Мы предполагаем, что вам понравилась эта презентация. Чтобы скачать ее, порекомендуйте, пожалуйста, эту презентацию своим друзьям в любой соц. сети. Кнопочки находятся чуть ниже. Спасибо.
Идет загрузка презентации. Пожалуйста, подождите
Презентация была опубликована
© 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama t e n t h e d i t i o n Gary Dessler Part 1 Introduction Chapter 3 Strategic Human Resource Management and the HR Scorecard
After studying this chapter, you should be able to: 1. Outline the steps in the strategic management process. 2. Explain and give examples of each type of companywide and competitive strategy. 3. Explain what a high performance work system is and why it is important. 4. Illustrate and explain each of the seven steps in the HR Scorecard approach to creating HR systems. 1. Outline the steps in the strategic management process. 2. Explain and give examples of each type of companywide and competitive strategy. 3. Explain what a high performance work system is and why it is important. 4. Illustrate and explain each of the seven steps in the HR Scorecard approach to creating HR systems. © 2005 Prentice Hall Inc. All rights reserved. 3–2
© 2005 Prentice Hall Inc. All rights reserved.3–3 HRs Strategic Challenges Strategic plan –A companys plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage. Three basic challenges –The need to support corporate productivity and performance improvement efforts. –That employees play an expanded role in employers performance improvement efforts. –HR must be more involved in designingnot just executingthe companys strategic plan.
© 2005 Prentice Hall Inc. All rights reserved.3–4 The Strategic Management Process Strategic management –The process of identifying and executing the organizations mission by matching its capabilities with the demands of its environment. Strategy –A strategy is a course of action. –The companys long-tem plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage.
© 2005 Prentice Hall Inc. All rights reserved.3–5 Business Mission and Its Vision Vision –A general statement of its intended direction that evokes emotional feelings in organization members. Mission –Spells out who the company is, what it does, and where its headed.
© 2005 Prentice Hall Inc. All rights reserved.3–6 Strategic Management Process (contd) Strategic management tasks –Step 1: Define the Business and Its Mission –Step 2: Perform External and Internal Audits –Step 3: Translate the Mission into Strategic Goals –Step 4: Formulate a Strategy to Achieve the Strategic Goals –Step 5: Implement the Strategy –Step 6: Evaluate Performance
© 2005 Prentice Hall Inc. All rights reserved.3–7 Overview of Strategic Management Figure 3–1
© 2005 Prentice Hall Inc. All rights reserved.3–8 A SWOT Chart Figure 3–2 SWOT Analysis The use of a SWOT chart to compile and organize the process of identifying company Strengths, Weaknesses, Opportunities, and Threats.
© 2005 Prentice Hall Inc. All rights reserved.3–9 Strategies in Brief Figure 3–3 Company Strategic Principle Dell Be direct eBay Focus on trading communities General Electric Be number one or number two in every industry in which we compete, or get out Southwest Airlines Meet customers short-haul travel needs at fares competitive with the cost of automobile travel Vanguard Unmatchable value for the investor-owner Wal-Mart Low prices, every day Source: Arit Gadiesh and James Gilbert, Frontline Action, Harvard Business Review, May 2001, p. 74.
© 2005 Prentice Hall Inc. All rights reserved.3–10 Types of Strategic Planning Corporate-level strategy –Identifies the portfolio of businesses that, in total, comprise the company and the ways in which these businesses relate to each other. Diversification strategy implies that the firm will expand by adding new product lines. Vertical integration strategy means the firm expands by, perhaps, producing its own raw materials, or selling its products direct. Consolidation strategy reduces the companys size Geographic expansion strategy takes the company abroad.
© 2005 Prentice Hall Inc. All rights reserved.3–11 Types of Strategic Planning (contd) Business-level/competitive strategy –Identifies how to build and strengthen the businesss long-term competitive position in the marketplace. Cost leadership: the enterprise aims to become the low-cost leader in an industry. Differentiation: a firm seeks to be unique in its industry along dimensions that are widely valued by buyers. Focus: a firm seeks to carve out a market niche, and compete by providing a product or service customers can get in no other way.
