...How Can an Effective Human Resource Department Help Management in a Strategic Operational Change Delores Carlsen UMUC MBA Fundamentals Section 9048 Dr. Mona Envig February 7, 2010 Executive Summary Human resource (HR) as a department has changed dramatically in the last 13-15 years. What was once perceived as and administrative job has become a partner in strategic planning. When companies are facing strategic operational change, knowing their workforce becomes all-important. Knowing the extent of their talent pool internally and externally can mean the difference between success or failure. In business today HR is focused on the company workforce, they spend much time recruiting, training, and evaluating them, this places them in constant communication with them. They are aware of the weaknesses and strengths of the workforce, and have access to knowledge that management needs to succeed in a strategic operational change. An effective HR included in managements objectives can analyze the company’s future needs also determine if the company will have access to the type and number they will need to sustain their change. HR is focused on training the workforce, and can develop the programs for training and development the company will need for their strategic change. An effective can be of great assistance to management in a strategic operational change. Introduction The role of Human Resource (HR) has changed greatly during the last 10-15 years; previously viewed...
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...------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- A Book Review on: ------------------------------------------------- ------------------------------------------------- Human Resource Management: Linking Strategy To Practice ------------------------------------------------- Greg L. Stewart and Kenneth G. Brown ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- In Partial Fulfillment of the Requirements of ------------------------------------------------- BA-HRDM-21- Introduction to Human Resource Management ------------------------------------------------- 10:30 – 12:00 PM – MW - EH106MC - 1st Semester AY 2013-2014 -------------------------------------------------...
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...SAVONIA UNIVERSITY OF APPLIED SCIENCES UNIT OF BUSINESS AND ADMINISTRATION, KUOPIO THE IMPORTANCE OF STRATEGIC MANAGEMENT A case study of H&M Ding Huiru Business Administration Bachelor’s thesis International Business April 2011 2 SAVONIA UNIVERSITY OF APPLIED SCIENCES SAVONIA BUSINESS Degree Programme, option International Business Author(s) Ding Huiru Title of study The importance of strategic management, Case study of H&M Type of project Date Pages Thesis 27.4.2011 59+12 Supervisor(s) of study 1st Antti Iire 2nd Anneli Juutilainen Executive organization H&M in Kuopio,Finland Abstract Hennes & Mauritz (H&M) is a 100 billion Sweden company, engaged in designing and retailing of fashion apparel and accessories. The company offers a range of apparel, cosmetics, footwear and accessories for men, women, children and teenagers. H&M primarily operates in Europe, North America and Asia, and has a presence in over 38 countries. The company is headquartered in Stockholm, Sweden and employs approximately 87,000 people on a full-time basis. This thesis focused on the strategic management of H&M company. The main research problem was to make an in-depth analysis of its marketing strategy and how to implement it. The main research method was a qualitative research by analyzing their company data, annual reports and making interviews with the manager, staffs and customers in Kuopio shop. The thesis starts with a general introduction...
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...SAVONIA UNIVERSITY OF APPLIED SCIENCES UNIT OF BUSINESS AND ADMINISTRATION, KUOPIO THE IMPORTANCE OF STRATEGIC MANAGEMENT A case study of H&M Ding Huiru Business Administration Bachelor’s thesis International Business April 2011 2 SAVONIA UNIVERSITY OF APPLIED SCIENCES SAVONIA BUSINESS Degree Programme, option International Business Author(s) Ding Huiru Title of study The importance of strategic management, Case study of H&M Type of project Date Pages Thesis 27.4.2011 59+12 Supervisor(s) of study 1st Antti Iire 2nd Anneli Juutilainen Abstract Executive organization H&M in Kuopio,Finland Hennes & Mauritz (H&M) is a 100 billion Sweden company, engaged in designing and retailing of fashion apparel and accessories. The company offers a range of apparel, cosmetics, footwear and accessories for men, women, children and teenagers. H&M primarily operates in Europe, North America and Asia, and has a presence in over 38 countries. The company is headquartered in Stockholm, Sweden and employs approximately 87,000 people on a full-time basis. This thesis focused on the strategic management of H&M company. The main research problem was to make an in-depth analysis of its marketing strategy and how to implement it. The main research method was a qualitative research by analyzing their company data, annual reports and making interviews with the manager, staffs and customers in Kuopio shop. The thesis starts with a general introduction and some background information...
