...Hupnan Resource Management GAINING A COMPETITIVE ADVANTAGE The Ohio State University JOHN R. HOLLENBECK Michigan State University University of Wisconsin-Madison ) Cornell University McGraw-Hill Irwin ENT; Preface vi 1 Human Resource Management: Gaining a Competitive Advantage 2 Enter the World of Business: Starbucks: HR Practices Help Focus on the Brew, Weather the Recession, and Prepare for Growth 3 Introduction 4 What Responsibilities and Roles Do HR Departments Perform? 5 Strategic Role of the HRM Function 7 Demonstrating the Strategic Value of HR: HR Analytics and Evidence-Based HR 10 The HRM Profession: Positions, Education, and Competencies 11 Competitive Challenges Influencing Human Resource Management 14 Key Terms 61 Discussion Questions 61 Self-Assessment Exercise 62 Exercising Strategy 62 Managing People Skill Shortages Make It Difficult to Fill Positions and Customer Orders 63 Twitter Focus 64 Notes 64 Parti The Human Resource Environment 69 2 Strategic Human Resource Management 70 The Sustainability Challenge 14 Enter the World of Business: HP's New Strategy 71 Evidence-Based HR 24 Introduction 72 Competing through Sustainability Volunteerism and Going Green Are Reaping Dividends for Employees, Communities, and the Environment 30 What Is a Business Model? 72 GM's Attempt to Survive 73 What Is Strategic Management? 74 Components of the Strategic Management Process 75 Linkage between...
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...Q1. What is resource based view of a firm? Ans. The resource-based view (RBV) is a way of viewing the firm and in turn of approaching strategy. Fundamentally, this theory formulates the firm to be a bundle of resources. It is these resources and the way that they are combined, which make firms different from one another. It is considered as taking an inside-out approach while analyzing the firm. This means that the starting point of the analysis is the internal environment of the organization. Resources of the firm can include all assets, capabilities, organizational processes, firm attributes, information and knowledge. In short resources can be considered as inputs that facilitate the organization to perform its activities. An organization’s resource should have four attributes to provide the potential for competitive advantage. These form the VRIN characteristics. Valuable - When resources are able to bring value to the firm they can be a source of competitive advantage. Rare - Resources have to deliver a unique strategy to provide a competitive advantage to the firm as compared to the competing firms. Consider the case where a resource is valuable but it exists in the competitor firms as well. Such a resource is not rare to provide competitive advantage Inimitable - Resources can be sources of sustained competitive advantage if competing firms cannot obtain them. Consider the case where a resource is valuable and rare but the competing organizations can copy them easily...
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...options in environmental or natural disaster proof structures (floods, fires, earthquakes, etc.) landscape designs for different environments (drought, boggy, etc.) solar heating or cooling designs lighting systems for large structures restoration methods for old and/or historic buildings aviation: wind shear problems and solutions pilot retirement or retention issues training and safety procedures global positioning systems runway incursion solutions aircraft fatigue competing materials for aircraft structures screening/security issues options in aircraft for corporate use small airport management biology/pre-med liability insurance/malpractice reform options in diagnosis or treatment medicare/medicaid issues wellness education physician education and training medical school curriculum updates--patient communication, grief training, etc. biomedical engineering: options in treatment/rehabilitation artificial joints or prosthetics (foot joints, etc.) competing tests (Pap, prostate, etc.) or treatment options materials options synthetic polymers for artificial...
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... data is not available. Questions Based on your data and personal observations, answer the following questions. 1. Does your data support the basic theory of island biogeography? Explain why or why not. * When increasing the island size, the data supports the basic theory of island biogeography. With regards to the distance factor, the data does not support this theory because there is not a steady increase of distance; the distance measurements are very scattered. 2. How does competition affect number of species present on an island? * Competition affects the number of species present on an island because they are constantly competing for food and resources in order to survive. In general, competition leads to a high number of one species over other species who are competing for the same resources. 3. Do you think (hypothesize) that these bird species would...
