This document provides an overview of operational excellence and how it relates to organizational values, strategy, vision, and mission. It discusses the importance of first understanding an organization's identity and current state before embarking on operational excellence efforts. The document then summarizes key concepts in operational excellence like the Shingo principles and contrasts it with innovation. It concludes by outlining next steps in the operational excellence series that will cover topics like culture, lean management, change management, and innovation.
Partner Training: Business Plan DevelopmentBizcentralUSA
This document provides an overview of the business plan development process. It discusses the key components of a business plan, including an executive summary, company description, products/services, market analysis, management summary, and financial projections. The benefits of developing a business plan are outlined, such as obtaining funding, defining goals and strategies, and evaluating feasibility. The document then describes the steps involved in BizCentral USA's business plan writing service, which includes an initial client questionnaire, interview, research, and draft plan delivery within 10-15 business days.
Strategy formulation: Vision, Mission and PurposeNishant Pahad
The document discusses strategy formulation, specifically vision, mission, and purpose. It defines vision as a future-oriented description of an organization's aspirations. A mission statement describes the organization's overall purpose and role. Characteristics of an effective vision include being inspiring, fostering risk-taking and long-term thinking. Developing a vision or mission involves determining the organization's goals and values. Sample vision and mission statements from various companies are provided.
Assessing the internal environment of the firmMohsinAhmed122
Value chain analysis views a firm as comprising primary and support activities that collectively create value. Primary activities include inbound logistics, operations, outbound logistics, marketing and sales, and service. Support activities include procurement, technology development, human resource management, and general administration. Together these activities aim to deliver maximum value at minimum cost. Firms assess their value chains to identify areas for improvement and competitive advantage.
Identification Of Opportunities And Preparation Of Business Plan 1itsvineeth209
The document outlines the steps involved in developing a business plan, including identifying opportunities, conducting an environmental and SWOT analysis, developing a vision and mission statement, and determining strategies, objectives, and actions. It discusses analyzing external factors and how they affect customers. The business plan conveys the organization's prospects, products/services, market, and how it will achieve its vision. It provides guidelines for developing the various components of an effective business plan.
This document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from different organizations and outlines key components that make an effective mission statement, such as defining what the organization is and aspires to be, identifying customers and markets, and conveying social responsibility. The document also notes that while research on the relationship between mission statements and performance is mixed, firms with formal statements tend to see higher returns.
When it comes to running a business successfully, the street vendor and the CEOs of some
of the world’s largest and most successful companies talk and think very much alike.
-Ram Charan-
The document discusses mission statements for organizations. It identifies that an effective mission statement should answer who the customers are, what products/services are offered, the markets served, the organization's technology, commitment to survival and growth, philosophy, competitive advantage, social responsibility, and treatment of employees. It provides PepsiCo's mission statement as an example and evaluates it against these nine components. The document emphasizes that developing a clear, inspiring mission statement under 200 words is important for establishing objectives and strategies.
Partner Training: Business Plan DevelopmentBizcentralUSA
This document provides an overview of the business plan development process. It discusses the key components of a business plan, including an executive summary, company description, products/services, market analysis, management summary, and financial projections. The benefits of developing a business plan are outlined, such as obtaining funding, defining goals and strategies, and evaluating feasibility. The document then describes the steps involved in BizCentral USA's business plan writing service, which includes an initial client questionnaire, interview, research, and draft plan delivery within 10-15 business days.
Strategy formulation: Vision, Mission and PurposeNishant Pahad
The document discusses strategy formulation, specifically vision, mission, and purpose. It defines vision as a future-oriented description of an organization's aspirations. A mission statement describes the organization's overall purpose and role. Characteristics of an effective vision include being inspiring, fostering risk-taking and long-term thinking. Developing a vision or mission involves determining the organization's goals and values. Sample vision and mission statements from various companies are provided.
Assessing the internal environment of the firmMohsinAhmed122
Value chain analysis views a firm as comprising primary and support activities that collectively create value. Primary activities include inbound logistics, operations, outbound logistics, marketing and sales, and service. Support activities include procurement, technology development, human resource management, and general administration. Together these activities aim to deliver maximum value at minimum cost. Firms assess their value chains to identify areas for improvement and competitive advantage.
Identification Of Opportunities And Preparation Of Business Plan 1itsvineeth209
The document outlines the steps involved in developing a business plan, including identifying opportunities, conducting an environmental and SWOT analysis, developing a vision and mission statement, and determining strategies, objectives, and actions. It discusses analyzing external factors and how they affect customers. The business plan conveys the organization's prospects, products/services, market, and how it will achieve its vision. It provides guidelines for developing the various components of an effective business plan.
This document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from different organizations and outlines key components that make an effective mission statement, such as defining what the organization is and aspires to be, identifying customers and markets, and conveying social responsibility. The document also notes that while research on the relationship between mission statements and performance is mixed, firms with formal statements tend to see higher returns.
When it comes to running a business successfully, the street vendor and the CEOs of some
of the world’s largest and most successful companies talk and think very much alike.
