...summary of the contents of the document.] | Abstract This essay covers the economic, legal and social environment factors impacting Samsung and Apple. Tough economic conditions are forcing them to take their fight to the emerging markets. Social factors are forcing them to operate locally while being global companies while legal factors are making them to fight over patent infringement etc. The organizational culture is impacting their performance so they are trying to make it positive by involving employees in the decision making and making them more autonomous. The leadership style is pretty aggressive and they are taking higher risk to gain higher returns. Technological advancements means the rivals are also customers and vendors of each other as well. I have selected Samsung as it is the company for which I want to work after graduation. Samsung is famous for its electronic products specially smartphones and smart TVs. My second selection as per requirement is Apple Inc. Samsung’s biggest rival. Economic Environment Economic environment is particularly important for both Samsung and Apple because both are working in numerous developing and developed economies and are expending upon their foot prints globally. Economic factors are particularly worrying for both the companies as the economic crisis has negatively impacted the purchasing power of the consumers in the developed market hence forced them to look to the emerging markets for profitable ventures. Their...
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...Project Human Resources 560 Illia Kifa Sean Farrell The Future of Human Resources 1. Role of HR 2. HR Competencies 3. Future challenges for HR 4. Transforming process and critical success factors Introduction There has been some very important changes in the economy and business in the past two decades. The economies are merging creating a global market. The role of the Human Resource Manager is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources. The role of HR has become more vital and important for each organization. It has a broader range of responsibilities and influence on the business path of an organization. Human Resources is switching from administrative and operational role to a strategic role, which makes a bigger impact on the economical well being of a company. HR should not be defined by what it does but by what it delivers – results that enrich the organization’s value to customers, investors, employees. David Ulrich 1. Traditionally HR is viewed that it performs basic functions or roles for an organizations: - Administrative role has been heavily oriented...
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...At the beginning of the 21st century the forms of change within organisations have been innovatory and a widespread conviction has arisen as to the revolutionary nature to such changes as a sign of the times, (Pettigrew & Massini, 2003). While Tushman & O’Reilly III (1996) argue that the industry level of studies has not been helpful in illustrating the path of organisation’s change, Greiner (1972) outlines a corporate growth model in order to provide a useful framework in understanding organisational change. Psychologists believe that learning as a human behaviour can be defined as the relatively permanent change in actions as a result of experience or practice, (Baars, 1986). Reflecting and highlighting this concept in relation to an organisation it is subsequently essential to look at organisational change from a historical perspective as organisations learn from their own experiences. Thus innovations in terms of evolutionary and revolutionary change occur at each organisational growth level as determined by Greiner (1972). To answer these fundamental questions about the nature of organisational change it is vital to distinguish between two levels of change. Similarly the factors that directly influence organisational behaviour and organisational features that determine these factors should be examined in turn need to be considered. In line with Greiner’s (1972) theory each of the organisational elements and processes are shaped by its choices implied in the consciousness of...
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...a more strategic role? 4. INTRODUCTION There has been a dramatic shift in the role of human resource management (HRM) in recent decades. Traditionally, the HR function has been viewed as primarily administrative, focusing on the level of the individual employee, the individual job, and the individual practice (Becker, Huselid, and Ulrich, 2001), with the basic premise that improvements in individual employee performance will automatically enhance organizational performance. In the 1990s, an emphasis on strategy and the importance of HR systems began to emerge. Both researchers and practitioners began to recognize the impact of aligning HR practices with organizational strategy. HR has now emerged as a strategic paradigm in which individual HR functions, such as recruitment, selection, training, compensation, and performance appraisal, are closely aligned with each other and also with the overall strategy of the organization. This new approach of managing human resources has introduced a more strategic role of HRM in an organization. Globalizations, technological advance, changes in the nature of work, changes in workforce demographics are the factors that demand more strategic role of HRM in management. In order to play a more strategic role as a HR manager you need to involve in many tasks like creating strategy execution role, creating formulation execution role, creating a strategic HRM system, creating high-performance-work system, translating strategy into HR policy...
