...cycle shifts, and Internal company dynamics) • Change is aimed at competitive advantage (Uniqueness, Value, Difficult to imitate) • Change is sytemic and revolutionary - Reshaping organization's design elements • Change demands a new organizing paradigm (gamma change) • Change is driven by senior executives and line management (envisioning, energizing, and enabling) • Change involves significant learning - Must learn how to enact the new behaviors Intergrated Strategic Change - Extends traditional OD process into content oriented discipline of strategic management • Key Features: - Strategic Orientation - Stratic change capability - Individual and organizations are integrated into the process • Applications Stages (Strategic analysis, strategic choice, and design and implement the strategic change plan) Organization Design - Configures the organizations structure, work design, HR practice, and management to guide members' behavior • Conceptual Framework ( Strategy, Structure, Work Design, HR Practices, and Management / Information Systems) • Application Stages (Clarify design focus, designing the organization, and implementing the design Culture Change • Concept of Organization Culture (artifacts, norms, values, basic assumptions) • Organization culture and organization effectiveness - Culture affects performance through its influence on the organization's ability to implement change • Diagnosing Organization Culture - Requires uncovering and...
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...the performance management process, suggest the key processes that DSM needs to provide within its system in order to successfully link its key success factors (KSF). Provide a rationale for your suggestions. Dutch State Mines (DSM) originated in 1902 as a state owned mining company. The company has continued to evolve from petrochemicals business to a commodity chemicals business and now a specialties company. Its current fields include health, nutrition, and materials with a net worth of $9 billion annually. Similar to many other organizations that have withstood the test of time, DSM endured constant reinvention and up until the early 90s operated a traditional strategic planning process that included planning and budget cycles. Eventually this outdated process became too much of a routine and needed to be revamped. The company recognized that their strategic development was of poor quality, the link between strategy and performance wasn’t clear, and its strategies mainly focused on cost reduction. To enhance the quality of strategy development process, a new approach called the Business Strategy Dialogue (BSD) was introduced. This led to Corporate Strategy Dialogue (CSD) which proposed improvement of the corporate development processes. This initiative was part of the “Vision 2005: Focus and Value” campaign that was initiated to modernize the organization’s development processes to ensure alignment between strategies. An effective performance management process links the...
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...The Supply Chain Management Processes Keely L. Croxton, Sebastián J. García-Dastugue and Douglas M. Lambert The Ohio State University Dale S. Rogers University of Nevada, Reno Increasingly, supply chain management is being recognized as the management of key business processes across the network of organizations that comprise the supply chain. While many have recognized the benefits of a process approach to managing the business and the supply chain, most are vague about what processes are to be considered, what sub-processes and activities are contained in each process, and how the processes interact with each other and with the traditional functional silos. In this paper, we provide strategic and operational descriptions of each of the eight supply chain processes identified by members of The Global Supply Chain Forum, as well as illustrations of the interfaces among the processes and an example of how a process approach can be implemented within an organization. Our aim is to provide managers with a framework to be used in implementing supply chain management, instructors with material useful in structuring a supply chain management course, and researchers with a set of opportunities for further development of the field. “Streamlining crosscompany processes is the next great frontier for reducing costs, enhancing quality, and speeding operations”. Supply chain management is increasingly being recognized as the integration of key business processes across the supply chain...
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...unnecessary costs, achieving maximum efficiency, and implementing operations management strategies is increasing (Shaikh, 2009). To serve the different needs and expectation of various customers effectively, it is necessary to implement effective operational approaches, which enable the organization to meet the standards of particular industry. There are various operational approaches for a service and manufacturing organization, which are necessary for increasing the productivity and efficiency of the organization. I have chosen customer relationship management as an operational approach for service organization and supply chain management for manufacturing organization. Operational Approaches Customer relationship management is used to handle the organizations relationship with customers and also assists the front office business processes such as marketing, sales and service. Each contact with the customer is added to the contact history of the customer, which can be used later by the employees to analyze information from the customer's database. Enterprise service management is the most important approach used by service organization to achieve competitive advantage in the service industry. It aligns the whole organizational goal into business goal. It implements innovative rules of service within the service organization to provide better solutions. Supply chain management refers to planning, implementing and controlling all processes in an effective manner. It is an effective approach...
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...Introduction Case 4: Integrating Strategy and Human Resource Management is about how a business or organization can deal with situations as deregulation and ceilings on interest such as “People’s Bank”, a financial services company headquartered in Bridgeport, Connecticut where major changes took place to develop a market place orientation to its products and services. The internal and external structures of the financial service implemented strategic changes to their banking services and stock trading position. Added criteria included their employees who have participated in decision making participation for the purchase new technology. This summary considers some of the decisions that were contained to choose the right type of technology that worked for their environment and business in general (Greer, 2001, p. 156-157). Based on these descriptions of the experiences of People’s Bank, Ingersoll-Rand, Maid Bess, what is the unifying theme of the role played by human resource management? Human Resource Management (HRM) develops the company or organization’s integrated strategic planning processes by implementing the changes and technologies needed for a company’s growth and continued success and competition. HRM implements planning in the business unit and value chain unit. How this is done is setting goals for the organization and having alternative strategies for the business units in the marketing department for example, where the marketing department will further...
