Can Human and Technical Resources be In Sync to Advance Resourceful Inclusive Enterprise?

Can Human and Technical Resources be In Sync to Advance Resourceful Inclusive Enterprise?

Mambo G. Mupepi (Grand Valley State University, USA)
DOI: 10.4018/978-1-4666-4884-5.ch009
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Abstract

The precept of this chapter is about understanding the synchronicity of worldwide literacies, human resources, and technology in building enterprises that can operate successfully in varied environments. A co-constructed competency model can be adapted to commendably contextualize knowledge and technology in relation to prevailing economic conditions to surge output. Specialized knowledge can be described as highly structured skill sets that allow a firm to respond positively to demand to intensify outputs. Expertise too can be asserted as the scientific knowledge that can be applied to make everything practical. The chapter advances arguments that empathetic dominant world cultural settings and possessing explicit knowledge, useful skills, and appropriate technology can allow a firm to make better sense of markets and increase productivity.
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Introduction

In an attempt to answer the question “Can human and technical skills be in sync to advance resourceful inclusive enterprise?” the chapter is organized in five objectives. The first describes a social construction framework referred to as the Socially Constructed Competency Model (SCCM) a knowledge-based system which can be applied to understand knowledge creation, the development of skill sets, and the know-how required by people in useful organization. The framework provides the jig which can be used to synchronize practices in resourceful business entities. (see Figure 1)

Figure 1.

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The second reviews a carefully selected literature such as the Adam Smith (1723-1790) division of labor and specialization first published in 1774 in a book entitled: An Inquiry into the Nature and Causes of the Wealth of Nations, and how this classical text can be adapted to circumscribe tasks, practices and talents, and to explain the economic inter-dependences of abilities, knowledge and technology to effectively exploit markets (Mupepi, 2009). The principles of labor have survived the test of time and Adam Smith is one of the most quoted classical economists in leading business institutions (Smith, 1976). Many successful organizations worldwide have knowingly or unknowingly created their own Magnus opus around economics and techniques developed in 19th Century Scotland. The discourse adapts some of those techniques and germane organizational behavior theory to chart afresh the competitive vigor of the business.

The third makes a proposition that successful organization hinges on the ability of a firm to recreate itself, develop and implement practices to leverage explicit knowledge and gain competitive advantage. A circumspectly selected literature is reviewed to allow the contextualization and adaptation of knowledge to happen in the process of creating goods and services that are more valued by customers.

The fourth illustrates how efficiency and effectiveness can be achieved. The firm can specialize and diversify its activities to sustain the budding enterprise and increase yields. Wealth can be realized by controlling costs and accounting for taxation, all things being equal (see Figure 2). The fifth objective draws a conclusion. Thus the chapter illustrates how human resources strategy can successfully create the knowledge and technology that support organizational goals.

Figure 2.

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An Overview Of Literature Review

One component of developing the techniques required to progress useful organizations is to appraise what has successfully been done in the same efforts in the past and to proceed from there to create a better future. The assessment is in three objectives. The first part is about the prevailing cultural conditions represented by what the people in the firm apply to advance the job. It is the explicit practices, useful tools and knowhow used to make goods and services that are valued by customers. The second purpose looks at competences constructed outside the business and how they need to be adjusted and aligned at extra costs. Teams, groups, and individuals produce the synergy required to accomplish desirable goals. It has been argued successfully in scholarship presented by Mupepi and Mupepi (2013) and Mupepi et al (2013), among many others that competences outsourced are not as effective as those espoused within the firm. The debate provides a scrutiny of the work done by teams and individuals to understand how innovative efforts can be linked to progress the mission. The third target looks at the division of labor and how the model can be useful for teams to locate the superordinate goal and allow individuals to master their trades. The process can make it possible for the firm to build effective capacity to champion the competition. The company can learn its new role and drastically change.

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