ASSIGNMENT 3

1. How can managers create value by establishing important relationships among the value-
chain activities both within their firm and between the firm and its customers and suppliers?

The managers create value by interrelationships among activities within the firm and
relationships among activities within the firm and other stakeholders that are part of the firm's
expanded value chain. It is primarily the responsibility of the manager to have a network / interface
between all the multiple values in the supply chain of a business or its connection with clients and
suppliers. In order to encourage businesses to do business in a much simpler manner, this partnership
has to be strengthened between all the parties involved in every type of business that is being done.
The manager will use terms such as ideal orders to build value between all the individuals, which
involves delivering the correct order at the right time and place without destroying it. A cooperation
with the clients can also be used by administrators to establish an I formation sharing relationship.

2. Under what conditions are employees and managers able to appropriate some of the value
created by their firm?

When a company is doing well, the employees and managers are able to earn some of this
value created by their firms by what they are paid by the company. This can be through certain
benefits like bonuses or this can be through their salary.
a. Bargaining power- when you are highly skilled you are able to bargain what you feel your salary is
worth based on the value you give to the company.
b. Employee exist costs- this is when the employee decides to leave their current position at their
current job to a different job that better suits their needs regarding their salaries or benefits based on
the value they bring to the company with their unique or high skills.
c. Employee replacement costs- this is what the company is going to have to pay to replace the
employee once the current one leaves.
d. Managers bargaining power- This is when the manager is extremely valuable to the company
because they completely understand how the company works inside and out. This is valuable to the
company because this employee truly understands the company and how to work well.

3. Summarize the concept of the balanced scorecard. What are its main advantages?

The Balanced Scorecard presents a valuable tool for policy building and collaboration. In a
Strategy Map that allows management to learn about cause-and - effect interactions between the
multiple strategic goals, the business model is visualized. The method of constructing a Strategy Map
means that a series of interrelated strategic priorities is achieved by consensus. The scorecard is a
method for the organisation to keep track of how good the organisation appears to be performing
relative to its rivals. It will support the organization in using financial metrics, organizational
procedures, and enhancement activities.

4. How might exemplary human resource practices enhance and strengthen a firm’s value-chain
activities?

The certain value-chain operation can be improved and reinforced by outstanding human
resource practices. In order to further their professional growth, certain human resources activities
will place employees in roles that they are better qualified to perform, increase productivity by
encouraging their work, and enable them to transition to other roles within the organization.

5. What are some of the key value-creating activities of PSU that provide competitive
advantages? Why?
With the vision “To become an ASEAN Premier State University in 2020, the Pangasinan State
University (PSU) over the years had upheld the ASEAN ethos to expand collaborative efforts with
ASEAN countries. To do this, it had engaged with several initiatives including student and faculty
exchange program, research collaboration and sharing of knowledge with partner universities which
to date, reached a total of sixty (60) universities in the ASEAN region. Most importantly, it buttressed
its organizational system by putting in place Quality Assurance mechanisms to make sure PSU is
operating using National and International Standards.
Looking back, PSU struggled to achieve quality. It barely thrived and made a modest difference in
terms of organizational performance along its four- fold functions. Hence, to advance development,
Dr. Dexter R. Buted, changed the name of the game. He instituted a system that ensured quality in all
its services and operations. A Quality Policy was also formulated and constantly communicated to
internalize what working for quality means. In 2016, PSU carved a history as the first State University
in the Philippines to earn ISO 9001:2015 certification by an internationally-recognized certifying
body. With this, the University’s processes and support services were mounted to concretize the
University’s mandate. In not less than a year, PSU moved further to include all its nine (9) campuses
ISO certified. This idea was strongly supported by the desire to establish uniformity in the
implementation of the PSU Quality Management System. This significantly improved the kind of
service offered to all customers and stakeholders most especially the students and partner institutions.
Moreover, the University regards its workforce as the most fundamental drivers to achieve success. In
order to ascertain that their needs, benefits and general welfare are provided, the Investors in People
(IiP), global standard framework for people management was adopted. Through this, the employees
developed a culture where each one acts and works in accordance with the University’s Core Values
and a contributor in the fulfillment of the University Vision. In February of this year, PSU was given
the IiP Silver Level Award to evidence the strong integration of the framework within the system.
PSU is the First and only State University in the Philippines to receive such award.
Unappalled to establish competitive edge among comparable universities, PSU had submitted its
program offerings to accreditation. Currently, the University is Top 7 and one among the Top 10 State
Universities and Colleges (SUCs) in terms of programs accreditation performance in 2016 and 2017,
respectively. In addition, three (3) of PSU’s programs are labeled “Centers of Excellence” awarded by
the Commission on Higher Education by virtue of excellent performance in the mandated areas of
instruction, research, extension and production. It has also consistently produced Topnotchers in the
field of Education, Engineering and Fisheries.
With a clear vision in mind, PSU will only have one direction to go and that is UP– reaching for
greater heights with a strong heart and ardent determination to conquer the realms of the ASEAN
while ensuring quality as its top most priority.
https://qswownews.com/the-pangasinan-state-university-always-reaching-higher/