-Ram Charan-
The document discusses mission statements for organizations. It identifies that an effective mission statement should answer who the customers are, what products/services are offered, the markets served, the organization's technology, commitment to survival and growth, philosophy, competitive advantage, social responsibility, and treatment of employees. It provides PepsiCo's mission statement as an example and evaluates it against these nine components. The document emphasizes that developing a clear, inspiring mission statement under 200 words is important for establishing objectives and strategies.
30-60-90 Day Action Plan for New Managers OnboardingRavinder Tulsiani
This 30-60-90 day action plan focuses on understanding, assessing, and optimizing people, processes, and products (3Ps). In the first 30 days, the focus is on learning about stakeholders, team members, processes, and products. The next 30 days involves assessing performance, processes, and identifying improvement opportunities. The final 30 days aims to optimize processes and implement identified improvements. Key activities include meeting with stakeholders, evaluating team performance, identifying outdated procedures, and developing strategies to continuously improve.
The document discusses achieving excellence in recruitment through strategic and systematic processes. It recommends defining job needs, developing compelling marketing descriptions, sourcing candidates through various channels including networking and referrals, providing excellent candidate care, conducting effective interviews and assessments, making offers that minimize rejections, and onboarding new hires through communication and orientation. Measuring results and continually improving using new technologies like social media are also emphasized for recruitment success.
This document provides information on developing a business plan and conducting a feasibility study. It discusses that a business plan is a formal statement of business goals and a plan to reach those goals. It also describes the different types of business plans and what they typically focus on. The document then outlines the key components that should be included in a business plan, such as an executive summary, project background, management details, production information, financial projections, and an implementation timeline. Finally, it explains that a feasibility study is important to reduce risks and should address factors like market demand, competitors, production needs, and projected costs and profits before committing to a business plan.
Training employees and managers in business acumen, which means understanding how a company makes money and their role in impacting financial results, is important for business alignment and success. Companies like Southwest Airlines have developed a culture of business acumen where employees understand financial statements and how their decisions impact profitability. Developing business acumen through simulations and learning programs helps employees ask better questions to improve processes and strategies. It gives managers a company-wide perspective beyond their department and helps employees think like owners in contributing to financial goals.
This document discusses the importance of setting aims, objectives, and goals for marketing. It defines each term and explains that objectives must stem from the overarching aim and goals provide measurable targets to achieve the objectives. Setting SMART goals that are specific, measurable, attainable, relevant and time-based helps ensure marketing activities align with business goals and allows progress to be tracked. The document encourages reviewing goals regularly to maximize marketing effectiveness.
This document outlines 10 best practice principles for achieving market leadership. It discusses the benefits of being a market leader such as better profit margins and barriers to competition. However, many companies fail to focus and try to serve too many markets, diluting their effectiveness. The 10 principles are: 1) select and segment a target market; 2) narrow focus to your unique value; 3) align business activities to support your strategy; 4) claim the alpha position in your market; 5) integrate internal and external communications; 6) leverage the online environment; 7) lock in strategic partners; 8) grow your market segment; 9) exploit your leadership to drive market share; and 10) attack synergistic market segments. Committing to these
(BridgeKnowle) Year End Checklist for HR - Main SlidesKenny Ong
This document contains information related to managing year-end HR matters and talent management. It discusses segmenting talent into different groups based on performance and potential. It also covers topics like performance appraisals, identifying potential, salary considerations including paying for job, performance, service, and using compa ratios. Other areas touched on include dealing with talent scarcity, aligning HR philosophy with the organization, and developing results-driven job descriptions.
Executives should consistently work to enhance their business acumen by analyzing market trends, understanding how trends impact consumers and their own company, and determining what needs to be done to accomplish goals. They must ask questions about current global trends, how trends affect customers and the business, and what actions are required to achieve objectives. Regularly sharpening business acumen helps executives remain leaders in their field.
The Sales Manager's Guidebook contains all the information you will need to become a top performing sales manager.
Volume 1 will teach you:
- How to create a sales plan
- How to set sales targets
- How to develop an appropriate management style
- How to take over new sales teams
- How to manage the sales effort
- How to recruit and select sales staff
This document discusses the benefits of outsourcing recruitment processes to an expert partner rather than handling recruitment internally. It finds that companies partnering with an RPO (recruitment process outsourcing) provider are better able to understand skills gaps, establish talent pipelines, and attract and engage top talent. Specifically, RPO users are more likely to consider internal and external factors in recruitment strategies, adapt their definition of top talent, and closely align this definition with candidate expectations, leading to higher quality workforces. The document recommends RPO over internal recruitment or basic staffing partners due to RPO's holistic strategy approach.
The document provides guidance on developing an effective business plan, outlining 12 key sections to include such as the executive summary, market opportunity, products/technology, competition, marketing strategy, management team, financials, and exit strategy. It emphasizes that the business plan should clearly explain the problem being solved, the solution, market potential, and management capabilities in order to attract investors. The business plan is a critical tool to formally outline the company's goals and assess risks.
