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Strategic human resource management involves aligning how people are managed with an organization's mission and objectives. The strategic management process determines what needs to be done over 3-5 years to achieve corporate objectives by examining the organization, competitive environment, and establishing an optimal fit. It involves reviewing and revising the strategic plan which includes establishing a mission statement, analyzing the environment and organization, setting goals and objectives.
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An organization capability refers to the way systems and people in the organization work together to get things done. The way leaders foster shared mindsets, orchestrate talent, encourage speed of change, collaborate across boundaries, and learn and hold each other accountable define the company's culture and leadership edge.
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• focuses on internal processes and systems for meeting customer needs
• creates organization-specific competencies that provide competitive advantage since they are unique
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A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
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A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
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The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
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while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
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The keen faculty of strategy tends to extract and refine tidings by careful survey of situations and assessment before initial or next moves. This paper discusses strategy formulation and correlates its elements of data synthesis, environmental scanning and SWOT analysis. The assemblage of these constituents of strategy formulation presents challenges of solving a jigsaw puzzle for organizational leadership. Theories of strategy or theories of action, within the context of organizational theories generally contain basic assumptions. These theories propose what to look for, what steps to take and what to expect by organizational leadership. Literature on strategy formulation promotes the trio of environmental scanning, data synthesis and SWOT analysis as tool-kit items for strategy formulation. The paper describes and explains the workings of these three components and draw conclusions on their foundational value in the strategic management process. A simulation exercise is designed for senior executives to practice on the application of strategy formulation in real world situations.
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Fundamentals of FMLA
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The document discusses strategic management concepts including strategy formation, stakeholders, vision/mission, objectives, and corporate governance/social responsibility. It defines strategy as a plan to gain competitive advantage and examines Mintzberg's view that strategies can emerge organically. Stakeholders are groups affected by a firm's actions. Vision/mission provide direction, while objectives should be specific, measurable goals. Corporate governance oversees relationships between management, shareholders, and other stakeholders to ensure profitability and responsibility.
Limitations to the concept of strategic hrm - strategic human resource manag...
The concept of strategic HRM appears to be based on the belief that the formulation of strategy is a rational and linear process. This indicates that the overall HR strategy flows from the business strategy and generates specific HR strategies in key areas.
The concept of strategy strategic human resource management
The concept of strategy is based on three subsidiary concepts:
Competitive advantage.
Distinctive capabilities and
Strategic fit.
Competitive advantage - strategic human resource management
The concept of competitive advantage was formulated by Michael Porter (1985). Competitive advantage, Porter asserts, arises out of a firm creating value for its customers. To achieve it, firms select markets in which they can excel and present a moving target to their competitors by continually improving their position.
Notes for mba (strategic management) unit i
This document provides an overview of strategic management concepts and processes. It discusses:
1) The conceptual framework of strategic management, including how it has evolved from long-range planning to address rapid changes in business environments.
2) Key elements of strategic management like vision, mission, objectives, and the roles of top management in providing direction.
3) The strategic management process including analyzing internal/external environments, strategic choice, implementation involving structure and control, and feedback.
4) Examples are given to illustrate how organizations strategize to adapt to their environments through expansion, divestment, stability and other decisions.
Definition of shrm ( Strategic Human Resource Management)
This document discusses strategic human resource management (SHRM), including its definition, key features, trends, aims, models, outcomes, and contributions to organizations. Specifically, it examines how SHRM differs from traditional HRM, focuses on aligning human resource practices with business strategy and goals, and can improve organizational productivity, effectiveness, and financial performance through its impact on staffing, customer service, organizational culture, and other factors.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
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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Strategic management
What is strategic management and what are the factors responsible .How does environment play role in strategic management
Evolution Of Hrm
Evolution Of Hrm, Difference b/w PM & HRM, Functions, Wheels Of HRM, Harvard framework of HRM, Challenges faced by HRM, 5- P Models of strategic HRM-- By Akio Morita, Founder, Sony Corporation.
Strategic Human Resource Management
This document discusses strategic human resource management (SHRM) in small and medium enterprises (SMEs). It outlines factors that enable operating excellence for SMEs, including strong management teams, talent recruitment and retention, enabling strategies, supportive culture, and rewards/incentives. SHRM approaches may differ depending on industry maturity levels - innovative practices are important in growth industries while technical HR is sufficient in mature industries. Institutionalizing SHRM builds core competencies and capabilities, allowing SMEs to better serve corporate partners. Management commitment is also key to SHRM success in SMEs.
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Limitations to the concept of strategic hrm - strategic human resource manag...
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Competitive advantage - strategic human resource management
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Definition of shrm ( Strategic Human Resource Management)
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
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Strategic Management
The document provides an overview of the evolution of strategic management thinking and practice from the 1950s to the present. It discusses how strategic management has shifted from an emphasis on budgetary planning and control to a focus on positioning, competitive advantage, innovation, and reconciling flexibility with financial control. The key stages of the strategic management process and various analytical tools and approaches are also summarized.
503556154-Jeffrey-a-Mello-4e-Chapter-3-Strategic-Management.ppt
This document discusses how human resources can play a key role in each stage of the strategic planning process. It outlines 8 stages: 1) understanding the planning legacy, 2) creating a diverse planning team, 3) aligning with leadership goals, 4) analyzing current realities, 5) developing alternative options, 6) measuring progress, 7) deploying the plan, and 8) developing contingency plans. For each stage, it provides examples of how human resources can contribute their expertise to ensure a successful strategic planning process.
Chapter 03 2006
The document discusses strategic planning and strategic human resource management. It describes the strategic management process as determining objectives over 3-5 years by examining the environment, establishing fit with the environment, and reviewing and revising plans. It contrasts the industrial organization model, which views the external environment as the primary determinant of strategy, and the resource-based view, which sees an organization's resources and capabilities as the basis for strategic decisions. The strategic management process involves developing a mission statement, analyzing the environment, assessing the organization, establishing goals and objectives. Different corporate and business unit strategies like growth, stability, cost leadership, and differentiation are also outlined.
INTRODUCTION TO SHRM
Strategy meaning
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Strategic human resource management (SHRM) aims to align human resource strategies and practices with the overall business strategy. It involves analyzing the external environment, assessing the internal human resource strengths and weaknesses, and developing HR strategies to support the organizational goals and strategies. Effective SHRM requires integrating HR into strategic planning, formulating supportive HR strategies, implementing those strategies, and providing feedback to evaluate their impact. This allows HR to contribute to organizational performance by ensuring the availability of an efficient workforce, providing necessary training and skills development, and fostering employee commitment and motivation.
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4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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SHRM
- 1. Concept of strategic management