© 2005 Prentice Hall Inc. All rights reserved.3–12 Types of Strategic Planning (contd) Functional strategies –Identify the basic courses of action that each department will pursue in order to help the business attain its competitive goals.
© 2005 Prentice Hall Inc. All rights reserved.3–13 Relationships Among Strategies in Multiple- Business Firms Figure 3–4
© 2005 Prentice Hall Inc. All rights reserved.3–14 Achieving Strategic Fit Michael Porter –Emphasizes the fit point of view that all of the firms activities must be tailored to or fit its strategy, by ensuring that the firms functional strategies support its corporate and competitive strategies. Gary Hamel and C. K. Prahalad –Argue for stretch in leveraging resources supplementing what you have and doing more with what you havecan be more important than just fitting the strategic plan to current resources.
© 2005 Prentice Hall Inc. All rights reserved.3–15 The Southwest Airlines Activity System Figure 3–5 Source: Reprinted by permission of Harvard Business Review. From What is Strategy? by Michael E. Porter, November–December Copyright © 1996 by the President and Fellows of Harvard College, all rights reserved.
© 2005 Prentice Hall Inc. All rights reserved.3–16 HR and Competitive Advantage Competitive advantage –Any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share. –Superior human resources are an important source of competitive advantage
© 2005 Prentice Hall Inc. All rights reserved.3–17 Strategic Human Resource Management –The linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. –Formulating and executing HR systemsHR policies and activitiesthat produce the employee competencies and behaviors the company needs to achieve its strategic aims.
© 2005 Prentice Hall Inc. All rights reserved.3–18 Linking Corporate and HR Strategies Figure 3–6 Source: © 2003, Gary Dessler, Ph.D.
© 2005 Prentice Hall Inc. All rights reserved.3–19 HRS Strategic Roles HR professionals should be part of the firms strategic planning executive team. –Identify the human issues that are vital to business strategy. –Help establish and execute strategy. –Provide alternative insights. –Are centrally involved in creating responsive and market-driven organizations. –Conceptualize and execute organizational change.
© 2005 Prentice Hall Inc. All rights reserved.3–20 HR Involvement in Mergers Figure 3–7 Source: Jeffrey Schmidt, The Correct Spelling of M & A Begins with HR, HR Magazine, June 2001, p. 105.
© 2005 Prentice Hall Inc. All rights reserved.3–21 HRs Strategy Execution Role The HR departments strategies, policies, and activities must make sense in terms of the companys corporate and competitive strategies, and they must support those strategies.
© 2005 Prentice Hall Inc. All rights reserved.3–22 HRs Strategy Formulation Role HR helps top management formulate strategy in a variety of ways by. –Supplying competitive intelligence that may be useful in the strategic planning process. –Supplying information regarding the companys internal human strengths and weaknesses. –Build a persuasive case that shows howin specific and measurable termsthe firms HR activities can and do contribute to creating value for the company.
© 2005 Prentice Hall Inc. All rights reserved.3–23 Creating a Strategy-oriented HR System Components of the HR process –HR professionals who have strategic and other skills –HR policies and activities that comprise the HR system itself –Employee behaviors and competencies that the companys strategy requires.
© 2005 Prentice Hall Inc. All rights reserved.3–24 The Basic Architecture of HR Figure 3–8 Source: Adapted from Brian Becker et al., The HR Scorecard: Linking People, Strategy, and Performance (Boston: Harvard Business School Press, 2001), p. 12.
© 2005 Prentice Hall Inc. All rights reserved.3–25 The High-Performance Work System High-performance work system (HPWS) practices. –High-involvement employee practices (such as job enrichment and team-based organizations), –High commitment work practices (such as improved employee development, communications, and disciplinary practices) –Flexible work assignments. –Other practices include those that foster skilled workforces and expanded opportunities to use those skills.