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...Literature Review: Strategic Management BUSI 600 Business Research Methods Thomas Sheppard Liberty University October12, 2012 Abstract In order to have a successful study, a review of the literature will be undertaken. Then the methods and standards that were used will be addressed, and any questions that are being considered for further research into the area of strategic management will be discussed. From that point, it is vital that conclusions be drawn and recommendations be offered to wrap up the study. Without these components, it is often not clear whether a researcher has a thorough understanding of what the study was designed to do, and it is also not clear if said researcher is certain as to what else should be done in the area and should be questioned when it comes to that particular issue. In short, studies without these components lack completeness and that can make it difficult for anyone in the future to use the study as a jumping off point for similar studies or studies into related issues. The concept of strategic management is one that is highly important to organizations around the world (David, 2009). It involves taking a look at the top management of a company and the resources that management team is using on behalf of the company's owners and in order to show a specific level of performance. The mission, vision, and objectives of the organization must be examined, and it is necessary for them to...
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...and Competitive Space 7 * Summary 8 * Reaction 10 * Recommendation 11 * Conclusion 12 III. Chapter 9: Strategic Brand Management 13 * Summary 14 * Reaction 16 * Recommendation 17 * Conclusion 18 IV. References 19 1 2 SUMMARY Business and marketing strategies are being altered and renewed in a wide range of companies by executives in their efforts to survive and prosper in an increasingly complex and demanding business environment. Choosing high performance strategies in this environment of constant change requires vision, sound strategic logic and commitment. Market-driven organizations develop closely coordinated business and marketing strategies. Executives in many companies are reinventing their business models with the objective of improving their competitive advantage. These changes include altering the market focus, expanding product scope, partnering with other organizations, outsourcing manufacturing and modifying internal structure. Corporate strategies includes: (1) defining the corporate mission and setting objectives, (2) determining strategic business units, and (3) establishing strategy guidelines for long-term strategic planning of the corporation and its business units. Top management must select the corporate strategy to move the firm towards its objectives....
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...responsibility in developing a strategic plan, considering stakeholder’s needs. (A) Stakeholder can be a person, group, organization, or system who affects or can be affected by an organization’s actions. Society expects businesses to be responsible both socially and ethically. “Businesses are supposed to respect the environment, pursue fairness in dealing with internal and external customers, and strive to improve their communities” (Romani, 1998). Ignoring the ethical standards will have an adverse impact on businesses as well as the consumers. Although some unethical practices are exercised by some businesses, many businesses recognize the importance of ethics in their operations and enforce the ethical standards. Operations managers are expected to act ethically when making business decisions. Strategic plans help businesses to maximize stakeholder’s(shareholders) wealth and move business forward. The managers make decisions based on these strategic plans and strategies. Environment, internal and external customers, and the communities in which they operate must be taken into consideration when developing strategic plans. (Yep, these other stakeholders must be considered when the plan is built) Ethics and social responsibility must be made part of developing a strategic plan. In the Williams Institute for Ethics and Management there are four key elements that define how one uses personal ethics. The elements consist of “understanding and caring about what is good or right, comparing...
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...NAPIER UNIVERSITY BUSINESS SCHOOL SOE09101 – STRATEGIC MANAGEMENT IN A GLOBAL CONTEXT ASSESSMENT A – October 2014 MARKING CRITERIA MATRIC NO___40182413_____WORD COUNT_____2536__________ | Fail | Fair | Good | Very Good | Excellent | PRESENTATION [15%] Selection of Material Balance of answer and Use of References | | | | | | CONTENT [35%] Appropriate content covering core material which may draw from: * Nature of traditional/strategic planning approach; * Benefits/Problems associated with formalised strategic decision-making/emergent strategy * The role of uncertain and dynamic environment. | | | | | | ARGUMENT [25%] Development/evaluation of the proposition in terms of the question set | | | | | | SYNTHESIS/CONCLUSIONS [25%] Highlighting key issues, reaching logical conclusions supported by evidence from the literature | | | | | | In modern conditions of the relations of the developed market of the organization shall pursue more various policy to look for various methods of its implementation so that it could be arranged in time in case of new market conditions to look for new ideas of development. If it demands to be to strategic policy based on the long-term program which mentions all spheres of the organization. However, in unstable, often changeable, dynamic and uncertain conditions of market economy the organization shall adapt to such environment very quickly. The purpose of this...