MBA EM GESTÃO DE PROJETOS E PROCESSOS ORGANIZACIONAIS TURMA 25
Templates para auxiliar no Business Case – Planejamento Estratégico
Aula – Professor Daniel de Carvalho Luz
MBA em Gestão de Projetos e Processos Organizacionais turma 25
Strat-Edgy provides strategic consulting services to small and medium enterprises. They offer solutions across business functions including marketing, finance, operations, and human resources. Their team of experienced consultants develops customized strategies and solutions to address clients' specific business challenges and goals. Strat-Edgy also offers proprietary methodologies and specialized services such as international expansion support, legal advisory, and knowledge process outsourcing.
Alan Hurd Strategic 100 Day Action Plan ExampleAlan Hurd
The 100 Day Action Plan outlines the director of sales' initial priorities to build sales strategies, processes, and fundamentals. These include performing a SWOT analysis, defining opportunity areas, and laying a foundation for sustained improvement. Key initial action items are meeting with leadership, gathering company data, and preparing for the first team meeting. Milestones at 30, 60, and 100 days include evaluating performance, celebrating successes, and reformulating strategies and deliverables based on progress. The overall goal is to increase sales, revenue, and market share.
If STEM talent’s truly as scarce as we hear in media reports, how are HR leaders responding and preparing to close the talent gaps within their own organizations? During this webinar, Neddy Perez, chief diversity officer for Ingersoll Rand will share how her team’s integrating their corporate diversity and inclusion strategy into their core business areas of skills development, workforce engagement, enabling process and market connectivity to bridge the STEM gap. This multifaceted approach has resulted in a robust STEM talent acquisition and management strategy that’s attracting, retaining and developing Ingersoll Rand employees for today and the future.
During this webinar attendees will:
Gather tools for creating an action plan for addressing the reported stem talent gap.
Explore how Ingersoll Rand addressed the talent gap within their organization and hear the lessons learned along the way.
Decipher what’s fact and fiction regarding the STEM talent shortage.
Talent management is defined as acquiring, developing, and retaining employees with key skills and competencies to meet business needs. It involves processes covering the employee lifecycle from selection and acquisition to development, retention, and managing performance. The key aspects of talent management include talent acquisition by determining required competencies, sourcing candidates, conducting competency-based interviews, and onboarding employees. Talent retention focuses on creating a good work culture, aligning individual and organizational goals, ensuring proper job-person fit, and making employees feel valued. Talent development assesses competencies, identifies gaps, and provides training, job rotations, and mentoring. Performance is managed through goal-setting, feedback, rewards, and differentiation of high performers
This document provides an overview of gap analysis, a tool used to analyze the difference between desired and actual performance. It discusses gap analysis in three parts: 1) Go for the Should - defining what the ideal or desired state of performance should be in terms of value creation, 2) Analyze the Is - examining what the current state of performance is, and 3) Pinpoint the Causes - identifying factors that cause gaps between the ideal and actual states of performance. The document uses an example of a construction company building houses to illustrate how gap analysis can be applied to identify performance gaps and determine solutions.
30-60-90 Day Action Plan for New Managers OnboardingRavinder Tulsiani
This 30-60-90 day action plan focuses on understanding, assessing, and optimizing people, processes, and products (3Ps). In the first 30 days, the focus is on learning about stakeholders, team members, processes, and products. The next 30 days involves assessing performance, processes, and identifying improvement opportunities. The final 30 days aims to optimize processes and implement identified improvements. Key activities include meeting with stakeholders, evaluating team performance, identifying outdated procedures, and developing strategies to continuously improve.
The document discusses achieving excellence in recruitment through strategic and systematic processes. It recommends defining job needs, developing compelling marketing descriptions, sourcing candidates through various channels including networking and referrals, providing excellent candidate care, conducting effective interviews and assessments, making offers that minimize rejections, and onboarding new hires through communication and orientation. Measuring results and continually improving using new technologies like social media are also emphasized for recruitment success.
This document provides information on developing a business plan and conducting a feasibility study. It discusses that a business plan is a formal statement of business goals and a plan to reach those goals. It also describes the different types of business plans and what they typically focus on. The document then outlines the key components that should be included in a business plan, such as an executive summary, project background, management details, production information, financial projections, and an implementation timeline. Finally, it explains that a feasibility study is important to reduce risks and should address factors like market demand, competitors, production needs, and projected costs and profits before committing to a business plan.
Training employees and managers in business acumen, which means understanding how a company makes money and their role in impacting financial results, is important for business alignment and success. Companies like Southwest Airlines have developed a culture of business acumen where employees understand financial statements and how their decisions impact profitability. Developing business acumen through simulations and learning programs helps employees ask better questions to improve processes and strategies. It gives managers a company-wide perspective beyond their department and helps employees think like owners in contributing to financial goals.
This document discusses the importance of setting aims, objectives, and goals for marketing. It defines each term and explains that objectives must stem from the overarching aim and goals provide measurable targets to achieve the objectives. Setting SMART goals that are specific, measurable, attainable, relevant and time-based helps ensure marketing activities align with business goals and allows progress to be tracked. The document encourages reviewing goals regularly to maximize marketing effectiveness.
