Human Resources & Operational Managers INTRODUCTION Managers have for years

As the concept of human resources management gained acceptance in American organizations, the concept itself was subjected to intensive review and development. One outcome of this review and development was a recognition that operational managers, as well as personnel specialists, have a vital role to play in the management of an organization's human resources.

To a great extent, operational managers tend to perceive their roles within the relatively narrow confines of the functional responsibilities of their organizational positions. Human resources problems, to these managers, are things that should be dealt with by the personnel department. In fact, however, the human resources component of modern organizations cannot be managed most productively without the active and meaningful participation of the organization's operational managers.

The purpose of the proposed research study will be to describe and explain the role of the operational manager in the effective management of an organization's human resources. With the findings of the proposed research study as a basis, operational managers will be better able to develop individual managerial strategies that will enhance their capacities to contribute to the most productive use of their organizations' human reso

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zational behaviorists have long been concerned (McDermott, 1985, pp. 5455). The use of power within organizations is most often perceived as a practice employed by one individual to overcome the resistance of another, as a means of attaining an organizational goal (Pfeffer, 1991, pp. 6771). In the context of this perception, power differences are thought to create problems within organizations, because such power differences lead to the development of organizational conflicts (Tjosvold, 1985, pp. 281293). Conflicts are typically thought to be essential, as a means of providing a setting where power many be employed (Lawrence and Lorsch, 1991, pp. 218224). This assumption is, to a degree, paradoxical, in that power differences are also thought to be one cause of organizational conflict. Nevertheless, the typical train of thought is that the use of power is necessary for the attainment of organizational goals, and the presence of some degree of conflict is necessary in order for power to be employed effectively (Hardy, 1985, pp. 384399). Power in organizations is then, according to this theory, used to overcome conflict, and cause other individuals to act in a constructive manner to bring about a desirable outcome (Salan
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Approximate Pages = 8 (250 words per page)

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