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...is wrong. Plagiarism is to use another’s work and pretend that it is one’s own. 2. I have used the APA Convention for citation and referencing. Each contribution to, and quotation in, this essay from the works of other people has been attributed, and has been cited and referenced. 3. This essay is my own work. 4. I have not allowed, and will not allow, anyone to copy my work with the intention of passing it off as his or her own work Signature …………………….. Date ….../….../…...… Full name of student: A Table of contents 1. Introduction………………………………………………………………………1 2. Resources: what makes them strategic?.....................................................1 1. Characteristics of Strategic Resources………………………..…………2 3. Strategic value of Information Technology………………………….………..2 4. The evolution of the IT function in business………………………………...4 5. Using IT to gain Sustainable Competitive advantage………...……………7 6. Conclusion……………………………………………………………………….8 7. Bibliography………….………………………………………………………….9 8. Appendices …………………………………………………………….………14 1. Critique of Sources……………………………………………...……….14 Abstract The IT function in business has changed and evolved throughout the years. IT has now become increasingly ubiquitous and accessible to companies. The fact that it is accessible...
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...4 sessions Topics – Module 2 (4 sessions) Decision making Types of planning The planning process/ framework Strategic planning in an organisation Outcomes of planning process Hierarchy of strategy MBO – Peter Drucker Decision Making ‘the process of identifying & selecting a course of action to solve a problem / take advantage of an opportunity’ Problem – the discrepancy between ideal & actual situation ‘Problem – something that that endangers the organisations ability to reach its objective Opportunity – some thing that offers a chance to exceed objectives’ Peter F Drucker Problem finding process Deviation from the past experience Deviation from set plan Other people Performance of competitors intuition Problem finding - errors False association of events False expectation False self perception & social image Other factors Threshold of problem recognition Setting priorities Selecting the right ones – leave the easy ones Allow self solutions Types of DM STRUCTURED Made under established situation i.e. definable, predictable & analysable Called programmed DM Routine problems Application of rules/ procedures/ habits Lower management Recurring Less human touch Low risk & uncertainty High control UNSTRUCTURED Made under emergent situation Called non-programmed DM Non-routine problems Application of skill/ experience/ common sense Top management Rare High degree of human touch High risk & uncertainty Low control Types of DM Programmed Decisions (structured) ...
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...Link between strategic management and leadership In this assignment it's going to be discussed about the strategic management and leadership. It will be analyzed the relationship between the strategic management and leadership. The organization which will use to describe the link between strategic management and leadership is TESCO and it will discuss about the impact of strategic management and leadership on the organization and how they work. LINK BETWEEN STRATEGIC MANAGEMENT AND LEADERSHIP: Strategic management: According to Neil Ritson "Strategic management is the organised development of the resources of the functional areas which are financial , manufacturing , marketing , technological , manpower etc, in the pursuit of its objective it is the use of all the entity resources, It is a set of policies adopted by senior management, which guides the scope and direction of the entity. It takes into account the environment in which the company operates". (Neil Riston, 2008) Desired objective Strategy Development of resources rereresources So simply strategic management works in the organization according to their mission statement and find methods to achieve certain goals through the proper utilization of their resources. LEADERSHIP: In Audrina words a leadership is when you guide the organization into a result that your group has agreed upon. You and the rest of the team have a defined understanding to determine the ability and to articulate visions and goals. Leadership...