This document outlines 10 best practice principles for achieving market leadership. It discusses the benefits of being a market leader such as better profit margins and barriers to competition. However, many companies fail to focus and try to serve too many markets, diluting their effectiveness. The 10 principles are: 1) select and segment a target market; 2) narrow focus to your unique value; 3) align business activities to support your strategy; 4) claim the alpha position in your market; 5) integrate internal and external communications; 6) leverage the online environment; 7) lock in strategic partners; 8) grow your market segment; 9) exploit your leadership to drive market share; and 10) attack synergistic market segments. Committing to these
(BridgeKnowle) Year End Checklist for HR - Main SlidesKenny Ong
This document contains information related to managing year-end HR matters and talent management. It discusses segmenting talent into different groups based on performance and potential. It also covers topics like performance appraisals, identifying potential, salary considerations including paying for job, performance, service, and using compa ratios. Other areas touched on include dealing with talent scarcity, aligning HR philosophy with the organization, and developing results-driven job descriptions.
Executives should consistently work to enhance their business acumen by analyzing market trends, understanding how trends impact consumers and their own company, and determining what needs to be done to accomplish goals. They must ask questions about current global trends, how trends affect customers and the business, and what actions are required to achieve objectives. Regularly sharpening business acumen helps executives remain leaders in their field.
The Sales Manager's Guidebook contains all the information you will need to become a top performing sales manager.
Volume 1 will teach you:
- How to create a sales plan
- How to set sales targets
- How to develop an appropriate management style
- How to take over new sales teams
- How to manage the sales effort
- How to recruit and select sales staff
This document discusses the benefits of outsourcing recruitment processes to an expert partner rather than handling recruitment internally. It finds that companies partnering with an RPO (recruitment process outsourcing) provider are better able to understand skills gaps, establish talent pipelines, and attract and engage top talent. Specifically, RPO users are more likely to consider internal and external factors in recruitment strategies, adapt their definition of top talent, and closely align this definition with candidate expectations, leading to higher quality workforces. The document recommends RPO over internal recruitment or basic staffing partners due to RPO's holistic strategy approach.
The document provides guidance on developing an effective business plan, outlining 12 key sections to include such as the executive summary, market opportunity, products/technology, competition, marketing strategy, management team, financials, and exit strategy. It emphasizes that the business plan should clearly explain the problem being solved, the solution, market potential, and management capabilities in order to attract investors. The business plan is a critical tool to formally outline the company's goals and assess risks.
MBA EM GESTÃO DE PROJETOS E PROCESSOS ORGANIZACIONAIS TURMA 25
Templates para auxiliar no Business Case – Planejamento Estratégico
Aula – Professor Daniel de Carvalho Luz
MBA em Gestão de Projetos e Processos Organizacionais turma 25
Strat-Edgy provides strategic consulting services to small and medium enterprises. They offer solutions across business functions including marketing, finance, operations, and human resources. Their team of experienced consultants develops customized strategies and solutions to address clients' specific business challenges and goals. Strat-Edgy also offers proprietary methodologies and specialized services such as international expansion support, legal advisory, and knowledge process outsourcing.
Alan Hurd Strategic 100 Day Action Plan ExampleAlan Hurd
The 100 Day Action Plan outlines the director of sales' initial priorities to build sales strategies, processes, and fundamentals. These include performing a SWOT analysis, defining opportunity areas, and laying a foundation for sustained improvement. Key initial action items are meeting with leadership, gathering company data, and preparing for the first team meeting. Milestones at 30, 60, and 100 days include evaluating performance, celebrating successes, and reformulating strategies and deliverables based on progress. The overall goal is to increase sales, revenue, and market share.
If STEM talent’s truly as scarce as we hear in media reports, how are HR leaders responding and preparing to close the talent gaps within their own organizations? During this webinar, Neddy Perez, chief diversity officer for Ingersoll Rand will share how her team’s integrating their corporate diversity and inclusion strategy into their core business areas of skills development, workforce engagement, enabling process and market connectivity to bridge the STEM gap. This multifaceted approach has resulted in a robust STEM talent acquisition and management strategy that’s attracting, retaining and developing Ingersoll Rand employees for today and the future.
During this webinar attendees will:
Gather tools for creating an action plan for addressing the reported stem talent gap.
Explore how Ingersoll Rand addressed the talent gap within their organization and hear the lessons learned along the way.
Decipher what’s fact and fiction regarding the STEM talent shortage.
