...Strategic leadership capabilities Hitt et al. (1998) and Ireland and Hitt (1999) described the capabilities needed for effective strategic leadership in the new competitive landscape expected for the 21st century. They argued that effective strategic leaders had to: (1) develop and communicate a vision, (2) build dynamic core competencies, (3) emphasize and effectively use human capital, (4) invest in the development of new technologies, (5) engage in valuable strategies, (6) build and maintain an effective organizational culture, (7) develop and implement balanced controls, and (8) engage in ethical pratices. 4.1. Develop and communicate a vision First, strategic leaders–—hopefully in concert with others in the organization–—must develop a vision and communicate that vision broadly, to help guide the formation and implementation of strategies to achieve that vision. This form of guidance is important to establish the direction of the organization for its growth, types of products, and market focus, and to achieve the desired targets. Without the guidance provided by a vision, organizations can become chaotic and are unlikely to be as successful. 4.2. Build dynamic core competencies A core competence is a major capability to perform important tasks (e.g., a function) quite well, and makes a valuable contribution to a firm’s competitive advantage. A dynamic core competence implies that the firm continues to develop and update the competence to be the leader...
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...Birmingham Business School Student ID Number: 1258841 Programme: MSc Human Resource Management Module Title: Training and Development Assignment Title: The benifits and barriers of employers adopt strtegic approach to Human Resource Development. Module Leader: Helen Rainbird Deadline: 10/12/2012 Total words (except reference): 2137 Introduction: ‘The number of countries affected, the volume of trade, and the rate of growth are far greater than in any previous phase’ (Stark, 2005). ‘Inevitably globalization is having a huge impact on the role, nature, and purpose of HRD in organizations of all sizes and sectors across the world’ (2009, David Mankin), Globalization is the characteristic of New Economy, it provide a broader opportunities to new economy development. As an organization, employers must consider a strategic process to compete with other competitors and survive under globalization underground. Organisation need ever-improving performance to survive and prosper in today’s competitive world: individual and organisational performance improvements are the keys to competitive advantages. (Raymond J.Stone 2008). A formal planning procedure and a right position in the competitive arena have been seen as the main strategic concerns of the top management. (Mikko Luoma, 2000). With the time passed from the early days of strategic management, there are some evolution has taken place in strategy (Mikko Luoma, 2000). As David Mankin mentioned in his book...
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...Strategic HRM for banking The environments in which organizations operate today are divergent. Myanmar banking sector has been facing unprecedented challenges with the wave of privatization and globalization of myanmar economy. Banks are under intense pressure to perform in today’s volatile market place. Steep competition, globalization, growing customer demand and exposure to higher credit risks are forcing the banks to find new ways of providing better customer service so as to improve profitability. The strategic management of human resources is one of the ways companies may use to increase their competitiveness in the new organizational landscapes, since managing in a global marketplace, introducing new technology, developing organizational knowledge, improving customer service or product quality, requires considering the “human equation” (Pfeffer, 1998). The management of organization human resources is an integral part of how an organization is going to achieve its mission goals. Without people, there is no one to do the work. Therefore, integrating HRM into the organization strategic plan is important step in Establishing an HR Strategy. The function of building human resources management strategy requires analyzing the current strategies of the organization and its goals which means Because of the globalization, the competition is very intense to get competitive advantage. Globalization represents the structural making of the world that is characterized by the free flow...
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...South Africa is considered a developing African country where economic development has been influenced by global economic trends and distortions in the economy that occurred under colonial and apartheid governments during the 20th century (Turok, 2008). Consequently, the South African economy was unprepared for its re-entry into the global economy after 1990, so today the country attempts to compete with other countries on the basis of an under-developed socio-economic infrastructure (Abbott, Goosen and & Coetzee, 2013). Traditionally, there are three economic sectors in a country i.e. agriculture; the primary sector, manufacturing; the secondary sector, and services; the tertiary sector. The knowledge economy is known at the quaternary...
