...Sylvia Bwalya Mutale-Mwansa Assignment Two BINARY UNIVERSITY DOCTOR OF BUSINESS ADMINISTRATION (DBA) COHORT 6 Sylvia Bwalya Mutale-Mwansa STRATEGIC MANAGEMENT MODULE ASSIGNMENT TWO 1 APRIL 2014 Study a Multi-National Organisation (MNC) that operates successfully in Zambia and contrast it with a local organization that is in a similar industry. Answer all 4 questions in 700 – 800 words:1. Selectively contrast and describe the effects of strategic leadership on each organization. Analyze the levels of strategic thinking applied by senior leadership members. 2. Analyze types of strategy that the local organization used and their degree of success or failure (examples might include how local values of stakeholders can be capitalized, or if growth strategies were from acquisitions or mergers etc) Contrast with the MNC 3. Analyze the effects or otherwise of Vision and Mission statements and how they are aligned to strategy implementation. 4. Contrast product or service differentiation and their effects on competitiveness and growth. Give examples. 1 Sylvia Bwalya Mutale-Mwansa Assignment Two TABLE OF CONTENTS ASSIGNMENT TWO ................................................................................................................................. 1 Answer all 4 questions in 700 – 800 words:- ............................................................................................... 1 EXECUTIVE SUMMARY ....................................................................
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...Strategic Integration of Recruitment Practices and Its Impact on Performance in Indian Enterprises Ashok Chanda, Trapti Bansal & Rupal Chanda Abstract Recruitment and selection is a foundation of human resource management (HRM) practices and its integration to business is critical to achieve organisational strategic goals. However, little research has to date examined strategic integration in this specific human resource (HR) practice, and, therefore, little is known about the level and application of recruitment and selection strategic integration a situation that warrants greater investment due to the economic growth in India in a corresponding expansion of Indian enterprises. Consequently, this study investigates the level at which recruitment and selection practices integrate with business strategies and the relative effects of different levels of such strategic integration on organisational performance in 259 Indian enterprises. The results show the majority of Indian enterprises had a high level of recruitment and selection strategic integration in business strategy formulation and implementation. Moreover, the level of recruitment and selection strategic integration was positively related to growth in market share, profits and sales, employees’ satisfaction, employees’ productivity, and negatively related to employees’ turnover. The implications for HRM practitioners and further research are discussed. Introduction Recruitment and selection is the process of attracting...
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...Essentials of Strategic Management Authors: David Hunger & Thomas. L. Wheelen Book Review by Asik Kathwala © www.hrfolks.com All Rights Reserved 1 The Essentials of Strategic Management “The Essentials of Strategic Management” provides us with a short, concise explanation of the most important concepts and techniques in strategic management. It is a rigorous explanation of many topics and concerns in strategic management. These concepts are clearly explained by citing various examples. Precisely the book deals with the following. • A strategic decision-making model based on the underlying process of environmental scanning, strategy formation, strategy implementation and evaluation and control. • Michael Porter’s approach to industry analysis and competitive strategy • Functional analysis and functional strategies. R & D and R & D strategies which emphasize the importance of technology to strategy and product-market decisions. • Executive leadership and succession, reengineering, total quality management, MBO and action planning. • Social responsibility in terms of its importance to strategic decision making. © www.hrfolks.com All Rights Reserved 2 Basics concepts of strategic management The study of strategic management Strategic management is the set of managerial decision and action that determines the long-run performance of a corporation. It includes environmental scanning (both external and internal), strategy formulation (strategic or long range planning)...
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...S trategy a nd H uman R esource Management: S etting t he S cene Ed van Sluijs & Frits Kluytmans MERIT Open University This article is based on a journey through the wilderness of strategic human resource management. Part 1 gives an overview of the recent literature on this topic, particularly pertaining to the two issues which received have most attention until now: the relational aspects and the content aspects. In part 2, we go deeper into the wilderness and explore the least known aspect of strategic human resource management, namely the process aspects. This exploration is based on the simultaneous study of the (scarce) literature and four cases. Finally, the connection between the three aspects is investigated. INTRODUCTION Increased integration between human resource management and business strategy is one of the most important demands that are placed upon modern strategic human resource management. In both the management and the academic literature, it is generally acknowledged that the strategic deployment and management of personnel can contribute to the success and continuity of the firm. Some go even further by stating that a firm’s human resources form the basis of the firm’s competitive advantage. In this view, the human resources are the most important assets of an organisation. At the same time, in addition to the importance of the human resources as such, it is believed to be important that the management of the human resources should be...