Talent management is defined as acquiring, developing, and retaining employees with key skills and competencies to meet business needs. It involves processes covering the employee lifecycle from selection and acquisition to development, retention, and managing performance. The key aspects of talent management include talent acquisition by determining required competencies, sourcing candidates, conducting competency-based interviews, and onboarding employees. Talent retention focuses on creating a good work culture, aligning individual and organizational goals, ensuring proper job-person fit, and making employees feel valued. Talent development assesses competencies, identifies gaps, and provides training, job rotations, and mentoring. Performance is managed through goal-setting, feedback, rewards, and differentiation of high performers
This document provides an overview of gap analysis, a tool used to analyze the difference between desired and actual performance. It discusses gap analysis in three parts: 1) Go for the Should - defining what the ideal or desired state of performance should be in terms of value creation, 2) Analyze the Is - examining what the current state of performance is, and 3) Pinpoint the Causes - identifying factors that cause gaps between the ideal and actual states of performance. The document uses an example of a construction company building houses to illustrate how gap analysis can be applied to identify performance gaps and determine solutions.
The document discusses business goal setting and conducting an audit of human resource development (HRD) strategies and systems. It provides guidelines for effective business goal setting, including making goals specific, measurable, attainable, realistic and time-based. An HRD audit assesses the current HRD activities and inputs to identify future needs based on the business's short and long-term plans. The audit examines HRD sub-systems, competencies, skills and any gaps to help the organization achieve its goals and build capabilities over time.
Reputation management is important for corporations to maintain success. It involves managing a company's image and how it is perceived by stakeholders like customers, investors, and employees. A positive reputation can increase sales, attract talent, and gain partnerships. Companies use various tools like surveys, media analysis, and benchmarking to monitor their reputation and address any issues that could damage their brand. Maintaining a strong reputation requires both proactive reputation building and reactive crisis management to respond to problems and ensure long-term growth.
Reputation management is important for corporations to maintain success. It involves managing a company's image and how it is perceived by stakeholders like customers, investors, and employees. A positive reputation can increase sales, attract talent, and gain partnerships. Companies use various tools like surveys, media analysis, and benchmarking to monitor their reputation and address any issues that could damage their brand. Maintaining a strong reputation requires both proactive reputation building and reactive crisis management to respond to problems and ensure long-term growth.
501 Questions Every B2B CMO Needs To AskTodd Ebert
Taking the reins as a new CMO can be daunting. You need learn all about the company, strategies, markets, products, customers, personas, buying journeys, competitors, processes, technologies, etc. -- not to mention all the myriad details about the marketing team, brands, plans and budgets. What does the marketing team do well? What do they not do well? What do they not do at all?
You've got just a few months to gather all the information, analyze it, identify gaps, develop your plan and present it to the CEO and Board.
Having gone through this process several times, I created an Evernote list with questions to ask in order to be thorough in gathering all the information. Over the years that simple list grew unwieldy with hundreds of questions so I dumped it into a Word doc and then got the bright idea to turn it into an ebook for B2B CMOs -- the only one of it's kind.
This document discusses the key components of organizational vision, mission, purpose, values, and strategic planning. It defines vision as the desired future state of an organization, and mission as the fundamental purpose and activities of an organization. Purpose defines the core business of an organization. Values are the beliefs that guide an organization's decisions and culture. Goals are broad and relate to the mission, while objectives are narrow and time-bound actions to achieve goals. Developing these components helps provide strategic direction and assess success.
The document discusses the definitions and purposes of vision and mission statements for organizations. A vision statement describes the desired future state and goals of an organization, while a mission statement defines its current functions, customers, and purpose for existing. Having clear vision and mission statements helps focus a team, ensure everyone understands the organization's direction, and provides a framework for strategic planning. The key is crafting inspiring statements that motivate employees while accurately capturing the organization's identity and goals.
This document discusses how to actualize a company's "why" or core mission through four key steps: 1) clearly defining and communicating the why through various creative media, 2) breaking down the why into measurable action plans and KPIs for each department, 3) regularly monitoring progress on action plans, and 4) celebrating successes to motivate employees. It provides examples of missions from companies like Tesla, Amazon, LinkedIn and Starbucks, and emphasizes that developing inspiring communication, detailed action plans, and a solution-oriented culture are important for realizing a company's fundamental purpose.
This document provides an overview of business excellence including:
1) It defines business excellence as developing management systems and processes to improve performance and create stakeholder value.
2) It explains that business excellence models were developed based on core values and concepts found in high-performing organizations.
3) The Baldrige Criteria for Performance Excellence is presented as a widely used business excellence model consisting of seven categories to assess organizational processes and results.
BBY Finance Recruiting Presentation 2009 Internship Web Event 012910Brian Kohlbeck
The document provides information about Best Buy's finance internship program, including details about the company, internship roles and responsibilities, recruiting timeline, and application process. Key points include:
- Best Buy is a Fortune 100 global retailer with over 3,700 locations worldwide and offices in several international cities.
- Internship roles include business analysis, working on a business finance team in an area like marketing or supply chain, or financial planning and analysis. Interns work on real projects and are fully integrated.
- The paid 10-12 week internship begins in late May or early June and includes housing. Full-time job offers are the goal for most interns contingent on performance.
- The application
Human dyanamics MITSOB, motivation and employee attitude measurementTushar Upadhyay
[1] The company is facing high attrition and needs to assess employee motivation and attitudes.
[2] The manager proposes using questionnaires, employee meetings, monitoring entry/exit, and performance metrics to evaluate factors like satisfaction, incentives, supervision, and work conditions.