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...Module 3 – Priorities Learning resources Prescribed reading Radan & Stewart, chapter 7 Further reading Radan, Stewart & Vickovich, chapter 7, Essential cases Latec Investments Ltd v Hotel Terrigal Pty Ltd (1965) 113 CLR 265 Heid v Reliance Finance Corp Pty Ltd (1983) 154 CLR 326 Moffett v Dillon [1992] 2 VR 480 What is priority? Where two or more parties have valid but competing interests in the same property, the dispute is a priority dispute. Different rules apply to resolve priority disputes depending upon the nature of each party’s proprietary interests in the property. Factors relevant to the resolution of these disputes include: * which of the competing rights arose first in time; * whether the holder of the rights arising later in time was aware of any prior interests; * the conduct of the holder of the earlier interest. The rules for determining priority of interests should be studied in conjunction with Module 2 in this course and should also be considered in relation to competing assignments of equitable interests in the course on Trusts. The priority rules Competing legal interests The general rule for determining priority between competing legal interests is that priority is given to the one created first in time. Competing priority of company charges is determined by the Corporations Act 2001 (Cth). Competing equitable interests The general rule Where the competing interests are equitable, the general rule is that if the...
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...I. General Environment Analysis A. Demographic Segment: is concerned with a population’s size, age structure, geographic distribution, ethic mix, and income distribution. 1. Population Size: 2. Age Structure 3. Geographic Distribution 4. Ethnic Mix 5. Income Distribution B. Economic Segment: refers to the nature and direction of the economy in which a firm competes or may compete. 1. Inflation Rates 2. Interest Rates 3. Trade Deficits or Surplus 4. Budget Deficits and Surplus 5. Personal saving rates 6. Business saving rates 7. Gross Domestic products C. Political/Legal Segment: is the arena in which organizations and interest groups compete for attention, resources, and a voice in overseeing the body of laws and regulations guiding interaction among nations as well as between firms and various local governmental agencies. 1. Antitrust laws 2. Taxation laws 3. Deregulation philosophies 4. Labor training laws 5. Educational philosophies and policies D. sociocultural Segment: is concerned with a society’s attitude and culture values. 1. Women in the workforce 2. Workforce diversity 3. Attitudes about the quality of work life 4. Shifts in work and career preferences 5. Shifts in preferences regarding products and service characteristics E. Technological Segment: the institutions and activities involved in creating new knowledge and translating the knowledge into new outputs, products, processes...
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...Chapter 1 Competing with Operations 1Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Chapter 1 Competing with Operations TRUE/FALSE 1. Operations management refers to the direction and control of inputs that transform processesinto products and services. Answer: True Reference: Operations Management Across the Organization Difficulty: Easy Keywords: operations management, inputs, process, transformation2. As a functional area of a business, Operations translates materials and services into outputs. Answer: True Reference: Operations Management Across the Organization Difficulty: Easy Keywords: operations management, inputs, process, transformation3. The three main line functions of any business include Operations, Finance and Marketing. Answer: True Reference: Operations Management Across the Organization Difficulty: Easy Keywords: operations management, inputs, process, transformation4. Support functions in an organization include Operations, Finance and Marketing. Answer: False Reference: Operations Management Across the Organization Difficulty: Easy Keywords: operations management, inputs, process, transformation5. Support functions in an organization include Accounting, Human Resources and Engineering. Answer: True Reference: Operations Management Across the Organization Difficulty: Easy Keywords: operations management, inputs, process, transformation6. A process...
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...Khalili Due Date: 7th June 2015 Executive Summary As the Competing Values Framework (CVF) has been considered as an important construct for management in a business, managers use CVF to guide and examine employees’ performance. This report will take advantage of three tools: First, CVF Instrument, to examine current competencies like communicating and leading teams and competencies require further development like setting goals; the next two are Communication Styles Survey and Situational Leadership Style Questionnaire to find out strong skills like driver style and delegating style, and weak style like amiable style and coaching style. Then, related theories and concepts will be applied and interpreted to analyse the examined current competencies and skills and how to develop them further based on academic researches and articles. In this report, face negotiation theory, transformational theory and goal-setting theory are mainly used to have a detailed explanation about the competencies. Finally, a personal action plan will be made aimed to improving the weak competencies. Key words: CVF framework, Face negotiation theory, Goal-setting theory, Transformation theory and Personal action plan Table of Content 1.0 Introduction 4 1.1 Aims of the report 5 1.2 Methodology 5 2.0 Theoretical Framework 5 2.1 Competing Values Framework 5 3.0 Analysis of personal management competencies 6 3.1...