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...Strategies on Human Resource The Samsung Group, which was founded in 1938, is a leading global conglomerate composed of numerous businesses, including electronics, construction, chemical, financial industries and etc. Samsung has economic values over 318 trillion Korean won, with 64 domestic and 311 foreign affiliated companies. Samsung focuses on human rights, technology, social contribution, and development as a global conglomerate as main principles for its corporate philosophy, as well as placing importance in creativity, challenging attitude, and resolution ability in human resource to meets the new paradigm of the upcoming digital era. The recruitment system of Samsung is... Strategic Hr In Samsung Samsung Strategic HRM Case Introduction: In the recent time human resource management...
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...Resource Management: Setting the Scene Ed van Sluijs & Frits Kluytmans MERIT Open University This article is based on a journey through the wilderness of strategic human resource management. Part 1 gives an overview of the recent literature on this topic, particularly pertaining to the two issues which received have most attention until now: the relational aspects and the content aspects. In part 2, we go deeper into the wilderness and explore the least known aspect of strategic human resource management, namely the process aspects. This exploration is based on the simultaneous study of the (scarce) literature and four cases. Finally, the connection between the three aspects is investigated. INTRODUCTION Increased integration between human resource management and business strategy is one of the most important demands that are placed upon modern strategic human resource management. In both the management and the academic literature, it is generally acknowledged that the strategic deployment and management of personnel can contribute to the success and continuity of the firm. Some go even further by stating that a firm’s human resources form the basis of the firm’s competitive advantage. In this view, the human resources are the most important assets of an organisation. At the same time, in addition to the importance of the human resources as such, it is believed to be important that the management of the human resources should be in perfect fit with the management of the organisation...
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...Alternative Strategies. 1.0 Integration Strategies. Forward integrations, backward integrations, and horizontal integrations are sometimes collectively referred to as vertical integrations strategies. Vertical integrations strategies allow a firm to gain control over distributors, supplier and competitors. The degree to which a firm owns its upstream suppliers and its downstream buyers is referred to as vertical integration. Because it can have a significant impact on a business unit's position in its industry with respect to cost, differentiation, and other strategic issues, the vertical scope of the firm is an important consideration in corporate strategy. Expansion of activities downstream is referred to as forward integration, and expansion upstream is referred to as backward integration. The concept of vertical integration can be visualized using the value chain. Consider a firm whose products are made via an assembly process. Such a firm may consider backward integrating into intermediate manufacturing or forward integrating into distribution. Example Value Chain. 1.1 Forward Integration Forward integration is a type of vertical merger (vertical integration) in which a supplier acquires a manufacturer or a manufacturer acquires a distributor. Businesses engage in forward integration either to generate a higher margin from a key input which it owns or produces or to better market its...
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...Global integration and international HRM The case of global HRM integration Global integration can be said to be about the achievement of at least one of three key objectives: The control of foreign subsidiaries. Global integration from a control perspective is thus both about control and co-ordination with these being used in combination to achieve consistency of international business activities across borders. The transfer of practices to those subsidiaries The transfer of firm-specific practices for the purposes of achieving consistency and alignment amongst foreign subsidiaries also addresses the need to intergrade dispersed knowledge and practices, which is argued to be an important basis for competitive advantage firm. The appropriate adaptation of activities that requires both an understanding of parent practices and local conditions. Drivers of Global integration 1. Environmental drivers The novelty and limits of globalization notwithstanding, there are many features of globalization that are making global integration more feasible, more desirable and even more necessary. Few of them are the diminishing significance of national borders, supernational integration, the dismantling of trade and investment barriers etc. Environmental drivers of global integration put pressure on MNCs to take a course of action regarding their international strategy and structure. 2. Strategic drivers capture the business advantages...
