This slide is related to strategic management process according to the principles of management. The student of different universities inside the Pakistan or outside the Pakistan can achieve benefit from this slide.
Roles of strategic direction in organizational designArunR148
This document discusses the roles of strategic direction in organizational design. It outlines that top managers give direction to organizations by determining goals, strategy, and design to adapt the organization to a changing environment. Middle managers then implement these directions for major departments, while frontline managers focus on execution. The document also describes the goal setting process that top management engages in, which includes assessing opportunities/threats, defining strategic intent/mission, formulating operational goals, designing the organization, and measuring effectiveness. Finally, it discusses assessing organizational effectiveness using various approaches like goals, resources, processes, and strategic constituents.
Strategic human resource management (SHRM) involves aligning human resource policies and activities with organizational strategy to ensure employees have the necessary competencies and behaviors to achieve strategic goals. SHRM plays both a strategy execution role in administering initiatives like downsizing and a strategy formulation role by identifying opportunities, threats, strengths, and weaknesses to help develop the strategic plan. The challenges of SHRM include supporting corporate performance improvement efforts and requiring HR units to be more involved in designing the company's strategic plan rather than just executing it.
Strategic management involves formulation and implementation of major goals and initiatives by top management based on assessments of internal and external environments. It provides direction for the future, clear objectives, and better performance than non-strategic firms. Objectives of strategic management include desired market share, innovation, developing human and physical resources, productivity, social responsibility, and profit requirements.
This document provides an overview of strategic management concepts including business policy, corporate strategy, and the basic concepts of strategic management. It defines business policy as guidelines that govern organizational actions and define decision-making limits for lower level management. Corporate strategy concerns how different business operations work together to achieve goals and how the corporation can add value across businesses. The basic concepts of strategic management include defining the organization's vision as what it wants to ultimately become, and its mission as the purpose and reason for its existence, including who it seeks to serve.
Introduction to functional areas of managementmajoydrew
This document provides an overview of several key functional areas of management:
1) Marketing management focuses on understanding customer needs and communicating them to the organization to drive business decisions. Marketing managers aim to satisfy customers, outperform competitors, and ensure corporate profits.
2) Operations management deals with formal systems in the organization.
3) Human resources management (HRM), formerly called personnel management, focuses on labor planning, job design, and ensuring competitive advantage through people.
4) Financial management involves determining funding needs, procuring funds, managing cash flows, reporting on operations and financial positions, and more. Financial officers take on various roles depending on the organization's size.
04 Managing And Organizing Business EnterpriseWahyu Wijanarko
The document discusses key concepts in managing a business enterprise including the management process, planning, organizing, directing, and controlling. It defines these concepts and provides examples. For instance, it explains that planning involves setting goals and strategies, organizing is arranging resources and dividing work into departments, directing is leading and motivating employees, and controlling is monitoring performance.
An IT company hierarchy arranges employees into three levels - top, middle, and lower level executives. Top executives plan budgets, set policies and goals to help the company grow. Middle executives implement the goals and tasks set by top executives, handling administrative duties in marketing, sales, finance, and HR. Lower level executives work under middle and top executives on client projects while being supervised.
Roles of strategic direction in organizational designArunR148
This document discusses the roles of strategic direction in organizational design. It outlines that top managers give direction to organizations by determining goals, strategy, and design to adapt the organization to a changing environment. Middle managers then implement these directions for major departments, while frontline managers focus on execution. The document also describes the goal setting process that top management engages in, which includes assessing opportunities/threats, defining strategic intent/mission, formulating operational goals, designing the organization, and measuring effectiveness. Finally, it discusses assessing organizational effectiveness using various approaches like goals, resources, processes, and strategic constituents.