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...unique all –in-one stylus for PDAs which also functions as regular ink pen. They have a successful utility patent and are facing a few challenges in patent infringement, marketing & distribution. Ttools has to decide whether they should compete, negotiate or litigate against Palm/IDEO for their product. To choose the best option going forward, we will look at the each of the options in depth and analyse the potential impact on the outcome. Competing against Palm Currently ttools uses Palm’s distribution channels (InSync online) to target potential customers. Competing against them would require ttools to aggressively spend resources on marketing and distribution channels that currently don’t exist. As the case mentions, the total cost of manufacturing a single unit costs approximately $2 with a mark-up of $9.95, the extra resources would drive the profit margins much lower. With a lower profit margin and lack of resources to scale the market, Palm would certainly out size ttools in pricing and marketing/distribution with an abundance of resources and large market share. Negotiate with Palm To continue using Palm as their primary distribution platform, ttools would effectively nullify their patent to reach an agreement. InSync platform reaches 50,000 of Palm’s customers, total potential revenue for ttools at $9.95 would be $400,000. Additionally, Palm would need to publish ttools’ product line on the catalogue to capture additional market. From Palm’s perspective, it does not seem...
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...for the problem? There are two primary problems with how X-philes Data Management Corporation handled the request for proposal. The first one was the lack of communication by the managers who selected the same vendor for two different projects. This problem led to the creation of the second problem which is proper resource allocation. When dealing with multiple projects with the same vendor, the company runs the risk of creating multiple interdependencies. Any resource allocation decisions made in one project by the vendor are likely to have ramifications in the other projects. According to Pinto, Some of the better known problems include inefficient use of resources, resource bottlenecks, ripple effects, and the heightened pressure on personnel to multitask (Pinto 2013). The personnel issue in particular, was a main cause of schedule slippage as employees quit at the contractor and they were unable to maintain sufficient staffing levels to keep the projects on track. While bottleneck’s restricts a vendor's ability to make money, they realize that the best way to maximize income is to fully exploit the bottleneck resource (Chakravorty & Atwater§, 2006). Who is at fault? This problem was caused by two sets of parties. The management at Yriskit Systems was overzealous in bidding on these projects without sufficient personnel to handle unexpected situations. They did not plan adequately for all possible contingencies. The lions’...
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...Changing Organizational Culture The Seven Step Change Model 12/10/2011 Urooj Khan MBA Regular 10739 Supervised By Ali Mujahid Table of Contents Culture and Organizational Culture 3 Culture 3 Organizational Culture 3 Influences on Culture 3 Cultural Measurement Dimensions 4 Changing Organizational Culture 8 Conclusion 13 Bibliography 14 Culture and Organizational Culture Culture The grand total of all the objects, ideas, knowledge, ways of doing things, habits, values, and attitudes which each generation in a society passes on to the next is what the anthropologist refers to as the culture of a group (Nord, 1972). According to Inkeles, culture is the social heritage, all the knowledge, beliefs, customs, and skills that are available to members of a society (Inkeles, 1964). The famous Dutch behavioral scientist, Geert Hofstede defined culture as the collective mental programming of a people in an environment. He later defined culture as the collective programming of the mind which distinguishes the members of one group from another (Muriithi N, 2003). Organizational Culture Edgar Schein says that organizational culture is developed over time as people in the organization learn to deal successfully with problems of external adaptation and internal integration. It becomes the common language and the common background (Schein E. , 1999). Culture starts with leadership, is reinforced with the accumulated learning of the organizational members...