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...Chapter 8 Strategic Management True/False Questions THE IMPORTANCE OF STRATEGIC MANAGEMENT 1. Strategic management is the set of managerial decisions and actions that determines the short-term performance of an organization. (False; moderate; p. 208) 2. “Strategic model” is a term that is often used in conjunction with strategic management and strategies. (False; easy; p. 209) 3. The most fundamental questions about strategy address why firms, facing the same environmental conditions, have varying levels of performance. (True; easy; p. 209) THE STRATEGIC MANAGEMENT PROCESS 4. The first step in the strategic management process is analyzing the external environment. (False; difficult; p. 210) 5. Within an industry, an environment can present opportunities to one organization and pose threats to another. (True; moderate; p. 212) 6. Evaluating an organization’s intangible assets is part of doing an internal analysis in the strategic management process. (True; easy; p. 212) 7. Activities that an organization does well or resources that it has available are called capabilities. (False; easy; p. 212) 8. Exceptional or unique organizational resources are known as core capabilities. (False; moderate; p. 212) 9. A strong organizational culture may act as a significant barrier to accepting any changes in organizational strategies. (False; easy; p. 213) 10. SWOT analysis includes an analysis of an organization’s environmental...
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...Beardwell, I., Claydon, T. & Beardwell,J. Human Resource Management: A Contemporary Approach, 5th Edition, Pearson Exploring the Relationship between Strategic Management and SHRM: The Best-Fit School of SHRM The Best-Fit (or contingency) school of SHRM explores the close link between strategic management and HRM, by assessing the extent to which there is vertical integration between an organisation’s business strategy and its HRM policies and practices. This is where an understanding of the strategic management process and context can enhance our understanding of the development of SHRM, both as an academic field of study and in its application in organisations. The notion of a link between business strategy and the performance of every individual in the organisation is central to ‘fit’ or vertical integration. Vertical integration can be explicitly demonstrated through the linking of a business goal to individual objective setting, to the measurement and rewarding of that business goal. Vertical integration between business strategy or the objectives of the business and individual behaviour and ultimately individual, team and organisational performance is at the core of many models of SHRM. Inherent in most treatments of fit is the premise that organisations are more efficient and /or effective when they achieve fit relative to when a lack of fit exists (Wright & Snell 1991:757) . This vertical integration or ‘fit’ where ‘leverage’ is gained through procedures, policies...
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...PERSONNEL QUALITY MANAGEMENT Term Paper DEEPAK.M.S (1PI11MBA47) 4/23/2012 CONTENTS 1) Introduction -------------------------------------------3 2) Objectives pertaining --------------------------------4,5 3) Sources of data collection ---------------------------6 4) Review of literature ----------------------------------7 5) Findings ------------------------------------------------8 6) Conclusion ---------------------------------------------9,10 7) Recommendations -----------------------------------11 PERSONNEL QUALITY MANAGEMENT Introduction: A precursor to present day human resource management, personnel administration and personnel management were popular terms that emerged in the late 1960’s and 1970’s. Personnel people need to wear many hats while managing the show. They have to translate the corporate philosophy into concrete action plans without ignoring employee interest and concerns. paper qualifications do not mean much in such a scenario. To get ahead, the personnel man needs qualities of head and hear in equal measure Personnel Management is concerned with people at work and their relationships with each other. It may be defined as a set of programs, functions and activities designed to maximize both personal and organizational...
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...Strategic Management True/False Questions THE IMPORTANCE OF STRATEGIC MANAGEMENT 1. Strategic management is the set of managerial decisions and actions that determines the short-term performance of an organization. (False; moderate; p. 208) 2. “Strategic model” is a term that is often used in conjunction with strategic management and strategies. (False; easy; p. 209) 3. The most fundamental questions about strategy address why firms, facing the same environmental conditions, have varying levels of performance. (True; easy; p. 209) THE STRATEGIC MANAGEMENT PROCESS 4. The first step in the strategic management process is analyzing the external environment. (False; difficult; p. 210) 5. Within an industry, an environment can present opportunities to one organization and pose threats to another. (True; moderate; p. 212) 6. Evaluating an organization’s intangible assets is part of doing an internal analysis in the strategic management process. (True; easy; p. 212) 7. Activities that an organization does well or resources that it has available are called capabilities. (False; easy; p. 212) 8. Exceptional or unique organizational resources are known as core capabilities. (False; moderate; p. 212) 9. A strong organizational culture may act as a significant barrier to accepting any changes in organizational strategies. (False; easy; p. 213) 10. SWOT analysis includes an analysis of an organization’s environmental opportunities...