Strategic human resource management (SHRM) involves aligning human resource policies and activities with organizational strategy to ensure employees have the necessary competencies and behaviors to achieve strategic goals. SHRM plays both a strategy execution role in administering initiatives like downsizing and a strategy formulation role by identifying opportunities, threats, strengths, and weaknesses to help develop the strategic plan. The challenges of SHRM include supporting corporate performance improvement efforts and requiring HR units to be more involved in designing the company's strategic plan rather than just executing it.
Strategic management involves formulation and implementation of major goals and initiatives by top management based on assessments of internal and external environments. It provides direction for the future, clear objectives, and better performance than non-strategic firms. Objectives of strategic management include desired market share, innovation, developing human and physical resources, productivity, social responsibility, and profit requirements.
This document provides an overview of strategic management concepts including business policy, corporate strategy, and the basic concepts of strategic management. It defines business policy as guidelines that govern organizational actions and define decision-making limits for lower level management. Corporate strategy concerns how different business operations work together to achieve goals and how the corporation can add value across businesses. The basic concepts of strategic management include defining the organization's vision as what it wants to ultimately become, and its mission as the purpose and reason for its existence, including who it seeks to serve.
Introduction to functional areas of managementmajoydrew
This document provides an overview of several key functional areas of management:
1) Marketing management focuses on understanding customer needs and communicating them to the organization to drive business decisions. Marketing managers aim to satisfy customers, outperform competitors, and ensure corporate profits.
2) Operations management deals with formal systems in the organization.
3) Human resources management (HRM), formerly called personnel management, focuses on labor planning, job design, and ensuring competitive advantage through people.
4) Financial management involves determining funding needs, procuring funds, managing cash flows, reporting on operations and financial positions, and more. Financial officers take on various roles depending on the organization's size.
04 Managing And Organizing Business EnterpriseWahyu Wijanarko
The document discusses key concepts in managing a business enterprise including the management process, planning, organizing, directing, and controlling. It defines these concepts and provides examples. For instance, it explains that planning involves setting goals and strategies, organizing is arranging resources and dividing work into departments, directing is leading and motivating employees, and controlling is monitoring performance.
An IT company hierarchy arranges employees into three levels - top, middle, and lower level executives. Top executives plan budgets, set policies and goals to help the company grow. Middle executives implement the goals and tasks set by top executives, handling administrative duties in marketing, sales, finance, and HR. Lower level executives work under middle and top executives on client projects while being supervised.
WHAT IS THE ROLE AND ACTIVITIES ASSOCIATED WITH EACH FUNCTIONAL AREA?... various functions of a business. Human resources management. HRM. Marketing management,. Operation management. Financial management. Office management.
Chapter 13 management of organization functionPatel Jay
The document discusses the key organizational functions that an organization must manage, including human resource management, marketing management, financial management, production and operations management, and information systems management. It provides details on the processes involved in each of these functions and their importance for an organization's success, such as recruiting, selecting, and training employees in human resource management; identifying customer segments and promoting products in marketing management; planning cash flows and maintaining financial records; ensuring quality control and productivity in operations; and providing relevant information through different information systems. Proper management of these interrelated organizational functions is important for targeting customers, gaining market share, sourcing funds, and utilizing technology.
This document outlines a HRM model called TOFI that defines four key components for a sustainable people-oriented HRM system that balances business requirements with employee expectations. The four components are: 1) Talent Management which includes sourcing, developing, and retaining talent, 2) Organization Management focusing on structure and processes, 3) "Fun@work" to create a positive work environment and culture of innovation, and 4) Aligned Interactions to ensure internal communication is aligned to support business success. The model provides a framework for HRM to develop high performance in organizations through these four balanced areas.
This presentation discusses salesperson performance, behavior, role perceptions, and satisfaction. It presents a model of salesperson performance that is determined by personal traits, role perceptions, skills, motivation, rewards, and satisfaction. It explores how role conflict and ambiguity can impact motivation and job satisfaction. Additionally, it examines how sales aptitude is influenced by both innate personal characteristics and learned skills.