© 2005 Prentice Hall Inc. All rights reserved.3–26 Basic Model of How to Align HR Strategy and Actions with Business Strategy Figure 3–9 Source: Adapted from Garrett Walker and J. Randal MacDonald, Designing and Implementing an HR Scorecard, Human Resources Management 40, no. 4 (2001), p Translating Strategy into HR Policy and Practice
© 2005 Prentice Hall Inc. All rights reserved.3–27 The HR Scorecard Approach HR scorecard –Measures the HR functions effectiveness and efficiency in producing employee behaviors needed to achieve the companys strategic goals. Creating an HR scorecard –Must know what the companys strategy is. –Must understand the causal links between HR activities, employee behaviors, organizational outcomes, and the organizations performance. –Must have metrics to measure all the activities and results involved.
© 2005 Prentice Hall Inc. All rights reserved.3–28 Strategic HR Relationships Figure 3–10 HR Activities Emergent Employee Behaviors Strategically Relevant Organizational Outcomes Organizational Performance Achieve Strategic Goals
© 2005 Prentice Hall Inc. All rights reserved.3–29 The HR Scorecard Approach to Formulating HR Policies, Activities, and Strategies Figure 3–11 Source: Copyright © Gary Dessler, Ph.D.
© 2005 Prentice Hall Inc. All rights reserved.3–30 Using the HR Scorecard Approach Step 1:Define the Business Strategy Step 2:Outline the Companys Value Chain Step 3:Identify the Strategically Required Organizational Outcomes Step 4:Identify the Required Workforce Competencies and Behaviors Step 5:Identify the Strategically Relevant HR System Policies and Activities Step 6: Design the HR Scorecard Measurement System Step 7: Periodically Evaluate the Measurement System
© 2005 Prentice Hall Inc. All rights reserved.3–31 Outlining the Companys Value Chain Value chain analysis –A tool for identifying, isolating, visualizing, and analyzing the firms most important activities and strategic costs. –Identifying the primary and crucial activities that create value for customers and the related support activities. Each activity is part of the process of designing, producing, marketing, and delivering the companys product or service. –Shows the chain of essential activities. –Prompts future questions.
© 2005 Prentice Hall Inc. All rights reserved.3–32 Figure 3–12 Source: Copyright © Gary Dessler, Ph.D. Simple Value Chain for the Hotel Paris
© 2005 Prentice Hall Inc. All rights reserved.3–33 HR Scorecard for the Hotel Paris International Corporation* Figure 3–13 Note:*(An abbreviated example showing selected HR practices and outcomes aimed at implementing the competitive strategy, To use superior guest services to differentiate the Hotel Paris properties and thus increase the length of stays and the return rate of guests, and thus boost revenues and profitability).
© 2005 Prentice Hall Inc. All rights reserved.3–34 Key Terms competitive advantage HR Scorecard leveraging metrics mission strategic control strategic human resource manager strategic management strategic plan strategy SWOT analysis value chain analysis vision
Designing Network Management Services © 2004 Cisco Systems, Inc. All rights reserved. Designing the Network Management Architecture ARCH v1.24-1.
Chapter 2: Managing the Agribusiness. Managers Task Managers must efficiently combine human, financial, and physical assets to maximize long run profits.
LEADERSHIP SKILLS. Many years of experience in Exploring have shown that good leadership is a result of the careful application of 11 skills that any.
HUMAN RESOURCE MANAGEMENT.? TOPIC:-. HRM IS AN ART WHICH MEANS: HRM IS AN ART WHICH MEANS: ATTRACT THE PEOPLE ATTRACT THE PEOPLE RETAIN THE PEOPLE RETAIN.
Innovation Strategy Management Lecture 6. Programme Part 1 – The basis of Innovation Part 1 – The basis of Innovation Part 2 – Innovation and New Product.
Management Information Systems A Strategic Business Perspective Management Information Systems A Strategic Business Perspective.