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...The application of strategic group theory in strategic management research stems from an observation by Hunt (1972). Hunt coined the term “strategic groups” to describe “a group of firms within the industry that are highly symmetric with respect to cost structure, the degree of vertical integration, and the degree of product differentiation, formal organization, control systems, management rewards/punishments, and the personal views and preferences for various possible outcomes” (Hunt, 1972, p. 8). Since then the most commonly used definition of strategic groups has been that provided by Porter: “A strategic group is the group of firms in an industry following the same or a similar strategy along the strategic dimensions” (Porter, 1980, p. 129). Porter extended Hunt’s original idea to include indirect effects leading to different strategies between firms, notably the existence of market entry barriers. (Porter, 1976; Porter, 1979). A further definition is that provided by Cool, who described a strategic group as “a set of firms competing within an industry on the basis of similar combinations of scope and resource commitments” (Cool and Schendel, 1987). The implication is that firms in a strategic group competes adopting similar strategies and resources, leading to intra-industry segmentation. In terms of analysis, the strategic group can be viewed as a middle ground between the industry and the firm (Porter, 1980; Oster, 1994). Thus, the idea of strategic groups enriched the...
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...study of symbols, messages, media, interactions, relationships, networks, persuasive campaigns, and broader discourses within an organization (Cheney 2004). However, organizational communication could also be used as a general term to cover public relations, public affairs, investor relations, labor market communication, corporate advertising, environmental communication and internal communication (Van Riel 1995).The issue of communication and its integration in all aspects of the organization, as well as its contribution to the achievement of organizational strategy, has become a major focus point in many discussions as indicated by some examples of the proponents of integrated communication such as Gayeski and Woodward (1996), Jones (1999), Wightman (1999), Duncan and Moriarty’s (1998), Reukert and Walker (1987), Moenaert, Souder, DeMeyer and Deschoolmeester (1994), Clark and Fujimoto (1991) and Sriram, Krapfel and Spekman (1992). According to Leahy (2003a:3) management expects to measure effects which simply means that management expects result in all aspects of the organization including communication. However the issue of contribution and more specifically the precise value of what communication contributes, or the impact it has on the success of an organization, are seldom clear and the effect of communication is often times not tangible. The impact that communication has, according to Wallace (1993:14), be seen as fundamental to the organization since it can be argued...
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...Abstract The current study sought to analyze the aspects of organizational culture found in business management. Its purpose was to prepare a methodology to measure the elements that make up the organizational culture of a company in the I-10 Industrial Zone, Islamabad. This study researched the company’s cultural profile and the most important aspects of this culture, and it suggested recommendations on which to base its strategic plan. The Barros & Prates model was used as a reference. This model proposes nine cultural traits that are present in the Pakistani business environment: Power Concentration, Personalism, Paternalism, Expectant Posture, Formalism, Impunity, Personal Loyalty, Conflict Avoidance and Flexibility. The method used was quantitative via the development and application of a closed instrument Liker type (attitudinal scale) involving the nine Barros & Prates cultural traits. The instrument was validated in terms of items and reliability. Means and correlation coefficients were used as statistics to analyze the data. The analyses were based on 27 statements encompassing the nine cultural traits, and they were answered by 30 executives who make up the company’s board of directors. The results showed a preponderance of the flexibility trait. Power concentration and personalism hawed average preponderance. The least evident traits were Personal Loyalty, Impunity, Expectant Posture, Formalism, and Conflict Avoidance. 1. INTRODUCTION One of the broadest...
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