[3] Theoretical models can also be applied to analyze motivation, such as calculating a motivation potential score based on job characteristics, and using expectancy theory to understand employee expectations.
Ashford 5: - Week 4 - Assignment
Human Resource Planning and Organizational Strategy
In a four- to five-page paper (excluding the title and references pages), discuss the relationship between human resource planning activities and the organization’s strategic development and implementation. Describe the eight elements of the staffing process. Examine the relationship between the eight elements of the staffing process and the four activities related to human resource planning.
Based on the information presented in Figure 10.5, review the human resource planning process and the previous readings from Chapters 4 and 8. Explain the relationship between the four activities of human resource planning and the organization’s strategic planning, development, and implementation.
Your paper should include in-text citations and references for at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the
Ashford Writing Center
.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
FIGURE 10.5 Human resource planning process
(Plunkett 330-331)
Plunkett, Warren R., Gemmy Allen, Raymond Attner. Management. Cengage Learning, 01/2012. VitalBook file.
CHAPTER 4 PLANNING AND STRATEGY
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1 Explain the importance of planning
2 Differentiate between strategic, tactical, operational, and contingency plans
3 List and explain the steps in a basic planning process
4 Discuss various ways to make plans effective
5 Distinguish between strategic planning, strategic management, strategy formulation, and strategy implementation
6 Explain the steps involved in the strategic planning process
7 Explain the formulation of corporate-level strategy, business-level strategy, and functional-level strategy
SELF-MANAGEMENT
Strategic Thinking
What do you want to accomplish with your life? To be successful, you need to be proactive, look ahead, anticipate change, and analyze opportunities. In other words, you need to plan and think strategically. This will help you to determine the potential impact of your actions on other individuals. As a result you will make better decisions.
Strategic thinking involves the gathering and use of data to make significant long-term decisions that will affect future business performance. This process requires examination of the mission, core functions and current performance of a business, the industry in which it operates, and the external environment. An important step in becoming a manager is to think strategically. For each of the following statements, circle the number which indicates your level of agreement. Rate your agreement as it is, not what you think it should be. Objectivity will enable you to determine your management skill strengths and weaknesses.
Almost Always
Often
Sometimes
Rarely
Almost Never
I set clear goals for myself.
.
This presentation is given on the 6th of July 2010 at de Haagse Hogeschool to students of International Communication Management.
The topics which are being discussed are Interactive PR & Corporate Reputation Management from the Social Media perspective and my view.
The document discusses the relationship between performance, leadership, culture and strategy. It states that there is a direct correlation between an organization's performance and the strength of its leadership, culture and strategy. A strong culture that outlines clear values guides employees and leads to better statistical performance, higher employee satisfaction and retention. Developing a clear purpose, strong leadership, aligned culture and strategic plan of action are key to achieving goals and high performance.
The document discusses the relationship between performance, leadership, culture and strategy. It states that there is a direct correlation between an organization's performance and the strength of its leadership, culture and strategy. A strong culture outlines clear values and guides employees, creating a more engaged and satisfied workforce. To develop a strong culture, the document recommends determining the organization's purpose, strengthening leadership, assessing and aligning the current culture, and establishing goals and strategies to improve performance.
The document provides leadership discussion questions to help companies focus on critical human capital matters through leadership actions and discussions. The questions are organized into four broad areas - leadership, finance, strategy, and workplace. They are intended to help jumpstart discussions during leadership retreats, workshops, and planning sessions on topics like developing emerging leaders, aligning strategy with expectations, retaining profitable customers and productive employees, and evolving company culture. The goal is to drive corporate growth through strong leadership.
So you want to upscale your business? It’s one of the most common goals of companies, I can’t blame you. Especially startups are defined by their ‘yet to be planned and executed’ scaling phase and pursue to exit their state as startup and become a stable business with a sustainable and viable business model as well as the options for upscaling. But just to pull you back to reality, neglecting the trends, upscaling is not a goal – it’s a potential necessity to achieve your goals. So first think about this: Why do you want to upscale your business?
1. Operational Excellence
and Its Connection to Organizational Values,
Strategy, Vision and Mission
Operational Excellence Series is an informative set of
documents prepared by Simple and Pragmatic Consultancy
Simple and Pragmatic
Consultancy
2. What is this document about?
Competition in business-life is
obviously increasing.
A simple research shows that, most of
the top-100 companies in the world 60
years ago are not in the list anymore.
Speed of change is increasing globally
and companies need to adapt better
than ever. Actually, adapting only helps
survival.
Companies need to lead change in
today’s world.
Regarding the above, two questions
should be considered:
• How can change and
improvement be led?
• What should be the roadmap for
sustaining competitive advantage
for companies?
Operational excellence -OpEx- is
considered as one of the tools for
increasing competitive advantage for
more than 50 years.
But what is OpEx and how can we
simply start using the tools offered by
OpEx for our company? How can we
make sure that employees in our
organisation understand the simple
pillars of OpEx and they start applying
the principles?