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...Achieving and Maintaining Strategic Competitiveness in the 21st Century: The Role of Strategic Leadership Author(s): R. Duane Ireland and Michael A. Hitt Source: The Academy of Management Executive (1993-2005), Vol. 19, No. 4, Classic Articles from AME (Nov., 2005), pp. 63-77 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/4166206 Accessed: 10-05-2015 07:37 UTC REFERENCES Linked references are available on JSTOR for this article: http://www.jstor.org/stable/4166206?seq=1&cid=pdf-reference#references_tab_contents You may need to log in to JSTOR to access the linked references. Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/ info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Executive (1993-2005). http://www.jstor.org This content downloaded from 203.101.161.82 on Sun, 10 May 2015 07:37:52 UTC All use subject to JSTOR Terms and Conditions I Academy of Management Reprinted from 1999, Vol. 13, No. 1 Executive...
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...Economics Global Business Management: Current Trends and Practices Michael Wisma Saint Joseph College of Indiana Today, problems associated with global business management have been identified as factors that negatively impact the performance and productivity of multinational corporations and in turn, adversely affect regional and national economic growth. While factors related to logistics and distribution are important when selecting international suppliers, they are inadequate when considered in isolation of internal and external forces. This paper engages in a comprehensive and systematic analysis of global supply chain management, particularly in terms of micro and macro cultural considerations. INTRODUCTION Organizations are facing increased global competition, economic uncertainties, and changing markets. Technology is changing the way we conduct business and manage information. Outsourcing of significant functions within businesses and organizations complicates the landscape of supplier relations. Suppliers and vendor partners may be located in the same city, region or country. But they are just as likely to be located halfway around the world, adding new challenges to business management. The growth of international strategic partnerships has risen exponentially in the last twenty years. Competing in a global marketplace has made it increasingly important to align business strategies with a risk management strategy that includes strengthening global supply...
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...infrastructure that will promote a free-flow of information and knowledge throughout the organization. In order to understand how these two areas are related, we need first to understand the knowledge-based economy: What is it, and how do we know it is happening? Is it really new or unique? What are its effects and what does it mean to us? We begin by looking at four emerging trends now occurring in the global economy: Trend 2 A New, Globalized Market Infrastructure is Emerging Growing Global Competition CENTER FOR The reason that new computing and telecommunications technologies are so economically revolutionary in their nature is that they allow ideasin the form of techniques, research results, diagrams, drawings, protocols, project plans, chemical formulae, marketing patterns, etc.to be distributed instantaneously and in a comprehensive way to anyone, anywhere around the world. As a result, an interconnected global environment is emerging. This unbounded economic framework, in turn, provides organizations not only with vast new market opportunities, but also with an enormous potential pool of labor worldwide as improved communications and low-cost transport allow direct access to both high and low-skilled workers globally.But this trend has gone well beyond simply allowing advanced economies to take advantage of low labor costs in foreign countries. Developing...
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...1.0 INTRODUCTION 1.1 GLOBALIZATION Globalization carries many perspectives, e.g. globalization of travel, tourism, trade or economy. “ Short and Kim (1999 ) see globalization as the stretching of activities across the globe. Shaw and Williams (2002) regard the globalization phenomenon as a spatial widening of the linkages between places, leading to the internationalization of cultures, global flows of goods and services and increased competition. According to Cooper et al (1998), the crux of globalization is in the increase in world-wide business and trade between multi-national and trans-national corporations, irrespective of their geographical locations.” [ Mpofu : JBAS Vol. 1, No. 2, Sept. 2009 ]. Understanding it in an economic sense, globalization renders world-wide scope to changes in the Political, Economic, Social, Technological, Environmental and Legal ( PESTEL ) domains of national governments, resulting in increased inter-dependence amongst nation-states, inter-action and integration between peoples, and ease of conduct of business across geographically spread countries. In creating competitive environments and bringing about reciprocal benefits, nation-states co-operate in facilitating ease of travel, lifting trade barriers for movement of goods and services, facilitating conducive environments for conduct of business, easing entry-exit laws on legal movement of people across national boundaries, and embracing international labour-related laws to tap...
