...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 understanding what characterize an organizations culture ...
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...organizational success and survival. In the competitive business environments, knowledge management involve strategic management processes. The processes consist of formulating stages, implementation stages, and controlling stages. With a systematic strategic management approach, organizations are able to generate competitive advantage and achieve organizational objectives. This paper provides an approach for organization to manage KM through strategic management process. KM currently is a discipline which is growing very fast. Therefore to support business viability and competitiveness, organization needs to integrate fragmented landscape of KM with strategic management process. Keywords: Knowledge Management, Strategic Management. 1.0 INTRODUCTION According to Webb (1998), KM is the process of identification, optimization and active management of intellectual assets to create value, increase productivity and gain and sustain competitive advantage. Meanwhile, Murray (1998) said KM is a strategy that turns an organization’s intellectual assets and the talents of its members to produce new productivity, value and increase competitiveness. Therefore, we can conclude that KM is a discipline, designed to provide strategy, process, and technology to increase organizational learning. A part from that, strategy is the major plan to be undertaken and allocating resources to organization (Cannon, 1968). Aaker (1984) also suggested that, organization needs to assign people or a group of...
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...1. Introduction This seminar paper deals with the Learning and Development Strategy of Dashen bank vis-à-vis the best practices and best fits recommended by scholars in the field. Our assessment covers the literature review analysis on the best practices and best fits as provided by the tool kits. We have also reviewed the Dashen bank’s business as well as Human Resources Management Strategies, HR Training Policies and Procedures and the Bank’s Profiles. The paper presents the literature review in the first part and analysis of the Bank’s strategy in general and learning and development strategy in particular based on the tool kit as advised by the instructor in the second part. The final part presents conclusions and recommendations. 2. Objective The purpose of this term paper is to evaluate the human resources learning and development strategy at Dashen Bank SC against the contemporary theories and recommendations and best practices prescribed by scholars and practitioners. The evaluation mainly applied the strategic human resource management tool kits as recommended by the course instructor. 3. Limitations Since the paper deals with the strategic issues of the Bank which is a confidential document to the Organization we were constrained freely examine and discuss the paper as we wish. 4. Literature Review STRATEGIC HUMAN RESOURCE DEVELOPMENT (SHRD) involves introducing, eliminating, modifying, directing, and guiding processes in such a way that all individuals...
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...MODULE 2 FINAL PROJECT BUNGE LIMITED – COMPANY’S GOAL AND STRATEGY ADOPTED TO ACHIEVE IT. INTRODUCTION A strategic approach in establishing a competitive advantage and sustainable market dominance is always the target of most businesses. Chopra & Meindl (2007, pp.37) stated that: “A company’s competitive strategy defines, relative to its competitors, the set of customer needs that it seeks to satisfy through its products and services”. Bunge has been in existence for nearly two (2) centuries, remained competitive and has grown their businesses from a private enterprise found by a German merchant, Johann Peter Bunge, to a world class firm that is quoted in New York Stock Exchange (NYSE). On its inception at Amsterdam, the firm was involved in grains merchandising and importation from the then Dutch colonies until 1859 when it relocated to Antwerp to become one of the global recognised company in commodity trading; with several operations and businesses in the North and South Americas with distribution capabilities that is spread across the world, Bunge identified facilities as a key driver of supply chain performance as it affects responsiveness and efficiency in market environment (Chopra & Meindl, pp. 64). As the company positioned to become the largest oilseed-processing firm in the globe through acquisition of Cereol in July, 2002; it was faced with the integration of Cereol into Bunge’s business and organizational model, and the dilemma of decentralization of its...
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...strategies are. A strategy is the direction and scope of an organization over the long term, which ideally matches its resources to its changing environment. It is the direction in which the organization is going in relation to its environment and it must have a strategic objectives and a plan of action. HR strategies sets out what the organization intends to do about the different aspects of its human resource management policies and practices in integration with the business strategy. The purpose is to guide the HRM (human resource management) development, it provides vision for the future actions required and how the vision should be realized: especially what need to be done and what needs to be changed. Human Resource strategies are vertically integrated with the business strategy contributing to business process, and it should plan with people in mind, taking into account the needs and aspirations of all members of the organization; it involves the formulation and the implementation of specific strategies in each area of HRM. Generally there are two basic types of human resource strategies: the overarching strategies, so how people should be managed and developed, what the organization has to do in way to attract and retain people it needs through engagement, motivation and commitment. The second type are specific strategies related to different aspect of HRM, as rewards: so what the organization wants to do in the longer term to develop and implement reward...
