Presentation Of Shrm

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International Islamic University Islamabad

This document proposes a model of strategic international human resource management (SIHRM) for multinational corporations (MNCs). The model is built on two frameworks from strategy and organization theory and applies them to the MNC as a whole, its affiliates, and individual employee groups. The model suggests that MNCs will adopt different SIHRM orientations (adaptive, exportive, or integrative) depending on their strategy and perceptions of human resource competence. It also presents twelve propositions regarding similarities between parent and affiliate human resource systems under different conditions.

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SULLY TAYLOR SCHON BEECHLER NANCY NAPIER The Academy of Management Review, Vol. 21, No. 4 (Oct., 1996), pp. 959-985

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Chapter 2 of Jackson HRM, These slides will cover completely the meaning and definition of strategic HRM and parallel processes. i.e. What is Strategic HRM? How strategic HRM can become a competitive advantage for an organization? What is planning process of Strategic HRM and what are the techniques to manage human resources , make competitive advantage sustainable, managing shortage or surplus of human resources?

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The article which is named “The Innovative Technique at Thomson” aims to explain how the employee engagement affects an organisation by providing the customer satisfaction. And it gives a survey example, which is named as “Vaarta”, for measuring and understanding the employee’s satisfactions, attitudes, motivations and opinions. It’s been claimed that especially in current economic recession all over the world the engagement of employees has become the most important issue for an organisation whether it is national or multinational. The article which is named “International Human Resource Management: A new challenge” aims to explain how the medium size international organizations, which is trying to expand their trading activities, can fit the human resource management to the values and norms of different cultures. The author claims that generally international human resource management and expatriate management have being confused.

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Chapter Review/ Discussion Questions (CRQs) – 10% marks At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form. MBA 423 Human Resources Management (Elective Course) The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme. http://www.usp.ac.fj/index.php?id=mba423 Students: Stuart Gow Amrish Narayan Chaminda Wanninayake Graduate School of Business Faculty of Business and Economics University of the South Pacific, Private Bag, Laucala Campus, Suva, Fiji. Tel: (679) 323 1391/323 1392 Fax: (679) 323 1397

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100 Strategic Management models and diagrams for your powerful business presentations. Content: Powerpoint, presentations, business, slides, diagrams, charts, Strategic Pyramid, Strategic Vision, Strategy Alternatives, Five Forces Model, Competitive Advantage, Generic Strategies, Growth Strategies, Diversification Strategy, BCG Matrix, GE Business Screen, Cost Strategies, Exit/Entry Barriers, Resource Analysis, Core Competencies, Product-Life-Cycle, Top-Down-Management, Industry Analysis, International Strategies, SWOT Analysis, Portfolio Analysis, McKinsey’s 7-S Framework, Five-Phase Growth Model, Strategy Development, Merger&Acquisitions, Technology Strategies, Value Propositions, Ansoff Matrix, Experience Curve, Strategic Options, Window of Opportunity Downlaod these diagrams on http://www.drawpack.com (try our free membership offer)

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#include<stdio.h> #include<string.h> #include<pthread.h> #include<stdlib.h> #include<unistd.h> #define MAX 100 pthread_mutex_t the_mutex; pthread_cond_t condc, condp; int buffer = 0; void* producer(void *ptr) { int i; printf("\n Producer is executing"); for (i = 1; i <= MAX; i++) { pthread_mutex_lock(&the_mutex); while (buffer != 0) { pthread_cond_wait(&condp, &the_mutex); } buffer = i; pthread_cond_signal(&condc); pthread_mutex_unlock(&the_mutex); printf("\n producing %d", buffer); } pthread_exit(0); } void* consumer(void *ptr) { int i; printf("\n Consumer is executing"); for (i = 1; i <= MAX; i++) { pthread_mutex_lock(&the_mutex); while (buffer == 0) { printf("\n Waiting for producer..."); pthread_cond_wait(&condc, &the_mutex); } printf("\n consuming %d", buffer); buffer = 0; printf("\n Signaling producer..."); pthread_cond_signal(&condp); pthread_mutex_unlock(&the_mutex); } pthread_exit(0); } int main(int argc, char **argv) { pthread_t tid[2]; int err; if (pthread_mutex_init(&the_mutex, NULL) != 0) { printf("\n mutex init failed\n"); return 1; } pthread_cond_init(&condc, NULL); //This is new pthread_cond_init(&condp, NULL); //This is new err = pthread_create(&(tid[0]), NULL, &consumer, NULL); if (err != 0) { printf("\n Can't create thread :[%s]", strerror(err)); return 1; } else { printf("\n Consumer thread created successfully"); } err = pthread_create(&(tid[1]), NULL, &producer, NULL); if (err != 0) { printf("\n Can't create thread :[%s]", strerror(err)); return 1; } else { printf("\n Producer thread created successfully"); } pthread_join(tid[0], NULL); pthread_join(tid[1], NULL); pthread_mutex_destroy(&the_mutex); pthread_cond_destroy(&condc); pthread_cond_destroy(&condp); printf("\n End of program\n"); } Essentials of Organizational Behavior Fourteenth Edition Chapter 15 Foundations of Organizational Structure Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. After studying this chapter you should be able to: Identify the seven elements of an organization’s structure. Identify the characteristics of the functional structure, the divisional structure, and the matrix structure. Identify the characteristics of the virtual structure, the team structure, and the circular structure. Describe the effects of downsizing on organizational structures and employees. Contrast the reasons for mechanistic and organic structural models. Analyze the behavioral implications of different organizational designs. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. What Is Organization ...