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...Maintaining the “Single Samsung” Spirit: New Challenges in a Changing Environment Caryn Ng Kar Yan B1102572 Keah Mei Sian B1102580 Nur Fathiha Bte Johan Ariffin B1100381 Mohd Roshan bin Mohd Yusop B0101223 Sarkunarajah S B1001971 Wan Arjunaidi Bin Awang @ Wan Abdul Halim E0300073 Abstract Samsung portrayed a very interesting and impressive success story in every aspect of development. Although they were hit hard by financial crisis in 2009, Samsung survived the ordeal with their impressive financial performance. The astonishing part of their achievement is mostly guided by internal management capability, positive aligned culture and belief system that empowering human capital is the foundation in building and maintaining a great organization. Their strong belief system in emphasizing and investing on employees well being pays off when they become the leading company beating some of the top companies such as Sony, Apple and HTC. The process and development of human capital was never an easy matter for Samsung, in fact the culture has been practiced and improvised regularly ever since 1950 to fit to the demand and maturity of the current society and technology. Nevertheless at the end, Samsung indeed make a marked in the world with sustaining a Single Samsung culture. 1. Perform a PEST on Samsung and identify the change drivers POLITICAL | ECONOMIC | * Work hand in hand with the government; consist the same agendas and values.Change...
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... governments and groups in society as a result of environmental turbulence; outline the nature of chaotic and turbulent environments and the implications of these for long-term planning and flexible working; reflect on the differences between predictable and unpredictable change and the implications of this for organisations; understand the characteristics of the advantages and drawbacks of flexible working; discuss the influences that the changing international business environment and, in particular, the trend towards flexible working, have upon individuals and groups in the social community; explore environmental scenarios; discuss the future role of government and understand the environmental forces acting on public sector organisations. Key concepts dynamism, complexity, uncertainty and turbulence predictable and unpredictable change chaos theory futurology long-term planning environmental scenarios and planning flexible working demographic time bomb social inclusion and exclusion interventionist and laissez-faire government. Chapter 9 Globalisation, challenges and changes 3 07 Dealing with unexpected changes Minicase 9.1 Twice in the last decade events have shown how vulnerable an advanced society can be. On both occasions fuel prices in the UK had risen substantially above the general price index due to government tax policies and global price increases. Businesses, in particular farmers and hauliers,...
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...STRATEGIC MANAGEMENT ASSIGNMENT ASSIGNMENT ON ANALYSIS OF THE SECTOR USING PORTERS DOUBLE DIAMOND MODEL ON INDIAN AUTOMOBILE INDUSTRY Submitted To Prof. A. K. Kher Submitted By Rameez Bagban 03 Shahanawaz Mujawar 11 For the academic year 2014-15 INTRODUCTION: The Indian automobile industry is one of the key drivers of industrial growth and employment, which will gain rapid importance. In order to accelerate and sustain growth in the automotive sector, a roadmap is needed to steer, coordinate and synergize the efforts of all stakeholders. Exogenous and endogenous factors affecting industry also affects the competitiveness of the firms. Competitiveness captures the awareness of both the limitations and the challenges posed by global competition as an exogenous factor. Underdeveloped economies tend to be competitive by producing cheaper products, developing economies by producing better products, and developed economies by producing innovative products continuously. Though Indian automobile manufacturers are manufacturing innovative products and leading India to a new summit, there are various roadblocks, which prevent this industry from being a global player. COMPETITIVENESS DEFINED: Competitiveness has emerged as a paradigm towards the economic development. Michael Porter has defined competitiveness as productivity with which a nation utilizes its human, capital and natural resources. To understand competitiveness, the starting...