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...BIN IDRUS (810943) NUROLL AZRIN BINTI KAMAROLL ZAMAN (813857) Course: MSC. FINANCE Prepared for: PROF. DR. RUSWIATI SURYA SAPUTRA WHY COMPANIES DECIDE TO ENTER FOREIGN MARKETS Competing in international markets allows companies to (1) gain access to new customers, (2) achieve lower costs through greater scale economies, learning curve effects, or purchasing power, (3) leverage core competencies developed domestically in additional country markets, (4) gain access to resources and capabilities located outside a company's domestic market, and (5) spread business risk across a wider market base. WHY COMPETING ACROSS NATIONAL BORDERS MAKES STRATEGY MAKING MORE COMPLEX Companies electing to expand into international markets must consider five factors when evaluating strategy options: (1) cross-country variation in factors that affect industry competitiveness, (2) location-based drivers regarding where to conduct different value chain activities, (3) varying political and economic risks, (4) potential shifts in exchange rates, and (5) differences in cultural, demographic, and market conditions. Reason for locating value chain activities for competitive advantages is lower wage rates, higher worker productivity, lower energy costs, fewer environmental regulations, lower tax rates, lower inflation rates, proximity to suppliers and technologically related industries, proximity to customers, lower distribution cost and available or unique natural resources. The impact of government policies...
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...11 (2011) © EuroJournals, Inc. 2011 http://www.eurojournals.com Role of Knowledge Management to Bring Innovation: An Integrated Approach Kashif Akram Lecturer, Department of Commerce The Islamia University of Bahawalpur (Pakistan) E-mail: kashifdms@yahoo.com Tel: +92 63 9240298 or +92 334 7266860 Suleman Hafeez Siddiqui Lecturer, Department of Management Sciences The Islamia University of Bahawalpur (Pakistan) E-mail: sulman.siddiqui@yahoo.com Tel: +92 63 9240298 or +92 322 5172513 Muhammad Atif Nawaz Lecturer, Department of Economics The Islamia University of Bahawalpur (Pakistan) E-mail: atifnawaz_iub@yahoo.com Tel: +92 63 9240298 or +92 314 6864997 or +92 333 3030313 Tauqir Ahmad Ghauri Lecturer, Department of Management Science The Islamia University of Bahawalpur (Pakistan) Ph. +92 63 9240298 Cell +92 333 6183035 E-mail: tauqir.lec@gmail.com Amjad Khawar Hayat Cheema Lecturer, Department of Economics The Islamia University of Bahawalpur (Pakistan) E-mail: khawar790@hotmail.com Tel: +92 63 9240298 or +92 321 4076799 Abstract Purpose: The basic objective of the study is to reconcile the literature on knowledge management and innovation in organizations. The study seeks to examine and elaborate the linkage between knowledge management process and innovation process to dig out the important relationships and flows of activities. Design/Methodology/Approach: The study is induced using qualitative methodology. The relationships postulated and the propositions made are based on...
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...prominent management approaches, namely TQM and BPR. In an attempt to examine the interaction between radical BPR and incremental TQM with respect to change management, I shall briefly discuss the two constructs and contemplate the roots and basic tenets that underlie each. BPR has been referred to in the literature as “the successor” of TQM and has been treated as an equal. I shall treat the similarities and common grounds among the two, as well as the differences between them. Next, I shall touch upon the weaknesses and highlights that distinguish each, and then move on to construct an integrated model in an attempt to reconciliate the two “opposing camps”. In this model, BPR cannot withstand, but be an integrated part of the more comprehensive TQM effort, which is the broader platform for organizational change. As such, BPR is rendered as a technique to be employed under the more exhaustive TQM approach. I shall support my presentation by recent books and articles that have dealt with the issue, in...
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...purpose of this article is to establish a strategic management framework that supports the integration of corporate social responsibility principles and stakeholder approaches into mainstream business strategy. Design/methodology/approach – A top-down and bottom-up approach was used to develop the proposed framework. The top-down approach focused on analyzing the main strategic management theories including social responsibility movements to identify complementary concepts and create a relevant topology. The bottom-up approach was based on empirical research on the views of business companies on corporate social responsibility, a review of best practices and case studies mainly in Greece. Findings – The paper describes a stakeholder-oriented integrative strategic management framework linking the main strategic management theories across value, responsiveness and responsibility dimensions. A mathematical model is presented describing the synergistic development of advantage-creating knowledge and advantage-creating stakeholder relations in accordance with the criteria of the resource-based theory. Research limitations/implications – The proposed management framework is based on the results of research projects and is not fully developed and tested. The approach will be refined, exploiting results from ongoing research including further empirical research and testing in business...
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...the: A. development of the marketing mix. B. development of a marketing strategy and analysis. C. development of the promotional mix. D. determination of the target market. E. establishment of marketing objectives. 2. A(n) _____ is a document that evolves from an organization's overall corporate strategy and serves as a guide for specific marketing programs and policies. A. strategic marketing plan B. integrated marketing communications plan C. situation analysis D. opportunity analysis E. competitive plan 3. _____ is a detailed assessment of the current marketing conditions facing the company, its product lines, or its individual brands. A. Strategic marketing plan B. Integrated marketing communications plan C. Situation analysis D. Opportunity analysis E. Competitive plan 4. _____ are defined as external areas where there are favorable demand trends, customer needs and wants are not being satisfied, and where a company thinks it can compete effectively. A. Market opportunities B. Market segments C. Competitive advantages D. Market strengths E. Market plans 5. To reach tweens (8-12 year olds), Jell-O brand gelatin marketers introduced X-treme Jell-O in wild berry, green apple, and watermelon flavors. The ads describe the gelatin flavors as "Jell-O with an attitude" because these fruit flavors "will bite you back." Jell-O has defined tweens as: A. part of an undifferentiated market. B. aggregated market. C. a response-stimulus...