1) Corporations form a separate legal entity through documents filed with the state, protecting stockholders' liability but being more difficult to form than other business structures like proprietorships or partnerships.
2) Franchises expand a business through others' investments while maintaining control over branding through a written contract where franchisees pay fees and percentages of profits for operating assistance.
3) Company mission statements provide direction by outlining a business's purpose, like Google's statement of organizing the world's information to make it universally accessible and useful.
Strategic management involves developing a strategic fit between an organization's objectives and resources and changing market opportunities. It includes analyzing internal/external environments, formulating strategy, implementation, evaluation, and control. Critical tasks include formulating mission/goals, internal/external analysis, identifying desirable options, developing objectives/strategies, implementation, and evaluation. Strategic decisions require top management, large resources, long-term focus, and consideration of external environment. SWOT analysis assesses internal capabilities versus external opportunities and threats. Vision and mission statements distinguish an organization and identify its scope and operations.
Sales performanceSalesperson Performance: Behavior, Motivation, and Role Perc...Sahil Sharma
This document summarizes a presentation about salesperson performance, behavior, and motivation. It discusses how role perceptions, skills, organizational citizenship, rewards, satisfaction, and role definition impact salesperson performance. Specifically, it explores how role conflict and ambiguity can affect motivation and job satisfaction. It also provides examples of skills companies seek in salespeople and rewards programs companies use.
This document discusses effective management and organizational structure from an Islamic perspective. It defines management as the process of completing activities efficiently through planning, organizing, staffing, directing, coordinating, reporting and budgeting. Islamic principles of management include division of work, authority, discipline, unity of command and direction, and subordination of individual interests to the group. The levels of management are top/high level, middle, and supervisory. Organizational structures can be centralized, decentralized, or use a matrix. Departmentalization options include function, product, location, and customer.
Training and development programs take in new, unskilled employees and potential managers and through activities like skills training, output motivated and competent employees and managers. The strategic planning process for human resources involves determining the organization's mission through environmental scanning, setting strategic goals, and formulating a strategic plan. There are different models for training and development programs, including customer, matrix, corporate university, and virtual models.
This document discusses the key departments in a business organization. It identifies four main departments: human resources which handles employees, marketing and sales which promotes and sells products, accounting which manages finances, and departments which organize different business functions. It then provides more details on the roles and responsibilities of each department.
Performance appraisal is a systematic process used to evaluate employee job performance and potential. It involves establishing performance standards, measuring actual performance against those standards, and providing feedback to help employees improve. The objectives of performance appraisal include reviewing performance, identifying training needs, making compensation decisions, and strengthening communication between managers and employees.
In this file, you can ref useful information about performance management & appraisal such as performance management & appraisal methods, performance management & appraisal tips
The document discusses organizational analysis and project organization structures. It begins by defining project organization as the structure created to realize a project, including arranging costs, deadlines, personnel, and tools. There are three main areas of responsibility: project leadership for management, the project team for implementation, and the project board for decision-making. Several common organizational structures are described like functional, projectized, matrix, organic, and virtual structures. Strengths, weaknesses, opportunities, and threats (SWOT) analysis is presented as a tool to understand internal and external factors for projects or businesses.
The board is responsible for the long-term success of the firm through establishing strategy, reviewing performance, and nominating the CEO. An effective board consists of highly trained members from diverse backgrounds who make high-quality decisions. It establishes clear expectations for culture and governance to ensure the firm fulfills its mission over the long run.
Daniel Lenzo is a senior finance and operations professional with 20 years of experience leading change and growth at start-ups and turnaround companies. He is skilled at establishing operational excellence, streamlining infrastructure, and identifying improvements to make departments more efficient. Lenzo focuses on helping companies achieve growth and financial stability by rolling up his sleeves in day-to-day operations. His expertise includes leading change, redesigning processes, negotiating deals, cost reduction, and P&L management.
