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Business Strategy and HRD
The document discusses strategic planning and human resource development. It explains that strategic planning is used to determine how an organization can pursue its mission while meeting environmental demands. It also discusses proactive versus reactive strategies, with proactive strategies taking a longer term approach using analysis tools, while reactive strategies focus on the immediate future with less formal planning. Finally, it discusses linking strategies, tactics, and objectives and the role of organizational development in effectively implementing strategic training through managing change at the organizational, group, and individual levels.
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Business Strategy and HRD
- 1. Business Strategy andHRD Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 2. Strategic Planning •StrategicPlanningisaprocessusedtodeterminehowbesttopursuetheorganizationsmissionwhilemeetingthedemandsoftheenvironmentinthenearandlongterm. Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 3. Proactive & ReactiveStrategy •AProactivestrategyfocusesonthelongertermanditsprocessismoreformalized, typicallyinvolvingsophisticatedanalyticalanddecisionmakingtools. –Itspurposeistobuildagoodfitbetweentheorganizationanditsfutureenvironment. –However,strategycanalsodevelopinamorereactivefashion,respondingtoshorttermbusinessconditions. •InReactiveStrategyAlessformalanalysisandplanningoccurandmoreattentionisfocusedontheimmediatefuture. Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 4. Proactive and ReactiveStrategy •Theproactiveprocessusesabestguessaboutwhatthefuturewillbring;thereactiveaddressesonhowoperationswillconfrontwhatexistsnowandinthenextyearortwo. •Tobeeffectivestrategicplanningshouldoccurthroughouttheorganizationwitheachhigherleveloftheorganizationprovidingdirectiontothelowerlevels. Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 5. Linkages among Strategy,Tactics and Objectives Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 6. OD Strategy andTraining •Theplanningandimplementationofstrategyinvolveschange-bothinthewaytheorganizationinteractswithitsexternalenvironmentandhowitmanagesitsinternaloperations. •OrganizationalDevelopment(OD)isthefieldofstudythatdealswithcreatingandimplementingplannedchange. •Toeffectivelydesignandimplementstrategictraining,HRDprofessionalsneedtounderstandandapplyODprinciples. Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 7. OD and Strategy •Organizationsmustresolvethefollowingthreecorevaluesindevelopingandimplementingstrategy –Technicaldesignissues-theseissuesariseinrelationtohowtheproductorservicewillbedetermined,createdanddelivered. –Cultural/ideologicalissues-Theseissuesrelatedtothesharedbeliefsandvaluesthatemployeesneedtoholdforthestrategytobeimplementedeffectively –Politicalissues-Theseissuesoccurasaresultofshiftingpowerandresourceswithintheorganizationasthestrategyispursued. Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 8. Steps in GenericPlanned change Model Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 9. Levels of Changeand Resistance •Wheneverinternalchangeisplanned,theplanshouldaddressthefollowingthreelevelsintheorganization: 1.Theorganizationitself 2.Groupandinterrelationships 3.Individualsandwithingroups Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 10. Training and OD •UsingOD’sprinciplesofchangemanagementwillincreasetheprobabilitythatyourorganizationstrategicplanswillbeeffectivelyimplemented: Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 11. Developing an HRDStrategy •Withoutastrategicplan,trainingislikelytobemanagedinahaphazardmanner,itsresourcesunderutilizedanditsfullstrategicvaluenotrealized. •Italsodependsupontheenvironmentinwhichtrainingoperates,theresourcesavailableandthecorecompetenciescontainedwithinatrainingfunction. Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 12. 1. Organizational andHR strategy •Themarketleaderstrategydependsoninnovation; thereforeemployeeknowledgeandskillsarecriticallyimportant. •Highlyskilledandknowledgeablepeoplemustbehiredanddeveloped. •Rewardandfeedbacksystemsmustfocusonlongtermratherthanshorttermperformance. •Someamountoffailuresmustbeexpectedasemployeestryoutnewideas. •HRDStrategyinthemarketleaderorganizationmustadoptastrategythatbuildsonthealreadyhighlevelofcompetencybroughtintotheorganization. Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 13. 1. Organizational andHR strategy •Costleaderorganizations,incontrast,emphasizetightfiscalandmanagementcontrols,becausetheirleadershippositionisdependentontheirabilitytoproducehighvolumesatlowcost,efficiencyandproductivityarecritical. •Strategiesforreducingcostsincludereducingthenumberofemployees,reducingwagesandsalaries, usingparttimeandcontractlabor,andimprovingworkmethods. •Intheseorganizations,trainingismorelikelytobefocusedonmanagement. Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 14. 2. Integrating HRDand OD Activities •Mostorganizationscompetitivestrategycallsforsometypeofperformanceimprovement, bothfortheorganizationasawholeandfortheindividualsandHRDandODintegrationplaysanimportantrole. •TrainersandODprofessionalshavelegitimatedifferencesinthenatureofthechangetheyareresponsiblefor,buttheirinterestsareintimatelyconnected. Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 15. 3. Some otherstrategic alternatives 1.InternalProviderStrategy 2.OutsourcingStrategy 3.Themixedstrategy(InternalProvider+Outsourcingstrategy) Prof. Jayant Isaac, +91-92291 56307, jayantisaac@yahoo.com
- 16. Thanks Prof. JayantIsaac, +91-92291 56307, jayantisaac@yahoo.com