The purpose of this report is to deliver a professional critique of the HRM Management function and self-development, highlighting the importance of the organization and how companies link the HRM Function to their strategic planning. The author will also try and discuss the concept of organizational structure and the role of continuous professional development and how organizations profit from developing their entire operations population.The report is for the attention of Mrs. C Ginger HRM D4 Module Tutor at Darlington college of Technology, along with Mr. D. Newbery the authors Manager at TKA Chassis Tallent.It is envisaged the intended outcome of the report will identify both strengths and weaknesses of the author’s employers in the area of Human Resource Management and it association with manufacturing operations, while at the same time linking the company strategic direction to various authors’ theoretical discussions and guides.ContentsTerms Of ReferenceContentsIntroduction1:0The Link Between HRM And Strategic Planning 1:1Competitive Dimensions Of Human Resource Strategy1:2Limitations Within The Relationship Between The Functional Areas Of Manufacturing And Human Resources2:0Systems And Ecological Thinking2:1Benefits Of An Open Systems Approach3:0Organisational Structures3:1 The Division of Work.3:2Structures of Organisations3:3Types of Organisational Structures3:4The General Structure.3:5Functional Structure3:6Geographical Structure3:7The Matrix Structure4:0Continual Professional Development4:1Economic Aims4:2Professional Competences4:3The Learning Environment4:4Work Based Learning4:5Learning Theories: Philosophies Of Learning And Competence4:6Learning Theories: Behaviourism And Transfer Of Learning4:7Learning theories: Vygotsky and Kolb4:8Organisation Change And Development4:9The Implications for CPD5:0TKA And How They Have Adapted To The Environment5:1Mission And Strategy6:0TKA Company Business Objecti...