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...Proudly presents… Session 4C: Strategic Risk Management: Improving Your Organization’s Chances for Success Andrew Bent Director Integrated Risk Management Edmonton Police Service Rod Knecht Chief of Police Edmonton Police Service Hans Læssøe Senior Director Strategic Risk Management The Lego Group Session Outline • Overview of Strategic Risk Management • The Case for Strategic Risk Management • Case Studies: – Aligning Strategy and Risk in the Edmonton Police Service • View from the Risk Manager • View from the Chief of Police – Adding Value through SRM in the Lego Group • Questions Overview of Strategic Risk Management Aligning Strategy and Risk Management © Risk and Insurance Management Society, Inc. (RIMS) Source: RIMS Strategic Risk Management Implementation Guide 2012. All rights reserved. Aligning Strategy and Risk Management How do we do it? (e.g. Strategic Business Plan, Balanced Scorecards, Annual Plan) Risk Source (e.g. Financial Risk) Specific Financial Risk Specific Financial Risk Are there existing risk controls? Are the controls consistent with the risk appetite? Is risk tolerable? Is risk consistent with risk appetite? If NO Implement New / Amend Existing Risk Controls Strategic Objective Risk Source (e.g. Regulatory Risk) Specific Regulatory Risk Specific Regulatory Risk Monitor Existing Risk Controls Risk Source (e.g. Operational Risk) Specific Operational Risk Specific Operational Risk If YES ...
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...Executive summary This project has focused to achieve three objectives which are mentioned at objectives part. Findings of these objectives have described on three different chapters respectively. Directors of Jessop ltd wants to know how a management accountant can contribute on Jessop’s continuous growth. I find on my study strategic management is very likely forward looking not like traditional cost accounting. Strategic management accounting is considering external factors like competitors and management accounting contributes not only strategy developing also critically evaluates the current strategy of any organisation. In addition, management accountant can assist to control costs by implementing activity based costing methods, offer competitive pricing, budgeting process etc. Also, by applying benchmarking process, management accountant can discover strengths and weakness of Jessop ltd and way to overcome these weaknesses and keep their steady growth by exploiting all strengths. In the second chapter of this study has described various types of relevant and irrelevant cost as well as tells which costs should management of Jessop be included on total cost calculation and why should not consider. Overall impacts of relevant and irrelevant costs (revenue) on decision making has depicted on that chapter in brief form. Focal point of final chapter is on how Jessop will be beneficiary by successful implementation of activity based costing (ABC) and various problems of...
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...TRIDENT UNIVERSITY INTERNATIONAL ITM 423: System Acquisition, System Development and Project Management Module 1: IT Systems Planning and Acquisition Case Assignment May 2014 Term May 25, 2014 Assignment: Prepare a 4-6 page paper addressing the following issue: “Review the Challenges in IT System Planning and Discuss in Detail the Problem of Scope Creep” Review the Challenges in IT System Planning and Discuss in Detail the Problem of Scope Creep The overall goal of any project manager is to successfully deliver the project they are overseeing to the customer on time and within the budget that was allotted. This is a lofty goal when you consider that an overwhelming majority of projects do not meet this criteria. To put a figure to that, Claudia Vandermitt in her 2011 article on Managing Scope Creep makes a note to mention that only 32% of all projects were successful in completing on time and on budget. That is quite a shocking percentage, but when you think about how fast IT technology is advancing and creating solutions that encompass the whole enterprise then you can start to get a better picture of the internal and external factors that a project manager needs to plan for to make things not spiral out of control. This is what is going to set the backdrop of this assignment and here I will expand upon and analyze these concepts. For this assignment I’ll start out by discussing the challenges faced in IT systems planning and things the project manager will...
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...issues in management. The fact is that, the purpose of HR function is to enable the organization to achieve its strategic goals by providing it with the best possible talent. Therefore, before evaluating whether HR is on the side of employee or management, one must understand that HR is part of the organization and exists for the benefit of the organization. However, this does not necessarily mean that HR has to be against the interest of employees. The HR is the function which is responsible for managing the organization’s human capital. In this age of Knowledge economy, human capital is a strategic asset which can give the organization a competitive advantage. However, since HR is the employee facing function, employees expect HR to be of assistance to them and help them with their issues at the workplace. When this does not happen due to one reason or another, the HR is seen as the Bad party which is just working against employee interest. In reality, the fact is that the HR is neither on the side of the management, nor on the side of the employee. The purpose of HR is to meet its role in the organizational strategy. When we talk of strategy, many a times, HR gets ignored because of a feeling that HR cannot be responsible for anything strategic. The most well known function of HR such as recruitment, compensation, training etc. are seen as administrative work. To be really effective, HR needs to plan its employee recruitment, training, growth and development strategic considering...
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