HRM refers to the organizational functions of recruiting, managing, and directing employees. It deals with issues related to people such as compensation, hiring, performance management, safety, wellness, benefits, and motivation. Some key challenges to HRM include managing globalization and its impact on different cultures and business practices, managing technological trends and the rise of knowledge workers and virtual employees, and developing human capital through skills and experience training. Other challenges are containing costs through downsizing, outsourcing, and employee leasing while avoiding high hidden costs of layoffs, and innovating HRM practices.
Philippa Amat is a highly effective management professional with 15 years of experience leading diverse teams and streamlining operations to reduce costs and increase efficiency. She excelled as the Director of Operations for Starbucks, managing a large office space and staff while reducing employee turnover. Prior to that, she was an Area Manager for Wet Seal where she increased profits through training and addressing problem areas. Philippa has strong skills in project management, budgeting, customer relations, and process improvement. She holds a Bachelor's and Master's degree in International Business with honors.
This document discusses several key concepts in organizational performance and management. It defines effectiveness as doing the right things and achieving goals, while efficiency is doing things right by minimizing costs and maximizing outputs. It also describes Mintzberg's roles approach that identifies managerial roles as interpersonal, informational, and decisional. Technical, human, and conceptual skills are important at different management levels, with executives focusing more on conceptual skills and first-line managers on technical skills. Building a vision and maintaining ethical standards are important challenges for management in a global environment.
The document defines key terms related to human resource management and the employment cycle. It discusses the importance of training for achieving organizational objectives. It also explains the relationship between performance review and reward management, distinguishing between financial and non-financial rewards. Specifically, it notes that performance review is used to evaluate performance, identify areas for improvement, and provide a basis for rewards to motivate employees.
The document outlines the role of human resources in strategic planning and alignment with business objectives. It discusses establishing business objectives, communicating them, assessing alignment of structure and employees, identifying gaps, and implementing and measuring plans. The HR department is uniquely positioned to facilitate this alignment. The HR role includes conducting analyses, outlining HR objectives aligned with overall strategy, and supporting business partners. An action plan is proposed for SNC-Lavalin Saudi Arabia involving internal and environmental assessments, and developing mission, vision, strategic and functional goals with employee engagement.
The strategic management process involves several steps: 1) analyzing internal strengths and weaknesses as well as external opportunities and threats, 2) formulating a vision, mission, objectives and goals, 3) developing strategic alternatives, 4) selecting the best strategy, 5) implementing the strategy, and 6) evaluating and controlling the strategy through feedback. The document provides details on each step of the process and uses Hero Honda as an example to illustrate setting goals to increase market share.
WHAT IS THE ROLE AND ACTIVITIES ASSOCIATED WITH EACH FUNCTIONAL AREA?... various functions of a business. Human resources management. HRM. Marketing management,. Operation management. Financial management. Office management.
Chapter 13 management of organization functionPatel Jay
The document discusses the key organizational functions that an organization must manage, including human resource management, marketing management, financial management, production and operations management, and information systems management. It provides details on the processes involved in each of these functions and their importance for an organization's success, such as recruiting, selecting, and training employees in human resource management; identifying customer segments and promoting products in marketing management; planning cash flows and maintaining financial records; ensuring quality control and productivity in operations; and providing relevant information through different information systems. Proper management of these interrelated organizational functions is important for targeting customers, gaining market share, sourcing funds, and utilizing technology.
This document outlines a HRM model called TOFI that defines four key components for a sustainable people-oriented HRM system that balances business requirements with employee expectations. The four components are: 1) Talent Management which includes sourcing, developing, and retaining talent, 2) Organization Management focusing on structure and processes, 3) "Fun@work" to create a positive work environment and culture of innovation, and 4) Aligned Interactions to ensure internal communication is aligned to support business success. The model provides a framework for HRM to develop high performance in organizations through these four balanced areas.
