...Strategic Management Process Paper Miguel Valdez MGT/498 August 17, 2015 Paul Kramer Strategic Management Process Paper Describe the primary components of a strategic management process, and indicate why a strategic management process is needed for a company. Strategic Management is a set of managerial decisions and actions that determines the long-run performance of a corporation. It includes environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The study of strategic management, therefore, emphasizes the monitoring and evaluating of external opportunities and threats in light of a corporation’s strengths and weaknesses. Environmental scanning is the monitoring, evaluating, and disseminating of information from the external and internal environments to key people within the corporation. Its purpose is to identify strategic factors those external and internal elements that will determine the future of the corporation. The simplest way to conduct environmental scanning is through SWOT analysis. Which, SWOT is an acronym used to describe the Strengths, Weaknesses, Opportunities, and Threats, that are strategic factors for a specific company. The external environment consists of variables that are outside the organization and not typically within the short-run control of top management. These variables form the context within which the corporation exists. However, the internal environment of a corporation consists...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...Qualification structure and syllabus CIMA Chartered Management Accounting Qualification 2010 December 2008 Contents CIMA now designs its qualifications in what we believe to be a unique way. Based on rigorous international primary research with all of our key stakeholders and involving the participation of over 6,000 individuals and organisations – members, students, employers (both existing and potential), CIMA tuition partners, universities and our examiner and marker team – we have designed a professional finance training and development solution that is second to none. I commend this revised CIMA Professional Qualification to you. It will be examined for the first time in 2010, so there is plenty of time to absorb the exciting changes contained in the pages that follow. A qualification focused on the future – fit for purpose, relevant and unique I am honoured to introduce the new 2010 Chartered Management Accounting Qualification to all of our stakeholders. With seismic shifts occurring in the world’s economy, coupled with accelerating concerns about the sustainability of our planet, never before has there been a greater need for organisations to train and develop their people to manage the impact of these changes. With this revised qualification CIMA remains true to its long and proud history of providing finance professionals with a difference – Chartered Management Accountants – who combine management and finance skills in a unique way and who fully understand...
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...strategic management process David Pollard and Sabine Hotho Dundee Business School, University of Abertay, Dundee, UK Abstract Purpose – The aim of this exploratory paper is to consider the strategic importance of crisis management and integration of crisis planning with the organisation’s strategy processes, in particular the utilisation of scenario planning as a crisis planning activity. Design/methodology/approach – A review of the crisis management literature was undertaken and key issues identified, subsequently strategic aspects of crisis management were developed in the context of scenario planning. Findings – The paper contains a discussion of major factors related to a strategic approach to crisis management and a more proactive approach to building relationships with the media. Particular attention should be given to the roles and responses of the media and agencies acting on behalf of the company, as both should been treated in the same way as other relatively powerful stakeholders. The authors suggest that firms can obtain significant advantages through proactive preparation for major relevant contingencies, and its incorporation into the strategic management process. Originality/value – This paper brings together the debate on the strategic position of crisis management with scenario planning processes to provide a mechanism for designing, evaluating and managing crisis futures. It should prove useful to managers considering the development of crisis management, especially...
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...Cornell University ILR School DigitalCommons@ILR Visiting Fellow Working Papers International Programs 3-1-2005 The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/ National and Plant Level Elaine Farndale Erasmus University Rotterdam, farndale@few.eur.nl Jaap Paauwe Erasmus University Rotterdam, paauwe@few.eur.nl Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/intlvf Part of the Human Resources Management Commons This Article is brought to you for free and open access by the International Programs at DigitalCommons@ILR. It has been accepted for inclusion in Visiting Fellow Working Papers by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level Abstract The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared...
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...Management Information System (MIS) Term Paper: Business Process Management (BPM) Professor: Dr.Ijaz A.Qureshi Abstract: A business process model consists of a set of activity models and execution constraints between them. A business process instance represents a concrete case in the operational business of a company, consisting of activity instances. Business Process Management has been referred to as a holistic management approach to aligning an organization’s business processes with the wants and needs of clients. It promotes business effectiveness and efficiency while striving for innovation, flexibility and integration with technology. BPM attempts to improve processes continuously. It is argued that BPM enables organizations to be more efficient, more effective and more capable of change than a functionally focused, traditional hierarchical management approach. Business Process Management includes methods, techniques and tools to support the design, enactment, management and analysis of operational business processes. It can be considered as an extension of classical workflow Management systems and approaches. Business Process Management has received much attention in the industrial engineering and management literature and its benefits are well known. Hence, there is confusion among public managers about how business process management concepts should be implemented. Business Process Management (BPM) has been identified...