Introduction to Emotional Intelligence. What is Emotional Intelligence? Emotional intelligence is a set of emotional and social skills that collectively.
Innovation Strategy Management Lecture 7. Programme Part 1 – The basis of Innovation Part 1 – The basis of Innovation Part 2 – Innovation and New Product.
Creatig by the early days George was launched in 1990 when George Davies spotted a niche opportunity that no one else could see; for quality, value clothing.
Kotler Keller PhillipKevin Lane Marketing Management 14e.
TOTAL QUALITY MANAGEME
Innovation Strategy Management Lecture 5. Programme Part 1 – The basis of Innovation Part 1 – The basis of Innovation Part 2 – Innovation and New Product.
1 Where is the O(penness) in SaaS? Make sure youre ready for the next wave … Jiri De Jagere Senior Solution Engineer, Progress Software Session 123.
ORGANIZATIONAL BEHAVIOR. Definition OB is defined as a systematic study of actions and reactions of individuals, groups and sub systems.
Business Coaching for increasing organizational effectiveness (reported ROI – up to 600%) October 2012.
Management Information Systems An Introduction Management Information Systems An Introduction.
CHAPTER 6 Managing change and Innovation There are two types of forces.
Management About Management Management involves the utilization of human and other resources (such as machinery) in a manner that best achieves the firms.
© 2005 Cisco Systems, Inc. All rights reserved. BGP v3.23-1 Route Selection Using Policy Controls Using Multihomed BGP Networks.
CHAPTER 8:FOUNDATIONS OF GROUP BEHAVIOR Ms. Long MGT 3320 CMSU.
Introduction to the field You will become aware of the concepts and tools that are now being employed by companies around the world as they craft efficient.
In The Name Of Allah, Most Gracious And Most Merciful.
© F r a n k f u r t – S c h o o l. d e Competency Gap Analysis as a part of Human Resources Development System for Middle Management 6th Azerbaijan Microfinance.
© 2005 Cisco Systems, Inc. All rights reserved. BGP v3.25-1 Customer-to-Provider Connectivity with BGP Connecting a Multihomed Customer to Multiple Service.
Introducing Cisco Network Service Architectures © 2004 Cisco Systems, Inc. All rights reserved. Introducing the Network Design Methodology ARCH v1.21-1.
Studying abroad. Many students choose to attend schools or universities outside their home countries. Why do some students study abroad? Use specific.
Innovation Strategy Management Lecture 11. Programme Part 1 – The basis of Innovation Part 1 – The basis of Innovation Part 2 – Innovation and New Product.
BSc (Hons) Social Work Working Across Organisations Assessment Event Briefing. An overview of the teaching within this unit and briefing on the assessment.
Introduction to ISO9001:2008 Have a quality manual – the system framework Create documents including a quality policy, core processes, objectives, procedures,
FINANCIAL UNIVERSITY UNDER THE GOVERNMENT OF THE RUSSIAN FEDERATION Foreign Languages-2 Department The Job of HR manager Margarita V. Ryazantseva PhD,
Introducing Cisco Network Service Architectures © 2004 Cisco Systems, Inc. All rights reserved. Introducing the Cisco AVVID Framework ARCH v1.21-1.
A PERSUASIVE ESSAY WRITING AN ESSAY 25.07.2015 1 Sokolova L.L.
What do you know about European Day of Languages? 11.08.20151.
© 2006 Cisco Systems, Inc. All rights reserved. HIPS v3.06-1 Using CSA Analysis Configuring Application Behavior Investigation.
© 2009 Avaya Inc. All rights reserved.1 Chapter Two, VoiceMail Pro Components Module Two – Actions, Variables & Conditions.
© 2006 Cisco Systems, Inc. All rights reserved. MPLS v2.26-1 Complex MPLS VPNs Introducing Central Services VPNs.
1/21 Quality Management Principles. 2/21 Quality Management Principles Outline Introduction the to 8 QMPs Implication of the principles Application of.