This presentation discusses salesperson performance, behavior, role perceptions, and satisfaction. It presents a model of salesperson performance that is determined by personal traits, role perceptions, skills, motivation, rewards, and satisfaction. It explores how role conflict and ambiguity can impact motivation and job satisfaction. Additionally, it examines how sales aptitude is influenced by both innate personal characteristics and learned skills.
1) Corporations form a separate legal entity through documents filed with the state, protecting stockholders' liability but being more difficult to form than other business structures like proprietorships or partnerships.
2) Franchises expand a business through others' investments while maintaining control over branding through a written contract where franchisees pay fees and percentages of profits for operating assistance.
3) Company mission statements provide direction by outlining a business's purpose, like Google's statement of organizing the world's information to make it universally accessible and useful.
Strategic management involves developing a strategic fit between an organization's objectives and resources and changing market opportunities. It includes analyzing internal/external environments, formulating strategy, implementation, evaluation, and control. Critical tasks include formulating mission/goals, internal/external analysis, identifying desirable options, developing objectives/strategies, implementation, and evaluation. Strategic decisions require top management, large resources, long-term focus, and consideration of external environment. SWOT analysis assesses internal capabilities versus external opportunities and threats. Vision and mission statements distinguish an organization and identify its scope and operations.
Sales performanceSalesperson Performance: Behavior, Motivation, and Role Perc...Sahil Sharma
This document summarizes a presentation about salesperson performance, behavior, and motivation. It discusses how role perceptions, skills, organizational citizenship, rewards, satisfaction, and role definition impact salesperson performance. Specifically, it explores how role conflict and ambiguity can affect motivation and job satisfaction. It also provides examples of skills companies seek in salespeople and rewards programs companies use.
This document discusses effective management and organizational structure from an Islamic perspective. It defines management as the process of completing activities efficiently through planning, organizing, staffing, directing, coordinating, reporting and budgeting. Islamic principles of management include division of work, authority, discipline, unity of command and direction, and subordination of individual interests to the group. The levels of management are top/high level, middle, and supervisory. Organizational structures can be centralized, decentralized, or use a matrix. Departmentalization options include function, product, location, and customer.
Training and development programs take in new, unskilled employees and potential managers and through activities like skills training, output motivated and competent employees and managers. The strategic planning process for human resources involves determining the organization's mission through environmental scanning, setting strategic goals, and formulating a strategic plan. There are different models for training and development programs, including customer, matrix, corporate university, and virtual models.
This document discusses the key departments in a business organization. It identifies four main departments: human resources which handles employees, marketing and sales which promotes and sells products, accounting which manages finances, and departments which organize different business functions. It then provides more details on the roles and responsibilities of each department.
Performance appraisal is a systematic process used to evaluate employee job performance and potential. It involves establishing performance standards, measuring actual performance against those standards, and providing feedback to help employees improve. The objectives of performance appraisal include reviewing performance, identifying training needs, making compensation decisions, and strengthening communication between managers and employees.
In this file, you can ref useful information about performance management & appraisal such as performance management & appraisal methods, performance management & appraisal tips
The document discusses organizational analysis and project organization structures. It begins by defining project organization as the structure created to realize a project, including arranging costs, deadlines, personnel, and tools. There are three main areas of responsibility: project leadership for management, the project team for implementation, and the project board for decision-making. Several common organizational structures are described like functional, projectized, matrix, organic, and virtual structures. Strengths, weaknesses, opportunities, and threats (SWOT) analysis is presented as a tool to understand internal and external factors for projects or businesses.
The board is responsible for the long-term success of the firm through establishing strategy, reviewing performance, and nominating the CEO. An effective board consists of highly trained members from diverse backgrounds who make high-quality decisions. It establishes clear expectations for culture and governance to ensure the firm fulfills its mission over the long run.