In this special series about operational
excellence, we are seeking simple and
pragmatic answers to above and more
questions for those who are new to this
literature and also for those who are
experts in the field and are willing to
have a fast refreshment about their
knowledge.
We have done our best to design the
slides in this presentation as simple as
possible for appealing to everyone
interested in this topic.
“Fortune 500
firms in 1955
vs. 2014; 88%
are gone”
3. Why do we (our company) simply exist?
And what do we want to do with our
company?
Before starting any effort for improving our
organisation, some very basic questions
need to be addressed.
The reason of existence of our company
together with its identity should be defined
(or re-defined) in order to align all work and
improvement efforts accordingly.
This very first presentation hence aims to
link the concepts such as company values,
mission, vision, strategy, jobs to be done to
the concept of operational excellence.
By the way; why does your company exist?
Finding the reason of
existence..
…the first step
towards
improvement…
4. Who are we?
The previous question was a
little hard to answer.
If you have a clear answer to
that, you may simply go on
and ask the next question:
W h o a r e w e a s a n
organisation?
If the reason of existence of
your company is still unclear,
you may still proceed with the
following questions to gather
some inspiration to answer
the first one.
Consider all these questions
as sources for inspiration or
as sparks for triggering a
“question-producing” process
for collecting ideas and/or for
reviewing your company’s
current and future reason of
existence .
Next slide introduces some
concepts to you. We ask you
to think on these concepts for
your organisation for a while
and elaborate on them as
much as possible.
The more you know about
about your company, a fitter
and better improvement plan
you can tailor accordingly.
That is, you can align your
efforts in improvement
according to who your
company really is.
This would be much more
efficient and effective for
getting sound results from
your efforts.
how can we
identify our
company?
some tools to use
are on the next
page
5. Who are we? - basic concepts
Values
What does your company (its
executives and employees) give
importance to? Can you list
these in a list and prioritise
them?
Mission
What is the role of your
company in the World? Can
you write a simple sentence
about what your company is
accomplishing? Try to write a
sentence as simple as possible.
Vision
What kind of a future can you
dream about your company?
When you dream 5 or 10 or 20
or even 50 years from now on,
what do you see? Or what do
you want to see?
Jobs to be done
What does your company really
produce or serve? We mean,
what is the solution your
company is producing? In other
words, what is the need or
problem of the customer your
c o m p a n y ’s e x i s t e n c e i s
satisfying? Again be as simple
as possible.
Strategy
In what way are you planning to
accomplish your goals? What
are minor and major steps?
Which sources are you going to
focus on? Which segment
group are you going to serve?
What are other parameters that
are going to influence your
strategy?
Finding the
reason of
existence..
…the first step to
improvement…
6. Who are we? - basic concepts
(continued)
SWOT Analysis
SWOT is a simple technique for
t a k i n g t h e p i c t u re o f y o u r
organisation. Each letter in the word
SWOT is an initial of a word shown
below:
S : Strengths
What are your company’s internal
strong points? Which of your
company’s attributes gives
advantage? Think of everything that
you should sustain and make use of
as an advantage.
W : Weaknesses
What can you count as internal
points to be improved for your
company?
What is refraining your company
from success?
Think of items that advantages from
your competitors point of view.
Consider only internal aspects.
O : Opportunities
Thinking about external factors;
what kind of positive factors might
a s s i s t y o u r c o m p a n y f o r
improvement and success? Think
of economic, political and
technological situations or trends to
find possible opportunities for your
company.
T : Threats
What are external factors that may
be obstacles in your way? Again
you may think economic, political
and technological trends that may
pose difficulties for your company.
…SWOT
analysis
might help
you to get the
picture
quickly…
7. Where are we?
Having worked on the “who”
version of the same question, next
we need to find out where we are.
Linking our company to a
mountaineer metaphorically,
having identified ourselves at the
most basic level, where are we on
the map currently?
Some details might include the
geography, altitude, coordinates,
details about environment such as
plants and animals living in the
region, expected weather
conditions as well as durations of
days and nights.
In business terms we need to
answer questions like;
• What are our current market
shares and sales figures?
• What is the level of customer
satisfaction?
• How have we positioned our
services or products?
• What is the qualification
motivation and loyalty level of
our employees?
• How efficient and effective are
our processes?
• How effective and efficient is
our company in financial terms?
The important thing in finding
where we are is that, we need to
run a comprehensive analysis of
the company and answer lots of
questions like above. Next, we
need to identify decide which
ones are more critical for success.
…find out critical
factors leading to
your vision, then
measure the
levels of these
factors to
determine what
should be
improved…
8. Where do we want to go/be?
Remember the analysis we have
done in the last part, the most
important factors affecting our
company’s success.
Comparing what is achieved with
our vision, it is now time to think
the future levels of the same (or
additional) measures of our
company.
If -for example- having happy and
loyal employees who are sensitive
to customer satisfaction and are
also sensitive to environment is a
part of your company’s vision (and
if these are problematic in the
current state); you need to
consider focusing on your HR
metrics as one of your critical
areas of improvement.