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...Joimml of Marketing Management, 1994, 10, 703-723' Douglas Brownlie Department of Stirling, UK Organizing for Environmental Scanning: Reformations Enmrontnental scanning is one of the cornerstones of strategic marketing. A plethora of normative literature argues that it plays u key role in bringing information about the external environment to the attention of decision-makers in order that they can make better informed decisions. This literature also provides a rich source of ideas about how to go about environmental scanning, particularly dealing with the collection of data and the various techniques that can be used to analyse that data. Yet, empirical findings point strongly to the view that the low deeds of environmental scanning practice, diverge in some important respects from the high-minded prescriptions of the normative literature. Various explanations can be put forward for this. This paper considers those explanations. Specifically ii explores the assumptions and premises about the constructs of organization and environment which inform the strategic marketing literature. It argues the case for alternative images of organization and environment. And on the basis of this, proposes the concept of Marketing, University of O r t h o c l o x i e S a n d writerly environment scanning, embedding environmental scanning in broader political and cultural processes both within and Tvithaut the organization. Introduction Although environmental scanning has its...
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...Introduction The efficient management of any organization is the central driver of the constant achievement of the business and it is influenced by both the internal and external factors of the organization. It is vital that the Top Management aims to display successful leadership & management in organisation concurrently and in view of other duties & responsibilities. The Report aims to enhance the understanding regarding leadership & Managerial skills. This report will discuss the practices and management principles, will perform the review regarding potential as prospective manager, display managerial skills in the business & services context, and will develop a Career development plan for employment in the Business and services context. Discussion The diverse forms of Management styles are vital to the success or failure of any Business. The following are few of the Management Styles: Autocratic Management style: This form of Management style permits the Businesses to sustain a blue print if we require and how the company functions. This is due to the base of an Autocratic type of Management comes from concept of a nation which is govern by the dictator or the king. This type of management style permits the individual to make the final decisions regarding the business without the staff having any input but usually base the decision with staff in mind and what they assume is best for them (Batten, 2008). Democratic Management: The Democratic style of management is the style obtained...
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...: Leadership and Management Leadership and Management 1. Introduction The origins of management can be traced back to the age of mediaeval mercantilism or even earlier, yet the nature of business management as an applied science only really developed in the last century. In the modern context, business management is limited to one component of the economic system, namely the individual organization, whether it be a private business, a government corporation or, to a lesser extent, a non-profit seeking organization. Contemporary society consists of diverse organizations, including business enterprises, schools, hospitals, sport clubs, churches and political parties that contribute to the functioning of the community. The profitable performance of these organizations is dependent on attaining pre-designed objectives and to make its services as productive and efficient as possible. However, organizations do not achieve their objectives automatically. In addition to the human resources, physical resources and special know-how in a business organization, there is still one element that is necessary to direct all these resources and activities effectively towards the goals of the enterprise. That indispensable element is management and without it, no purposeful action is possible. The question that is raised within this context of traditional and contemporary views of leadership is how does this aspect coincide and interact with the practical ideals...
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...Wolverhampton Business School Management Research Centre __________________________________________________________________________________________________ A Review of the Concept of Organisational Learning By Catherine L Wang & Pervaiz K Ahmed Working Paper Series 2002 Number ISSN Number Catherine L Wang WP004/02 ISSN 1363-6839 Research Assistant University of Wolverhampton, UK Tel: +44 (0) 1902 321651 Email: C.Wang@wlv.ac.uk Professor Pervaiz K Ahmed Chair in Management University of Wolverhampton, UK Tel: +44 (0) 1902 323921 Email: pkahmed@wlv.ac.uk © University of Wolverhampton 2002 - All rights reserved A Review of the Concept of Organisational Learning _________________________________________________________________________________________ Copyright © University of Wolverhampton 2002 All rights reserved. No part of this work may be reproduced, photocopied, recorded, stored in a retrieval system or transmitted, in any form or by any means, without the prior permission of the copyright holder. The Management Research Centre is the co-ordinating centre for research activity within Wolverhampton Business School. This working paper series provides a forum for dissemination and discussion of research in progress within the School. For further information contact: Management Research Centre Wolverhampton Business School Telford, Shropshire TF2 9NT !01902 321772 Fax 01902 321777 2 Management Research Centre 2002 A Review of the Concept...