Daniel Lenzo is a senior finance and operations professional with 20 years of experience leading change and growth at start-ups and turnaround companies. He is skilled at establishing operational excellence, streamlining infrastructure, and identifying improvements to make departments more efficient. Lenzo focuses on helping companies achieve growth and financial stability by rolling up his sleeves in day-to-day operations. His expertise includes leading change, redesigning processes, negotiating deals, cost reduction, and P&L management.
HRM refers to the organizational functions of recruiting, managing, and directing employees. It deals with issues related to people such as compensation, hiring, performance management, safety, wellness, benefits, and motivation. Some key challenges to HRM include managing globalization and its impact on different cultures and business practices, managing technological trends and the rise of knowledge workers and virtual employees, and developing human capital through skills and experience training. Other challenges are containing costs through downsizing, outsourcing, and employee leasing while avoiding high hidden costs of layoffs, and innovating HRM practices.
Philippa Amat is a highly effective management professional with 15 years of experience leading diverse teams and streamlining operations to reduce costs and increase efficiency. She excelled as the Director of Operations for Starbucks, managing a large office space and staff while reducing employee turnover. Prior to that, she was an Area Manager for Wet Seal where she increased profits through training and addressing problem areas. Philippa has strong skills in project management, budgeting, customer relations, and process improvement. She holds a Bachelor's and Master's degree in International Business with honors.
This document discusses several key concepts in organizational performance and management. It defines effectiveness as doing the right things and achieving goals, while efficiency is doing things right by minimizing costs and maximizing outputs. It also describes Mintzberg's roles approach that identifies managerial roles as interpersonal, informational, and decisional. Technical, human, and conceptual skills are important at different management levels, with executives focusing more on conceptual skills and first-line managers on technical skills. Building a vision and maintaining ethical standards are important challenges for management in a global environment.
The document defines key terms related to human resource management and the employment cycle. It discusses the importance of training for achieving organizational objectives. It also explains the relationship between performance review and reward management, distinguishing between financial and non-financial rewards. Specifically, it notes that performance review is used to evaluate performance, identify areas for improvement, and provide a basis for rewards to motivate employees.
The document outlines the role of human resources in strategic planning and alignment with business objectives. It discusses establishing business objectives, communicating them, assessing alignment of structure and employees, identifying gaps, and implementing and measuring plans. The HR department is uniquely positioned to facilitate this alignment. The HR role includes conducting analyses, outlining HR objectives aligned with overall strategy, and supporting business partners. An action plan is proposed for SNC-Lavalin Saudi Arabia involving internal and environmental assessments, and developing mission, vision, strategic and functional goals with employee engagement.
The strategic management process involves several steps: 1) analyzing internal strengths and weaknesses as well as external opportunities and threats, 2) formulating a vision, mission, objectives and goals, 3) developing strategic alternatives, 4) selecting the best strategy, 5) implementing the strategy, and 6) evaluating and controlling the strategy through feedback. The document provides details on each step of the process and uses Hero Honda as an example to illustrate setting goals to increase market share.
Strategic management involves analyzing the external environment, assessing internal strengths and weaknesses, formulating strategies, implementing strategies, and evaluating performance. It is a continuous process that helps organizations achieve long-term objectives. The key steps in strategic management are setting strategic intent through vision, mission, and objectives, formulating strategies through environmental and organizational analysis, implementing strategies through organizational structure and processes, and evaluating strategies and controlling performance.
Strategic management involves a defined process to help organizations set and achieve goals. The process includes identifying the organization's mission and current strategies, analyzing external and internal factors, formulating new strategies based on the analyses, implementing the strategies, and evaluating results. External analysis considers environmental factors outside the organization's control, while internal analysis examines internal capabilities and resources. Together, external and internal analyses are used in the SWOT analysis to identify strengths, weaknesses, opportunities, and threats. The strategic management process then guides the organization in formulating, implementing, and assessing strategies to accomplish its mission amid changing business conditions.