© 2005 Cisco Systems, Inc. All rights reserved. BGP v3.23-1 Route Selection Using Policy Controls Applying Route-Maps as BGP Filters.
OPERATION and PRODUCTION STRATEGY Operations strategy is concerned with setting broad policies and plans for using the resources of a firm to best support.
1 - 1 Accounting role as element of a control system of any organization Soniev Jamoliddin.
People can/should control nature, their own environment and destiny. The future is not left to fate. Result: An energetic, goal-oriented society.
© 2006 Cisco Systems, Inc. All rights reserved. HIPS v3.02-1 Configuring Groups and Policies Configuring Policies.
© 2009 Avaya Inc. All rights reserved.1 Chapter Three, VoiceMail Pro Advanced Functions Module Four – Voicemail Campaigns.
Module 1, Part 1: Introduction and The VMP Slide 1 of 22 © WHO – EDM Validation Supplementary Training Modules on Good Manufacturing Practices.
Functional modeling of processes in the development of new technical solutions Kozhevnikova V.I. Scientific advisor: Chizhiumov S.D.
© 2005 Cisco Systems, Inc. All rights reserved.INTRO v2.11-1 Building a Simple Serial Network Understanding the OSI Model.
المعلم : خالد محمد بكري الدرس : الكوارث الطبيعية الصف : الأول الثانوي مقدم إلى المدربة الفاضلة : منى البطانية.
PREFACE PREFACE Strategic Management is all about managing the enterprise to achieve superior performance. Strategic Management is all about managing the.
© 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama t e n t h e d i t i o n Gary Dessler.
PRODUCTION MANAGEMENT. PROJECT Ideas/concepts Bridges/dams Buildings Airports Factories Manufactured Goods.
© 2005 Cisco Systems, Inc. All rights reserved.INTRO v2.19-1 Managing Your Network Environment Managing Cisco Devices.
Supporting must have skills - Getting prepared for the future Smolyan/Bulgaria 04.12.2012.
Innovation Strategy Management Lecture 12. Programme Part 1 – The basis of Innovation Part 1 – The basis of Innovation Part 2 – Innovation and New Product.
Isayeva Anastasia 9 «Б». What is a lawyer? Lawyer (lat. Advocatus - from advoco - invite) - a person whose profession is to provide qualified legal assistance.
What is conflict? Conflict is a process in which one party believes that its interests are being opposed or negatively affected by another party.
Designing Enterprise Edge Connectivity © 2004 Cisco Systems, Inc. All rights reserved. Designing the Internet Connectivity Module ARCH v2.13-1.
Designing Security Services © 2004 Cisco Systems, Inc. All rights reserved. Evaluating Network Security Policies ARCH v1.26-1.
LIDA VARDANIA SENIOR INVESTMENT OFFICER Microfinance –A Risky Business? 1.
Chapter 6: Motivation You want me to do what?. Copyright © 2002, Prentice Hall 2 Motivating Employees: Objectives Diagnose work-performance problems Develop.
Chapter# 8 Strategic Management Chapter# 8 Strategic Management www.facebook.com/elite4118–1 Presented By: Farhan Khalid MBA –Section E (Elite)
NEW Business NEW Business. What is business? A business can be defined as an organization that provides goods and services to others who want or need.
PERT/CPM PROJECT SCHEDULING Allocation of resources. Includes assigning the starting and completion dates to each part (or activity) in such a manner that.
HIPPO-PROJECT English in the Borderline Schools Bad News! Your plane has crashed somewhere off the coast of Borneo. A small group of survivors has managed.
© 2006 Cisco Systems, Inc. All rights reserved.BSCI v3.01-1 Describing Network Requirements Network Requirements.
The waterfall model is a popular version of the systems development life cycle model for software engineering. Often considered the classic approach to.
Dynamic Designer Is the easy way for you to cut as much as 80% from the time and cost of getting your new products to market, and improving the old ones.
ORGANIZATION STRUCTURE 1. TYPES Line Organization Functional Organization Line and Staff Organization Project Organization Matrix Organization 2.
