Human resource management at institutionalization and a research in ship building company

When looking over the historical development of management science, it is known that the most valuable source for organizations is human. Even though in this process, the values and behaviors that are attributed to human are permanently increased within the theoretical frame, it is evidently seen the out of date mentality obsession and management conception does not match up with this rising value.In our study, how the institutionalization concept that is mostly wearing brains and is mostly confused within today?s globalization waves is configured in the family corporations and what kind of role the human resources management has in the institutionalization process has been tried to examine with a case study investigation carried out in a family business company which has been working on institutionalization at ship building sector. In this context, the structure of family companies have primarily been studied in theoretical point of view and subsequently it has been determined how the institutionalization was realized and what kind of difficulties were experienced in this process, what a background the human resources department has prepared for the institutionalization and what kind of preferential duties do they have. In the light of all such information, with a case study, it has been revealed to what extent the theoretically expressed institutionalization process has effectively been implemented thanks to roles played by the human resources management. For the case study, the interview method as one of the qualitative research methods has been used, and in the light of replies to the questions to unit managers, it is endeavored to gather information relevant to the resolutions made for the next periods.As a consequence of study, the institutionalization is incompletely understood particularly in the family companies qualified as KOBI (Small and Middle Sized Enterprises) and mostly confused with professional management concept. It is found out that a system comprehension could not be developed although there are many qualified decisions amongst strategical targets of the company and that only increasing performance of units were prioritized. It is also identified that the concepts such as system approach, transparence, organizational learning needed for institutionalization are not involved into the objectives of the business in the process of reconfiguration, organizational entirety and establishment of common vision.