This document outlines the strategic planning process for an organization. It discusses that strategic planning involves defining a strategy and allocating resources to pursue the strategy. The strategic planning process consists of three main steps - strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation involves assessing the internal and external environment through a SWOT analysis. Strategy implementation is putting the plan into action by setting short-term goals. Strategy evaluation reviews performance and makes adjustments. Key aspects of the process include defining vision, mission, goals, and department objectives to align the organization.
Role of strategic direction in organisational designsakthimanoj2
This document discusses the role of strategic direction in organisational design. It outlines the benefits of strategic direction, including focusing employees on goals, analyzing strengths and weaknesses, and solving operational problems. It also describes different levels of strategy, including corporate, business, and functional levels. Finally, it states that the primary responsibility of top management is to determine an organization's goals, strategy, and design to adapt the organization to a changing environment. Organizational design implements goals and strategy and determines organizational success.
This document discusses the importance of succession planning for nonprofits. It notes that only 30-40% of senior nonprofit positions are filled internally, and 50% of nonprofit leaders plan to leave within 5 years. The document then outlines the benefits of succession planning, such as ensuring long-term sustainability and identifying future leaders. It also discusses assessing the organization and employees, developing employees, and placing employees. The document emphasizes that succession planning should involve the board, CEO, executive team, and HR to identify future leaders and skill gaps within the organization.
Organisation Appraisal and Strategy FormulationDr. Pinki Insan
This document summarizes Mr. Kapil Dev's presentation on internal and external environments and strategic formulation. It discusses how analyzing the external environment helps firms decide what they can do, while the internal environment helps them decide what they might do. It also outlines the basic steps in strategic formulation as developing a vision and mission, setting objectives, crafting a strategy, executing the strategy, and evaluating and adjusting. Finally, it notes that a strong mission statement includes the organization's values and nature of business to guide its plans.
Human Resource Management - G.O.L TEAM by Mr. Sherif Osman Mostafa Mahmoud
This document provides an overview of strategic management concepts including:
- The five steps of strategic management: developing a vision/mission, setting objectives, creating a strategy, implementing strategy, and evaluating performance.
- Models of strategic management including strategic formulation, implementation, and evaluation.
- The three levels of strategy: corporate, business, and functional.
- Tools for strategic management like SWOT analysis and the balanced scorecard.
- Types of organizational structures and leadership styles to support different strategies.
This document discusses using SWOT analysis for corporate planning and marketing. It describes SWOT analysis as grouping internal factors like strengths and weaknesses and external factors like opportunities and threats. The analysis can be used strategically to orient strategies toward objectives or creatively to generate strategies by capitalizing on strengths, improving weaknesses, exploiting opportunities, and mitigating threats.
This document provides an overview of strategic management concepts. It defines key terms like mission, goals, objectives, policy, strategy, and programs. It describes the corporate planning process as having 7 steps: formulating mission and objectives, environmental scanning, evaluating strategy alternatives, selecting strategies, allocating resources, developing plans, and monitoring performance. The document also discusses environmental scanning, SWOT analysis, and the 4 generic strategy alternatives of expansion, stability, retrenchment, and combination.
This document provides an introduction to human resource management. It defines HRM as the policies and practices involved in carrying out human resource aspects of management, such as recruiting, training, rewarding and evaluating employees. It describes the importance of HRM for organizations and managers in accomplishing organizational goals. It also outlines the different levels of management, functions of management, and duties of HR managers in both line and staff roles.
HRD strategies are plans that utilize training, organizational development, and career development efforts to achieve organizational objectives by developing employees. Major HRD strategies include communicating changes to employees, increasing employee accountability and ownership, fostering quality through training, encouraging cost reduction ideas from employees, promoting intrapreneurship, building an empowering organizational culture, providing systematic training programs, and promoting continuous learning. Developing an effective HRD strategy involves understanding the business strategy, creating a mission statement, conducting SWOT and HR analyses to identify gaps, determining critical people issues, developing solutions, and implementing and evaluating action plans.