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Module 5 Module 5 Overview Provides the learning outcomes on which the readings and assignments for this module are based. Examine the interactions between the sociological, technological, economical, ecological, political, and legal forces in the management of a global enterprise. Examine the role and impact of cultural influences in a variety of corporate management models. Analyze global corporate models and discuss their appropriateness relative to the vision and mission of the corporation. Analyze the challenges of regional economic integration within the context of global management. Evaluate trends in global human resource management within the context multicultural organizations. Evaluate global marketing strategy implementation, product development, and operations on creating a sustainable competitive advantage. Cultural sensitivity is key when you are marketing to a global audience. For instance, it doesn't make sense to place an advertisement of a soda with ice cubes in European markets, since it is rarely served that way. Before you start reading the online lectures, please complete this module’s reading assignment. In Module 4 you explored a variety of issues related to global marketing and product development. You learned strategies for managing cultural differences that are essential to the success of international marketing efforts. You delved into the realm of strategic communication, and how to formulate a communication strategy and design a communication plan. You also found out about the benefits and challenges of implementing MRP/ERP systems in global operations management. In this module, we’ll investigate issues concerning human resource management (HRM) in the context of the global business environment. We’ll look at how effective HRM improves multicultural communication, and thus organizational performance. Strategic Role of IHRM (1 of 6) Many factors — including the Internet — have led to the formation of a new global economy. Over the past weeks, we’ve discussed how increased globalization has resulted in the expansion of: Multinational investments International telecommunications Free market trade Information exchanges International alliances In Module 4, we examined the internal business environment. We saw how factors such as stress due to organizational change would become apparent in the culture and climate. These factors could be addressed through your organization’s human resource policies and practices. Globalization has brought significant changes to HRM, introducing such issues as repatriation, international law, cultural differences, HCN and TCN employees, compensation and benefits — highlighting the importance of having an integrated international HR system. These changes present an interesting and challenging operational environment for you as a human resource professional! Distinguishes the difference between IHRM and HRM. In international HRM, there are three national or country categories: t ...

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This is a real time brainstorming exercise for the business managers and Human Resource executives to analyze this artistically to enhance critical and creative skills to get into a 'Today's Future' . I tried it in academics in EMBA programs and workshops and got excellent results, from those who are more inclined to 'unlearn & learn' at the same time. If done correctly, they will learn that the CV's at a glance means just gaps and real competencies which an organization demands to feed its functional and operational efficiency to perform par excellence are missed. The net result is inefficiencies rather than efficiency and productiveness. The selection from using 'keywords' is a stone age practice, still in practice in many organizations. The careful analysis and coming out with value answers will help HR as a part of company's performance indicators, rather than just 'fiddling with papers and judging the applicant with his shinny CV and good looks. Looks matter, but looks with a competencies person, who may not have a long tail of corporate attachments may very well be the best person for your organization. Such people are usually left out in the initial or first phase of our typical fancy HR rater models. Annually, billions of dollars are lost in loss of innovation and wrongly applauded ROIs due to lost opportunities which are missed by using wrong 'fishing techniques' and rigid rules of engagement !Interestingly, there are still organizations who even modern times, gives more importance and interested in finding 20 years old 'terminal weakness', and over ride the newer expertise, talent and competencies. For example, some HR people will reject an applicant who had a bad CG PA in high school, but managed excellent outcomes later on in academics and working environment as well...'The poor cap'.!!!

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FIGURE 4- 2 Strategic Typology of Human Resource Activities Source: Slight modification of model developed by Alan W. Speaker, Synhrgy HR Technologies, Alpharetta, GA, 2000. timely manner, and with cost efficiency. The firm's executives do not view these activities as strategically important and do not become concerned with them unless there is a problem. However, when such activities are performed poorly, human resource executives quickly get into trouble. Human resource departments must ensure that the activities in this quadrant are performed well before they can take on more strategic roles. In many instances, these activities are good candidates for outsourcing, which enables human resource departments to shift their focus and staff resources to a more strategic venue. 73 Baron and Kreps make a similar recommendation in that they argue that activities of low strategic importance and low social interdependence should be outsourced and that the decision criteria for such decisions are cost and flexibility. 74 The evolving wisdom of strategic human resources argues that the function can make its greatest contributions in the upper right quadrant. Human resource executives see an imperative to move their departments toward greater contributions in this area. Activities in the high strategic value/ relationship quadrant have a more direct impact on the firm's ability to successfully implement its competitive strategy. For example, if the firm has poor relations with its unionized workers and this produces restrictive work rules and resistance to more flexible work arrangements, then the firm is likely to have difficulty implementing a low- cost strategy. Likewise, if the firm does not have a good executive compensation pro-gram, then it is likely to have more political infighting and will encounter greater difficulty in getting its executives to cooperate for the good of the company. Given such conditions, the firm is unlikely to succeed with a differentiation strategy requiring superior customer service. Because excellence in these activities can provide firms with a source of competitive advantage and some are based on trusting relationships developed over time, they are unlikely to be outsourced. In contrast to executives, the firm's other employees are less likely to attach as much importance to these activities. Several planning- related or design activities fall within the high strategic value/ transactional quadrant. These activities potentially affect the firm's ability to implement strategies in the future. For example, staffing planning or human resource planning probably falls within this category. As will be explained in Chapter 5, such planning is necessary to ensure the availability of key people to implement the firm's strategies in the future. Compliance with governmental regulations is another activity of high strategic value of a transactional nature. For example, firms need to evaluate and monitor their staffing practices a ...

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