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...Quality Management Initiative Proposal Quality Management Initiative Proposal BJB Manufacturing Company is an organization with an eye on future growth and leaders committed to taking steps to achieve that goal. One very important step is embracing a total quality management program that will suit the needs of BJB, appeal to customers, and meet the necessary automobile industry standards. “In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work” (“Total Quality Management (TQM)”, n.d., para. 1). Team B has compiled a total quality management initiative proposal to include identification of stakeholders’ needs in relation to BJB’s products, an analysis of the high-end compact disc changers manufactured for automobiles and needs of BJB, a suggested total quality management approach that best fits, and the role the leaders will carry out in the quality process. Stakeholder Needs In analyzing the needs of the stakeholders, Team B must first identify the stakeholders, the roles they play, their interests, and their impact on the project. BJB Manufacturing is looking to enter a new market, becoming the sought-after source for factory installed high-end audio equipment for the automobile market. To accomplish this task BJB must develop a total quality management program to present to the automobile manufacturers. Team B has broken down the needs of the stakeholders into a Stakeholder Register...
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...Executive Summary Introduction Page # 2 3- 4 5 Company Review 6- 7 Business Analysis 8 - 11 HRIS Type/Comparison 12 - 14 HRIS Recommendation 15 - 17 Conclusion 18 Bibliography 19 2 Castle Business Plan Executive Summary Castle’s Family Restaurant being the successful family owned chain of restaurants completing in a dynamic yet economically challenged environment is to be commended. To continue to achieve the strategic business objectives of living out the corporate mission and expanding the current chain, the business plan set forth in detail will address current challenges being faced in payroll processes and the recommendations in addressing each of these needs so that the organization can meet and exceed current and future goals. Jay Morgan, operations manager, currently carries the responsibilities associated with payroll activities. Payroll processes are vital to the organization and the risks associated with implementing these activities are high. Implementing an automated Human Resource Information System (HRIS) will mitigate these risks and in turn will be beneficial to current and future objectives in growing the organization. Currently Castles utilize Compeat to address other aspects of the business; the recommendation set forth suggests Payroll and Workforce add-ons, which will integrate seamlessly with the current environment. The solution is cost effective and will reduce the opportunity of human error...
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...Int. J. Business Performance Management, Vol. 5, No. 1, 2003 1 Implementing performance measurement systems: a literature review Mike Bourne* and Andy Neely Centre for Business Performance, School of Management, Cranfield University, Cranfield, MK43 0AL, UK E-mail: m.bourne@cranfield.ac.uk *Corresponding author John Mills and Ken Platts Centre for Strategy and Performance, Institute for Manufacturing, University of Cambridge, Mill Lane, Cambridge, CB2 1RX, UK Abstract: Currently, there is a great interest in performance measurement with many companies attempting to implement the balanced scorecard. However, there is also evidence that many of these implementations are not successful. This paper reviews the different performance measurement system design processes published in the literature and creates a framework for comparing alternative approaches. The paper then proceeds to review the literature on performance measurement system implementations and concludes that the performance measurement literature is at the stage of identifying difficulties and pitfalls to be avoided based on practitioner experience with few published research studies. This paper is the first of two, the second going on to consider performance measurement implementation from the point of view of the change management literature. Keywords: Performance measurement; management process implementation. Reference to this paper should be made as follows: Bourne, M., Neely, A., Mills, J. and Platts...
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...that can be used for service and manufacturing organizations. It discusses the important operational approaches like Customer Relationship Management (CRM), Enterprise Service Management (ESM), Supply chain Management (SCM) and Decision Making Framework (DMF).\ To serve the different needs and expectation of various customers effectively, it is necessary to implement effective operational approaches, which enable the organization to meet the standards of particular industry. There are various operational approaches for a service and manufacturing organization, which are necessary for increasing the productivity and efficiency of the organization. I have chosen consumer relationship management as an operational approach for service organization and supply chain management for manufacturing organization. Operational Consumer relationship management: It is used to handle relationship with customers and assists the front office business processes such as marketing, sales and service. Each contact with the customer is added to the contact history of the customer, which can be used later by the employees to analyze information from the customer's database. This CRM practices the data of customer for a number of purposes such as to manage different campaigns, sales force automation and marketing automation. Enterprise service management (ESM): It is the most important approach used by service organization to achieve competitive advantage in the service industry. It aligns the...
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...INTERNATIONAL JOURNAL OF COMPUTERS Issue 4, Volume 6, 2012 Strategic and tactical success factors in ERP system implementation K. Curko1, D. Stepanic2, M. Varga3 Abstract— In order to successfully implement an ERP system it is necessary to properly balance critical success factors. By researching what the critical success factors in ERP implementation are, why they are critical, and to what extent they are relevant to users, consultants and suppliers, this paper seeks to identify critical success factors in ERP implementation and to understand the impact of each factor on the success of ERP system introduction. This paper lists ten critical success factors (CSF) providing two points of view: strategic and tactical. These are: top management support, a business plan and vision, top management support, change management program, project management, implementation strategies, project team, business process modeling and minimal customizations, monitoring and performance evaluation, software development, testing and troubleshooting, legacy systems. Keywords— ERP implementation, critical success factors, IT project, management I. INTRODUCTION Complex IT projects, such as developing and especially implementing ERP systems often fail. Many studies indicate a small success rate in terms of exceeding the time limit, budget and poor functionality of the new system. Successful ERP projects bring great benefits to the company, but can also be devastating to organizations...
