Professional Documents
Culture Documents
STRATEGIC PLANNING
Copyright 2005 South-Western. All rights reserved.
Strategic Management
Strategic Human Resource Management
Involves aligning initiatives involving how people are managed with organizational mission & objectives
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Models of Strategy
Industrial Organization (O/I) Model
External environment is primary determinant of organizational strategy rather than internal decisions of managers Environment presents threats & opportunities All competing organizations control or have equal access to resources Resources are highly mobile between firms Organizational success is achieved by
Offering goods & services at lower costs than competitors Differentiating products to bring premium prices
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Models of Strategy
Resource-Based View (RBV)
An organizations resources & capabilities, not external environmental conditions, should be basis for strategic decisions Competitive advantage is gained through acquisition & value of organizational resources Organizations can identify, locate & acquire key valuable resources Resources are not highly mobile across organizations & once acquired are retained Valuable resources are costly to imitate & non-substitutable
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Exhibit 3-1
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Mission Statement
Explains purpose & reason for existence Usually very broad No more than a couple of sentences Serves as foundation for everything organization does
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Analysis of Environment
Critical components of external environment
Competition Industry structure Government regulations Technology Market trends Economic tends
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Organization Self-Assessment
Identify primary strengths & weaknesses Find ways to capitalize on strengths Find ways to improve or minimize weaknesses Examine resources
Physical Human Technological Capital
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Organization Self-Assessment
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Internal Methods
Penetration of existing markets Developing new markets Developing new products or services for existing or new markets
External Methods
Acquiring other organizations Vertical integration
HR Issues
Planning for new hiring Alerting current employees Ensuring quality & performance standards are maintained
Copyright 2005 South-Western. All rights reserved.
HR Issues
Merging organizations Dismissing redundant employees
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Downsizing or streamlining organization in cost-cutting attempt to adjust to competitive environment Few opportunities & many environmental threats Important to develop HR practices to manage survivors
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Organization offers employees incentives & compensation for creativity HR strategy focuses on external hiring of unique individuals & on retaining creative employees
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Reading 3.1
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Reading 3.1
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Reading 3.1
Human Resources & Resource Based View Dynamic capability construct illustrates interdependent interplay between workforce & core competence as it changes over time
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Reading 3.2
Reading 3.2
Distinctive Human Resources If competencies are available to everyone on open market, how can they generate a unique competency & competitive advantage for any one firm?
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Reading 3.3
Policies
Expressions of shared values & guidelines for action on employee-related business issues
Programs
Coordinated & strategized approaches to initiate, disseminate, & sustain strategic organizational change efforts necessitated by strategic business needs
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Reading 3.3
Practices
HR practices motivate behaviors that allow individuals to assume roles consistent with organizations strategic objectives Three categories of roles:
Leadership Managerial Operational
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Reading 3.3
Processes
Continuum of participation by all employees in specific activities to facilitate formulation & implementation of other activities
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Reading 3.3
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