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...International Journal of Project Management 26 (2008) 38–43 www.elsevier.com/locate/ijproman Organisational project management: An historical approach to the study of PMOs Monique Aubry *, Brian Hobbs 1, Denis Thuillier Received 3 August 2007; accepted 9 August 2007 2 ` ´ ´ ´ Universite du Quebec a Montreal Business School, Department of Management and Technology, Montreal (Quebec), Canada, H3C 3P8 Abstract This paper aims at providing a grounded theoretical foundation on which to base a better understanding of organisational project management. This paper delivers empirical evidence that project management offices (PMOs) and organisational project management can be understood as part of an historical process within an organisational context, departing from the traditional boundaries of positivist project management theory. The history of PMOs in four organisations is documented and analysed. The evolution of the organisations and their PMOs is punctuated with events, tensions and changes. An historical process provides a better basis for the development of a theory on PMOs and more globally on organisational project management. Ó 2007 Elsevier Ltd and IPMA. All rights reserved. Keywords: PMO; Organisational project management; History; Process approach 1. Introduction Rethinking project management! This paper is aligned with the present vitality found in the movement to rethink the field of project management [1]. The project management research literature is opening...
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...resource carries out its tasks. This in turn, has a bearing on the achievement of the organisation’s goals. (Johnson, 1996. P 13 to 18) This paper seeks to discuss the new role of the Human Resource element that has emerged in the organisation. This role will be discussed through the use of the following categories: - Business Partner - Change Manager - Monitor - Innovator. These four categories are most basic to the functioning of the modern day organisation. The human resource or human capital element in the organisation ahs emerged as one that perpetuates this role at every level of the organisation through an effective integration of personal and organisational goals. (Johnson, 1996. P 13 to 18) Business Partner The first role of the human resource in today’s organisation is that of a business partner. This has come to the fore with the emergence of various service oriented companies that provide intensive marketing services along with the products that are being produced. The emergence of a marketing network has been crucial to companies like Bajaj Allianz Life Insurance, Oriflame Cosmetics and many others. (Green, 2002. P 111) The business partner method operates along the following lines, as depicted in the diagram below: Branch Manager ↑ Sales Team Manager ↑ Team of Business Partners (Sales...
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...issue and full text archive of this journal is available at www.emeraldinsight.com/2046-9012.htm EJTD 36,1 Employability and talent management: challenges for HRD practices Staffan Nilsson Centre for Policy Studies in Higher Education and Training, Department of Educational Studies, University of British Columbia, Vancouver, Canada, and HELIX VINN Excellence Centre, ¨ Department of Behavioural Sciences and Learning, Linkoping University, ¨ Linkoping, Sweden, and 26 Received 14 May 2011 Revised 15 August 2011 Accepted 16 September 2011 ¨ Per-Erik Ellstrom HELIX VINN Excellence Centre, ¨ Department of Behavioural Sciences and Learning, Linkoping University, ¨ Linkoping, Sweden Abstract Purpose – The purpose of this conceptual paper is to illuminate the problems that are associated with defining and identifying talent and to discuss the development of talent as a contributor to employability. Design/methodology/approach – The world of work is characterised by new and rapidly changing demands. Talent management has recently been the target of increasing interest and is considered to be a method by which organisations can meet the demands that are associated with increased complexity. Previous studies have often focused on the management of talent, but the issue of what exactly should be managed has generally been neglected. In this paper, the authors focus on discussing the substance of talent and the problems associated with identifying talent by using the following closely...
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...efficient management of any organization is the central driver of the constant achievement of the business and it is influenced by both the internal and external factors of the organization. It is vital that the Top Management aims to display successful leadership & management in organisation concurrently and in view of other duties & responsibilities. The Report aims to enhance the understanding regarding leadership & Managerial skills. This report will discuss the practices and management principles, will perform the review regarding potential as prospective manager, display managerial skills in the business & services context, and will develop a Career development plan for employment in the Business and services context. Discussion The diverse forms of Management styles are vital to the success or failure of any Business. The following are few of the Management Styles: Autocratic Management style: This form of Management style permits the Businesses to sustain a blue print if we require and how the company functions. This is due to the base of an Autocratic type of Management comes from concept of a nation which is govern by the dictator or the king. This type of management style permits the individual to make the final decisions regarding the business without the staff having any input but usually base the decision with staff in mind and what they assume is best for them (Batten, 2008). Democratic Management: The Democratic style of management is the style...
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