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...Chapter 1 Introduction 1. Background Strategic Human Resource Management (SHRM) has been, and remains, one of the most powerful and influential ideas to have emerged in the field of business and management during the past twenty-five years. Policy makers at government level have drawn upon the idea in order to promote ‘high performance workplaces’ and ‘human capital management’. Within business corporations, the idea that the way in which people are managed could be one of, if not the most crucial factor in the whole array of competitivenessinducing variables, has become a widely accepted proposition during this period. Many management consultancy firms – both large and small – have built substantial businesses by translating the concept into frameworks, methodologies and prescriptions. And, not least, academics have analysed, at considerable length, the meaning, significance and the evidence base for the ideas associated with SHRM. The central idea – broadly stated – is that while for much of the industrial age, ‘labour’ was treated as an unfortunate ‘cost’, it became possible to view it in an entirely different light; as an ‘asset’. Economists and accountants routinely classified labour as one the main ‘variable costs’. Accordingly, procedures and managerial systems were aligned with this view. Labour was seen as plentiful and dispensable. Little thought was given to its recruitment, little investment was made in its development...
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...to case text “In particular customers express extreme dissatisfaction with the order information process” (Bowersox, 2013). The technology that was being used in the WCC North America does not have any sophistication to let customers tracking their order through all the WCC North America operations. There is not enough communication and exchange of data between the departments that enables customers to track the order. Technology that the WCC North America possess does not allow them to monitor inventory or commit to suppliers about materials. Another major issue for WCC North America is most of its division sales are declining except the customer specialty products because of additional capacity that is being manufactured by developing countries is making WCC North America lose sales and has increased cost of distribution and marketing for its products. WCC North America were unable to keep up the pace with changing technology and expansion of global economy. The availability of cutting edge technologies can make any company lower its cost. “The determination of where to focus chemical operations is also becoming increasingly complex as the geographic nature of industry changes economically” (Bowersox, 2013). Due to the economic uncertainties in the world it is becoming difficult to WCC North America to select a country and concentrate its operations. WCC North America is facing a tough time maintaining finished goods inventory due to its size and distribution network. Handling...
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...Organizational Change management for competitiveness edge in Safaricom Kenya limited Introduction: In today’s uncertain economic climate, many organizations are forced to make changes in order to survive. They are needed to react quickly to the global revolution while at a local and national level have to keep up with new technology and competition if they want to stay ahead of the game. In an ever-changing global economy, Johnson and Scholes (2003) notes that organizations must find ways for operating by developing new competences as the old advantage and competences gained is quickly eroded owing to environmental changes. Because of the fact that changes are a necessity in private as well as public sector, every organization must change with the environment otherwise, it would become irrelevant. Kotter (2007,p 101) observes that changes in the service institutions arise out of the need for efficiency, economy, effectiveness, performance evaluation ethics and market concerns. Rising demand for services and expectations of quality of those services have placed extreme pressure on managers and their organizations, depicting change as a continuous episode in the life of corporations. This implies that an organization that fails to introduce their planned change successfully pays a high price. Failure leads to loss of market position and credibility with stakeholders as well as decreased morale among management and staff resulting in a de-motivated workforce...
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...MACRO FACTORS AFFECTING BUSINESS ENVIRONMENT SUBMITTED BY: AAYUSH VERMA INTRODUCTION A business firm is an open system. It gets resources from the environment and supplies its goods and services to the environment. There are different levels of environmental forces. Some are close and internal forces whereas others are external forces. External forces may be related to national level, regional level or international level. These environmental forces provide opportunities or threats to the business community. Every business organization tries to grasp the available opportunities and face the threats that emerge from the business environment. The term business ‘typically’ refers to the development and processing of economic values in society. Normally, the term is applied to portion of economic activities whose primary purpose is to provide goods and services for society in an effective manner. It is also applied to economics and commercial activities of institutions which having other purposes. Business may be defined as “the organised effort by individuals to produce goods and services to sell these goods and services in a market place and to reap some reward for this effort.” Functionally, we may define business as “those human activities which involves production or purchase of goods with the object of selling them at a profit margin”. Business organizations cannot change the external environment but they just react. They change their internal business components...
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