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...REVIEW ON COMPETING FOR THE FUTURE BY GARY HAMEL AND C K PRAHALAD This book is providing tools and concepts need to focus on technically produced with strategic planning in order to achieve the future success for a company as it has described the method of reinvention to satisfy corporate needs to be achieved through experience and discovery in the critical situation where company’s were fallen flat by the lack of integration and to have a fresh change that make the employee to work. It also focuses on combining companies and corporate visions for function operations. This book was very insightful in the area of teaching senior and top management skills and qualities that need to be possessed to be a successful company. The core competencies are not product specific but some exceeding resources and patience of single business unit create more options in the market. Business needs involving continuous leverage of core competencies with major contribution at all level of management for building and nurturing sophisticated, and more positive, and strategic architecture as a high-level blueprint for the reconfiguring of the interface with customers. As strategic intent is strategic architecture’s capstone but it’s an ambitious and compelling strategic intent that provides the emotional and intellectual energy for the journey. They are trying to create ambitious aspiration for the future and all in its importance. Gary Hamel and CK Prahalad emphasize that companies are focusing...
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...analyse different management theories. In addition, the CVF (Competing Value’s Framework) will explain the different management approaches that are used in the present day. Moving on, the second part looks at the challenge that Morrison’s have faced in the recession. The management approach used at will be mentioned and frameworks such as the PEST and SWOT analysis will be looked at to further analyse Morrison’s. Lastly, a recommendation will be given to Morrison’s. 1.1 What is Management? Management involves organising resources to coordinate activities so that a business can achieve its overall objective. The origins of management can be traced back to the times of the famous Chinese general and philosopher, Sun Tzu, whose book, The Art of War, demonstrates his approach to management. To develop our understanding of management two definitions will be looked at and analysed. To start things off, F.W Taylor’s definition of management will be studied, ‘’ Art of knowing what is to be done and seeing that it is done in the best possible manner’’ (Taylor, F.W. 1911). Taylor uses the word ‘Art’ to explain that management in itself is a skill on its own and if a manager is able to perfect this skill, they will know how to get work done in the most efficient way. The second definition that will be analysed is by the author Kreitner, “Management is a problem solving process, where an organisation must use its scare resources efficiently in order to achieve its goal in a changing environment”(Kreitner...
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...of Looking inside for competitive advantage, a company's competitive advantage can be source out from its external opportunities and threats and its internal strengths and weaknesses. From these environmental factors, we can now pick up the strengths, weaknesses, opportunities and threats of the company. Along with these strengths, weaknesses, opportunities and threats, are resources and capabilities that either utilize the opportunities and strengths or counteract with threats and weaknesses of the firm. The author Jay B. Barney indirectly states that valuable tools are available to analyze external forces but there seems to be a lack of valuable tools to analyze internal Strengths and Weaknesses, in the article referred to as “internal attributes” or “resources and capabilities” that are built on a company’s financial, physical, human, and organizational assets. In order to overcome this gap Michael Porter and his associates have developed a number of these models and frameworks for analyzing environmental opportunities and threats. Porter worked on the "FIVE FORCES MODEL” * Rivalry among competing firms * Potential entry of new competitors * Potential development of substitute products * Bargaining power of suppliers * Bargaining power of customers These are few examples of firms who integrated internal strengths and weaknesses with external threats and opportunities * WalMart, a firm that has, for the last twenty years,...
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...Chapter 2 CHAPTER 2—STRATEGY, ORGANIZATIONAL DESIGN, AND EFFECTIVENESS MULTIPLE CHOICE 1. The chief of one police force emphasizes the number of arrests while another police chief emphasizes community outreach. Which effectiveness value is the second police chief most likely using? a. human relations b. open-systems c. rational-goal d. internal-process ANS: B PTS: 1 REF: 73 BLM: Apply 2. Top managers have a number of roles in the achievement of organizational effectiveness. Which of the following is included in an examination of the internal environment? a. opportunities b. weaknesses c. uncertainty d. resource availability ANS: B PTS: 1 REF: 52-53 BLM: Understand 3. Top managers have a number of roles in achieving organizational effectiveness. Which of the following is included in an examination of the external environment? a. threats b. mission c. production technology d. strengths ANS: A PTS: 1 REF: 52-53 BLM: Understand 4. What do the choices top managers make about goals, strategies, and organizational design have a tremendous impact on? a. organizational profitability b. organizational efficiency c. organizational effectiveness d. organizational market share ANS: C PTS: 1 REF: 53 BLM: Remember 5. What is top management doing when looking for strengths and weaknesses? a. assessing the external environment b. analyzing the competition c. evaluating the internal situation in order to define its distinctive competence d. determining the effectiveness...
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