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...CREATING ORGANIZATIONAL VALUE AND HIGH PERFORMANCE THROUGH INTEGRATED SUSTAINABILITY PROGRAMS AND BUSINESS INTELLIGENCE---A STUDY OF ACCENTURE As companies grapple with the current economic situation, many are recognizing that this particular downturn in the business cycle is different from those that preceded it. Indeed, today’s business context—characterized by rapidly intensifying globalization that has substantially increased the complexity, risk and uncertainty of doing business—has only served to exacerbate the challenge of managing through a difficult economy. Many of today's biggest challenges come down to the different kind of decision making required to be successful. Organizations seeking high performance must make faster and bolder decisions. Companies must think both the positive and negative consequences of decisions made in this fast-paced environment. The systematic study of the organization’s ability to develop and sustain a culture capable of delivering quality products and services over time enables us to identify and understand the general requirements for doing so and provides insight into how to do it. In this paper I will share what I have learned about creating and sustaining an organizational value through integrated sustainability programs and business intelligence that is capable of high performance in Accenture. In a time of changing consumer values and economic uncertainty, the marketing function has a more strategic role to play in driving growth...
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...to their competitors. This is one reason why many organizations are rethinking how they do business. For years, they have accumulated valuable information as a by-product of production while failing to put it to good use. When a company knows its customers’ buying patterns, interests, and demographics, it provides a distinct competitive advantage. This knowledge has become so critical in recent years that the process of managing information has become an industry of its own. How does a company manage its strategic information assets in today’s rapidly changing business environment? What challenges arise out of that task? Are there any preventive measures that can ease the “growing pains” associated with moving from one information paradigm to the next? No matter how simple or convoluted the current information architecture is, evolving companies’ effective use of information can help them achieve a level of sustainable competitive advantage that can be measured on the bottom line. [pic] Figure 1. The Information Evolution Model and its Five Levels The Information Evolution Model Companies evolve through a number of levels in what SAS calls the Information Evolution Model. This maturity model (see Figure 1) enables an organization to objectively evaluate their use of existing information resources, and to rank itself on one of five levels: operate, consolidate, integrate, optimize, or innovate. Once the organization knows where it stands, it can more...
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...globalization of the automobile industry that involved the integration of the Chinese domestic market into the international markets. Among many reasons, motivation to gain access to industrialized markets and to gain access to superior technology, management resources and knowledge are the most driving factors of the Chinese automotive industry for the internationalization and going abroad strategy of China´s automotive industry. This study investigated whether different external globalization drivers and internal organization factors have differential effects on various dimensions of China´s automakers firms’ global strategy. Most of the studies written about global strategies have implemented only either of the internal or the external drivers of the internationalization of the firms. The contribution of the paper introduces a more comprehensive model on the global expansion of a firm. This paper concludes that China´s automotive industry has some competitive advantages such as low cost, while, facing a number of challenges that hinder the internationalization of Chinese automobile companies. It also shows that multiple factors play an important role in firms' internationalization global strategy plan. It is thus essential that the interaction among independent variables is considered in the determination of global expansion strategy. This paper suggests that in comparative application of China´s economy of internationalization process to most...
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...any set of corporate objectives requires deployment of the two most important basic resources, namely, people and money. Deficiency in either of the two can reduce the best laid strategy to a valueless pipe dream. Organisations seem to find it more difficult to develop human resource strategies which are linked to business strategies despite a widespread recognition that this is important (Hussey, 2000). For Press Trust to achieve its strategic plans, it is only by having the right quantity and quality of management and non-management personnel on board. People that are capable and efficient in their field of work will not only enhance the performance of the organisation, but will also steer the organisation into the achievement of the competitive edge in this...
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...! Establishing advantage from the Resources and Internal activities of the Organisation! ! Introduction! Organisations have been subject to a vast majority of strategic frameworks over the past few decades, most notably so the research-based view (RBV), which aims to understand organisational activities and their competitive strategies (Kraaijenbrink et al 2010). The focus of this report is to state how organisations achieve competitive advantage from the use of their resources and internal activities. The report will give a brief summary of the RBV paradigm, followed, the main base of the report will focus on how firms use their recourses, capabilities and competencies to achieve competitive advantage. Concluding comments will then be made further discussing the concept of RBV.! ! The RBV summary! The Ricardian1 perspective of the heterogeneity and immobility of competitive capability producing and rent earning resources flows through the core of the RBV (Barney, 1991; Kraaijenbrink et al 2010). Organisations are seen to strive for above normal profit generation, in unmediated competition with other firms within the same market. It further views organisations as profit maximising entities, guided by rational managers operating in such markets that, to a point are predictable and moving towards equilibrium (Leiblein, 2003; Kraaijenbrink et al 2010). From this the RBV takes an inside-out approach to dealing with the competitive environment, focusing on the firms resources...
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