Materials Evaluation. Objectives: by the end of the session the participants will have by the end of the session the participants will have got familiarized.
© 2006 Cisco Systems, Inc. All rights reserved. HIPS v3.06-1 Using CSA Analysis Generating Behavior Analysis Reports.
Describe a movie which made a strong impression on you. You should say: which movie it was – the name what the movie was about who the main stars were.
The Stock Market What Is It?. Introduction Why do people start businesses?
Choosing a career and getting a job are two things any person passes through in his life. There are many professions and it is not an easy task to make.
THE ENGLISH LANGUAGE IN THE MODERN WORLD. CULTURE With English, you can always communicate with business partners to participate in international conferences,
Organizing Meaning Delegating Authority & Responsibility. Organizing is key to success of business. Hanry Fayol converted a company which stood on the.
7/25/20151 Quality Management Systems (QMS) Overview.
According to the reporters research, the logistics industry is currently facing some problems such as capacity, infrastructure, security, rising truck.
FUP Framfab Unified Process Strategic Level Project Level A client team works cross-projects and analyzes the clients situation and develops the clients.
Innovation Strategy Management Lecture 10. Programme Part 1 – The basis of Innovation Part 1 – The basis of Innovation Part 2 – Innovation and New Product.
© 2004 Cisco Systems, Inc. All rights reserved. IPTX v2.06-1 Module Summary Quality of Service (QoS) is the ability of the network to provide better or.
Escalating TAC Service Request © 2004 Cisco Systems, Inc. All rights reserved. IPTT v4.07-1 TAC Service Request and Telephone Service Providers.
Quality Management System Understanding our QMS for the achievement of organization and business success.
© 2005 Cisco Systems, Inc. All rights reserved.INTRO v2.17-1 Connecting to Remote Networks Understanding WAN Technologies.
To start with, choosing a future profession is one of the most important decisions in our life. A person passes almost half of her/his life at work. There.
© 2006 Cisco Systems, Inc. All rights reserved. MPLS v2.26-1 Complex MPLS VPNs Using Advanced VRF Import and Export Features.
Teaching Methods C&G 7303 – Preparing to Teach in the Lifelong Learning Sector.
Teacher of English – Polishchuk N.M 1. The passive model of learning 2. The active learning model 3. Interactive learning model.
© 2006 Cisco Systems, Inc. All rights reserved. MPLS v2.24-1 MPLS VPN Technology Categorizing VPNs.
Autodesk Inventor ® Professional www.amsystems.com Design, Validate and Document the Complete Machine Autodesk Inventor ® Professional Introduction.
Designing Virtual Private Networks © 2004 Cisco Systems, Inc. All rights reserved. Designing Remote- Access VPNs ARCH v1.29-1.
Yogesh Mehla www.techsapphire.in. Now concept of logic building is not so complex and not so simple. We will not work on how to make logic program in.
SCHEDULE CONTROL CHAPTER 11 Chapters 9 and 10 established a baseline plan and a schedule, respectively for the consumer market study project. Once a.
Strategy / Business Development Technique Communication / Design.
Plan: Key English Test (KET) Preliminary English Test (PET) First Certificate in English (FCE) Certificate in Advanced English (CAE) Certificate in Proficiency.
Cultural Features In Management. The meaning of management Management activity is one of the deciding factors of effective work of the firm in a free.
© 2005 Cisco Systems, Inc. All rights reserved.SND v2.01-1 Module Summary Applying an effective security policy is the most important step that an organization.
The McGraw-Hill Series Managerial Economics Thomas Maurice eighth edition Chapter 1 Managers, Profits, and Markets.
© 2006 Cisco Systems, Inc. All rights reserved.ISCW v1.01-1 Network Requirements Describing Network Requirements.
The most popular professions in America. Statistics : In 2012, half of the popular professions were health workers. U.S. Bureau of Labor Statistics reports.
Еще похожие презентации в нашем архиве:
© 2017 MyShared Inc. All rights reserved.