So in simple terms, we have
figured out the point A as the
current location in the previous
section. Now it is time to describe
point B as detailed as possible.
The more details we gather here,
the better the design of our
improvement pathway will be.
To get inspired, you may use the
questions we have asked in the
last section.
Also consider downloading our
“CEO’s pre-improvement
preliminary check-list” from
S l i d e s h a r e f o r f u r t h e r
inspiration. It will be available
soon.
…defining
the journey
from point
A to B…
..and
deciding
what is
needed to
be done..
9. Two ways to improve
There are two basic ways to improve
a company:
• Improving what it is already doing
• Doing something different than
competitors or changing the way
the company is doing things
Merging these two approaches is
also an option. The former is known
as operational excellence. The latter
is called innovation.
Innovation is not a major part of our
op ex series but a summary module
is included in the upcoming
presentations.
To sum up of what we have done
until now;
• We have worked on the reason of
existence of our company and
tried to clarify it
• We have identified critical aspects
of our company starting with the
values
• We have pictured where we are
and where we want to be
And what is next?
Next we need to find out “how” we
are going to go where we want to be
- the B point.
In general these are achieved by
opex and innovation programmes in
the company.
Let us summarise what they are in
the following slides…
… innovation
vs.
operational
excellence…
10. Operational Excellence
In simple terms, OpEx aims to
define and improve so called
“performance metrics” by using
specific management principles
and tools for a sustainable
success for the company.
OpEx has been widely influenced
by some of the improvement
methodologies such as six sigma
and lean management. One of the
most important aspects of OpEx
is that, it emphasises the
i m p o r t a n c e o f c h a n g e
management for a long-term
improvement. Hence, OpEx
approach not only includes
technical improvement but also
focuses on improvement of
human resources; that is
e m p l o y e e s , t e a m s a n d
organisational culture.
OpEx is widely remembered with
10 key principles also known as
Shingo Principles*:
1. Respect every individual
2. Lead with humility
3. Seek perfection
4. Assure quality at the source
5. Flow and pull value
6. Embrace scientific thinking
7. Focus on process
8. Think systemically
9. Create constancy of purpose
10.Create value for the customer
In upcoming presentations, we will
be giving much more details
about OpEx and how to apply it in
your company.
OpEx - Shingo
Principles
Making sure
that
improvement is
on its way
*http://www.shingoprize.org/model
11. Innovation and creative thinking
Being one of the most important
concepts for sustainability today,
i n n o v a t i o n i s u s u a l l y
m i s u n d e r s t o o d b y m a n y
organisations. It’s aim is simple:
finding something new either a
product or service or a way of
d e l i v e r i n g a s e r v i c e o r
manufacturing a product. (Of
course, the service or product
needs to have a commercial value
for being sold in the market.)
Although many agree with the
ultimate objective, there is a
confusion in “how” to achieve
innovative thought.
One misconception is that, people
think innovative thinking is
somewhat inspirational. That is
one needs to get inspired to
create a genuine idea or
something new. Inspiration is a
part of creative thinking. But what
is meant here is something
coming to mind not by chance but
through systematic working and
thinking. In other words creative
thinking is a proactive process
which requires planned and
systematic efforts to find new
ideas rather than waiting passively
for new ideas to come.
Other misconception about
innovation is, companies expect
big and revolutionary ideas from
innovative thinking. On the
contrary, what makes difference is
s m a l l e r b u t c o n t i n u o u s
improvements in processes,
services or products.
Through planned
and systematic
work and
techniques;
genuine and new
ideas can be
found..
12. ç
Innovation and creative thinking (Continued…)
Therefore, by following simple and
clearly defined steps, everyone
can find genuine and new ideas.
The critical points here for
executives are;
• T h e e f f o r t s s h o u l d b e
systematic and continuous,
• There should be a climate in the
company where everyone’s
opinions are welcomed and
respected. Furthermore, new
opinions should be encouraged,
• Regular workshops or meetings
should be planned to make
creative and innovative thinking
a part of company culture.
We are going to explain some
techniques about “innovation and
creative thinking” in the innovation
module of OpEx series soon.
13. Summary and next programme
We made a brief introduction to
operational excellence and explained
how it is related to company values,
mission, vision and strategy.
Without working on the DNA of the
company and on what the company
wants in the future, it makes no (or little)
sense to start operational excellence
efforts.
Therefore, before OpEx implementation,
it is better to understand who the
company is, where it is currently and
where it wants to be in the future.
Our OpEx series will continue with
presentations on corporate culture, lean
management, six sigma, change
management, and practical innovation
topics.
H o p e t o m e e t i n t h e n e x t
presentation…
S&P Team
Simple and Pragmatic
Consultancy
S&P is a common initiative of
Leannovative and Performance
Club consultancy companies.
Our aim is to simplify things for
professionals and for our clients.
For more information about our
projects and for support please
contact us via e-mail through:
edursun@leannovative.com
tansu@kariyer-kulubu.com
Additional contact details and our
web page will be available soon.