only true source of sustained competitive advantage is people. But what does that mean and how can this be measured and managed? How many organizations know whether their human capital outperforms their competitors', or even whether it improves year-over-year? And what is the strategy for continually improving that performance? The New Human Capital Strategy is a roadmap for delivering measurable business results by systematically improving the performance of those in roles most important to customers and shareholders. Proposing a radical shift in the way organizations measure and manage their people, the book asserts that competitive advantage is a function of four areas of strength: Effective executive teams, leaders who deliver results, outperforming competitors in key positions and workforce performance. Using examples, research, and metrics, this essential guide provides readers with a system for ensuring that their people are more valuable this year than the last.