People Management and Its Relationship With Business Models

People Management and Its Relationship With Business Models

Antônio César Nunes Cruz (Fumec University, Brazil)
DOI: 10.4018/978-1-5225-7265-7.ch020
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The purpose of this chapter is to present a study that provokes a reflection and understanding about the importance of people management in the corporate world as a strategy and a fundamental resource for the success of companies and institutions. In practice, many new-company projects focus on business modeling and business plans as an initial and sufficient condition for the success of these companies or organizations that they intend to create. Little is seen about the actions concerning the importance of the human capital dimension to the desired success in a business project. Organizations cannot be successful only because of failures in the business model or in their business plan, but in the fundamental link of value creation and supply, which is boiled down to the human resource they have. People have come to occupy a place where they are seen as key elements of the value-based management model, as Kaplan and Norton in 1997 conclude, showing us that the problem of human resource management could be addressed under the strategic perspective through the balanced scorecard (BSC). It means that it becomes necessary to use organizational strategic planning as the basis for the strategic planning of human capital essential to the business.
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Models Of Business Management And People Management

Souza, M.Z.A. & Souza, V.L. (2016) published an important study about the relationship of people management with competitive advantage, from which the content of this item is based, as follows.

Frederick Winslow Taylor (1856-1915), Henri Fayol (1841-1925) and Max Weber (1864-1920) were the theoretical references of the rational foundations of organizations. The goal of the rational foundations of organizations was to ensure maximum efficiency gains through a mechanistic view. They were called rationalist models of management, which aligned efficiency and productivity as directly proportional.

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