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...an Information Security Management Program 6303 Barfield Road • Atlanta, GA 30328 Tel: 404.236.2600 • Fax: 404.236.2626 Security Strategy Development Information Security Management A sound information security management program involves more than a few strategically placed firewalls. These safeguards, while important, are only truly effective as part of an overall information security management system. The integration of existing security technologies and processes into a cohesive framework for security management will ultimately reduce inefficiencies and redundancy and ensure the manageability of those solutions. A comprehensive security program should contain the proper balance between people, processes and technology to effectively manage risk with minimal impact on normal business operations. In order to build an appropriate information security program, an organization should assess and define their specific security requirements, design a solution that meets those unique requirements, deploy the necessary policies, technology and procedures, and continuously maintain, adapt and improve that solution. An organization’s overall security strategy will provide a framework for defining those elements necessary in building and maintaining a sound security management program. Strategic planning can take many forms, but the end result should yield a documented approach for achieving goals set within the framework of a specific strategic objective. In the case of...
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...So, that raises the question of how senior management can link these two processes in order to ensure complete and effective strategy implementation. To answer that question, we need to find out what is missing between the steps of development and execution and what needs to be done to close this gap. While strategy is typically formulated by senior management, implementation is the responsibility of downstream supervisors and their staff. The result of this division of labor is that those employees who have to put the strategy into practice on the job often do not understand how exactly they can contribute to its implementation. To close the gap between formulation and implementation, senior management must ensure that strategy execution is integrated into the daily activities of every single employee. Consequently, the entire organization needs to focus on...
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... There are several functional departments that manage projects and have established standard processes and templates although these are not consistent across the organization. The PMO has developed a methodology and process, including standard tools and templates for project management to the implementation of the strategic programs of the company. 2. What is the operational relationship of the various locations vis-à-vis the implementation of strategies and execution of projects across these locations? Each strategic program has an assigned executive sponsor and is managed by a program leader. These program leaders are responsible for implementing the strategic projects across all Champion locations. 3. What type of organizational structure does Champion Technologies operate i.e. functional, projectized or matrix? The organization as a whole is largely functional, although as we continue to reorganize departments to better meet current and future challenges, we have some roles that have been matrixed. A matrixed organization has to be carefully monitored for conflicts where interdependencies lie so we follow a RACI model is these cases. In terms of the PMO, this is a small organization that reports to the President and CEO of the company. We serve as a functional interface with several executive leadership teams and the strategic Program Leaders. 4. What are the core values that underpin the company’s organizational culture...
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...1 Definition of Strategic Management Strategic management is the process where managers establish an organization’s long-term direction, set the specific performance objectives, develop strategies to achieve these objectives in the light of all the relevant internal and external circumstances, and undertake to execute the chosen action plans. Strategic management steps: • specifying an organization’s objectives, • developing policies and plans to achieve these objectives, • allocating resources to implement the policies Therefore, we can see that strategic management is a combination of strategy formulation and strategy implementation. It is the highest level of managerial activity, usually performed by an organization’s Chief Executive Officer (CEO) and executive team. Strategic management provides overall direction to the enterprise. Strategy formulation involves: • doing a situation analysis: both internal and external; both microenvironmental and macro-environmental. • concurrent with this assessment, objectives are set. This involves crafting vision statements (long term view of a possible future), mission statements (the role that the organization gives itself in society), overall corporate objectives (both financial and strategic), strategic business unit objectives (both financial and strategic), and tactical objectives. • these objectives should, in the light of the situation analysis, suggest a strategic plan. The plan provides the details of...
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...Strategic Entrepreneurship Introduction: In this article, the main topic that is covered relates to precisely how strategic and entrepreneurial management are both combined and unified as a single management function. That is, Strategic Entrepreneurship which is a term vaguely coined by many describes the constant need of mangers focusing on objectives such as finding new business opportunities and taking advantage of creating short-term competition. An expectation of meeting such objectives creates a problem that is caused by having a select few elements of strategic management and entrepreneurship that overlap each other. Due to the general obscure understanding of how both strategic management and entrepreneurship are related, many studies have been conducted in order to better define Strategic Entrepreneurship. The article notes that in recent time, only one study goes to show a conceptual model of SE (Ireland 2003), but lacking in formulating a feedback loop between strategic management and entrepreneurship. Even though SE can be defined as simultaneous pursuit of opportunities and strategic advantages, the model presented by most early studies failed to pinpoint the correlation between the two. Due to the fact that SE is a new field of study, the article reviews all information on entrepreneurship, strategic management, and strategic information in order to determine the origin of SE, find the locus of integration, highlight the common components or elements, and...
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