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182 assessing potential and future performance
potential analysis, should be incorporated in human resource procedures in order to be
effective within organisations. In addition to this we state that tailor-made solutions spe-
cific to the organisational context are needed to yield the desired results from human
development activities.
TRENDS THAT INFLUENCE MANAGEMENT/HUMAN DEVELOPMENT
The developments that are taking place in the context of an organisation or institute are
partly dependent on, for example, the nature of the organisation and its goals, the location
(country) of the organisation, the development phase, etc. The fact still remains, however,
that some general trends can be detected which will affect every organisation sooner or
later. Since potential implies a prediction of future performance, not only the future
(managerial) job but also future organisational goals define the concept of ‘potential’.
Some general factors that may influence the goals of an organisation are summarised in
Figure 9.1. They represent the context within which human development takes place, or
has to take place.
In our point of view the influence of these contextual factors on human develop-
ment, and therefore the measurement of potential, cannot be ignored. The current rapid
technological changes and all the evolvements in the environment of an organisation
(see Figure 9.1) ask for alert reactions and flexibility in order to be able to implement the
desired manageral direction. In human development, certain competencies will become
I. External sociopolitical environment:
• Technological developments
• Demographic developments
• Political development (including law regulations)
• Environmental developments
• Innovation and growth
II. Geographic perspective
• World/region/ or nation state
• Labour-market challenges
• Pressures for social responsibility versus business power
• Work ethic, attitudes towards organisations and work
III. Product markets
• Life-cycle
• Saturation/generation of markets
• National/international markets
• Constraints/opportunities for innovation and growth
IV. Internal environment
• Structure
• Culture
• Power relations
• Management and Human Resource policy
FIGURE 9.1 Influences on organisations and management/human development (based on, a.o.
Ansoff & McDonell; 1990)