The document summarizes a presentation on strategic thinking and alignment. It discusses analyzing the current business landscape using SWOT analysis and translating strategy into operational terms using a balanced scorecard framework. It also provides examples of how two companies, Max India and GlaxoSmithKline, have aligned their human resources strategies to their business strategies.
The document provides an overview of key management concepts including:
1) Definitions of management focus on coordinating activities to achieve objectives and includes management as a factor of production alongside money, materials, and machines.
2) The management process involves planning, organizing, staffing, leading, and controlling resources to achieve organizational goals as defined through strategic, tactical, and operational plans aligned with the organizational mission.
3) Mintzberg's 10 roles of management categorize managerial responsibilities into interpersonal, informational, and decisional roles like figurehead, leader, monitor, spokesperson, entrepreneur, and negotiator.
Strategic management involves analyzing external and internal factors, formulating strategies, implementing strategies, and evaluating performance. It occurs at three levels - corporate, business unit, and functional. The strategic management process consists of five steps: establishing strategic intent, analyzing the situation, formulating strategies, implementing strategies, and evaluating performance. Key terms include vision and mission statements, identifying external opportunities and threats as well as internal strengths and weaknesses, and strategists who are responsible for the organization's success.
Sales human resource management refers to activities undertaken to attract, develop, and maintain effective sales force personnel. It involves recruiting prospective applicants, balancing supply and demand of salespeople, and selecting candidates through steps like application screening, interviews, testing, and reference checks. Recruitment sources can be internal through promotions or referrals, or external through advertising, agencies, institutions, and networking. The objective is to hire qualified people to fill sales roles defined by job descriptions outlining duties, reporting methods, requirements, and autonomy.
Sales human resource management refers to activities undertaken to attract, develop, and maintain effective sales force personnel. It involves recruiting prospective applicants, balancing supply and demand of salespeople, and selecting candidates through steps like application screening, interviews, testing, and reference checks. Recruitment sources can be internal through promotions or referrals, or external through advertising, agencies, institutions, and networking. The objective is to hire qualified people to fill sales roles defined by job descriptions outlining duties, reporting methods, requirements, and autonomy.
The document outlines the key concepts from the first lecture on strategic management, including defining strategy and strategic management, explaining the strategic management process which involves analyzing the internal and external environment, formulating strategy, implementing strategy, and evaluating performance, and addressing some common misconceptions about strategy. The lecture objectives are to explain the functions of management, strategic management concepts, the importance of strategic management, and the strategic management process.
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5. The strategic management process is divided into
different steps. These steps are following as:
Identifying the organization’s current mission,
Goals, and strategies
Design and external analysis
Doing an external analysis
Formulating strategies
Implementing strategies
Evaluating strategies
6. Mission:-
A statement of the purpose of an
organization.
Goals:-
Desired outcome for individual group or
organization.
7. Strategic management is also important because of the
nature of organization. They are compose of divers
divisions departments functions and work activities
manufacturing marketing accounting and so for that
call need to be coordinated and focused on
organizational goals and strategic management does
this.
9. Resources:-
An organizational resources are it’s asserts.
Financial, physical, human, intangible that are used by
organizations to services to its customers.
Capabilities:-
Capabilities are its skill and abilities in doing
work activities needed in business.
10. Core-competences:-
The manager value creating capabilities and skills
of the organization are known as its core-competences.
SWOT:-
The word S.W.O.T. is a abbreviation of the
different words. The description of these words is
following as:
11. Strength:-
Any activities the organizations dose well or any
unique resources that it has against the competitor.
Weakness:-
Activities the organization does not do well or
resources it need but does not process.
12. After analysis the all mater of organization the
manager formulate the planning’s for their
organization.
13. In this step we implement our planning of the
organization that it is the implementation of the
strategies.
14. To take feedback from other about your strategies
and check the planning is called evaluating results.