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...role of human resources management (HRM) is changing in business, especially in international business. Before considered a support function, HRM is now becoming a strategic partner in helping a global company achieve its goals. As Helen Bloom wrote in a recent article in Strategy and Business magazine, the strategic approach to HRM—strategic human resources management (SHRM)An organizational approach to human resources management (HRM) with a concern for the effects of HRM practices on firm performance.—means going beyond administrative tasks such as payroll processing. Instead, managers need to think more broadly and deeply about how employees will contribute to the company’s success. SHRM is not just a function of the human resources (HR) department—all managers and executives need to be involved because the role of people is so vital to a company’s competitive advantage. The most successful organizations manage HR as a strategic asset and measure HR performance in terms of its strategic impact. When each piece is in the right place, it creates a high-performance work system (HPWS)A set of management practices that attempts to create an environment within an organization in which the employee has greater involvement and responsibility.—a set of management practices that attempt to create an environment within an organization in which the employee has greater involvement and responsibility. The following are some questions that HRM should be prepared to answer in this new world:...
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...Briefing for SCIC’S “EFFECTIVE MANAGEMENT OF STATE ASSETS & CAPITAL - INTERNATIONAL EXPERIENCES & PRACTICES IN VIETNAM” CONFERENCE 21 April 2009 Who We Are and Our Role investment arm, entrusted to manage the commercial assets held by the government, and to undertake strategic investments in new industries and geographies. shareholder value creation, efficiency gains and enhance corporate governance in companies controlled by the government, commonly known as Government-Linked Companies, or GLCs. Khazanah is set up as a company, and has a nine-member board comprising representatives from both the public and private sectors. Khazanah is also the key agency mandated to drive Khazanah is Malaysia’s strategic Prime Minister & Finance Minister Razak sits on the Board of Khazanah. Mohd Najib Tun Abdul Khazanah’s management team is headed by Managing Director Azman Mokhtar and the team comprises of professionals with backgrounds and experience in investments, finance and consulting. 1 Our Mandate Leading strategic investment house that creates sustainable value for a globally competitive Malaysia Accomplish Strategic Vision and Mission 1 Legacy investments 2 GLC transformation 3 New investments 4 Human Capital Management Execute Strategic Pillars Streamline, repair, restructure portfolio rd Increase shareholder value, strategic value New strategic sectors and geographies Active development of Human Capital for the nation Get foundations...
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...Strategic Human Resource Management is the practice of aligning business strategy with that of HR practices to achieve the strategic goals of the organization. The aim of SHRM (Strategic Human Resource Management) is to ensure that HR strategy is not a means but an end in itself as far as business objectives are concerned. The idea behind SHRM is that companies must “fit” their HR strategy within the framework of overall Business objectives and hence ensure that there is alignment between the HR practices and the strategic objectives of the organization. Evolution of SHRM With the advent of new economy industries like IT and the mushrooming of the service sector, organizations all over the world realized that human resources must be viewed as a source of competitive advantage as opposed to treating it much the same way in access to technology or capital is concerned. What this means is that the practice of HRM is being viewed as something that promotes the business objectives of the firms and not merely another factor in the way the firm is managed. How does SHRM fit in with Strategy? With the advent of today’s economy where services account for a major share of the GDP and the fact that the service sector is essentially people centric, it is imperative that the people first approach be embraced by the organizations for sustainable business strategy. The practice of SHRM demands a proactive and hands on approach by the management as well as the HR department with regards...
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...International Management: Managing Across Borders and Cultures, Text and Cases, Seventh Edition SEVENTH EDITION FEATURES • Streamlined text in eleven chapters, with particular focus on global strategic positioning, entry strategies and alliances, effective cross-cultural understanding and management, and develop- ing and retaining an effective global management cadre. The seventh edition has been revised to reflect current research, current events and global developments, and includes company examples from the popular press. In Chapter 1, we introduce trends and developments facing international managers and then expand those topics in the context of the subsequent chapters. For example, we discuss developments in globalization and its growing nationalist backlash— in particular resulting from the global financial crisis. We discuss the effects on global business of the rapidly growing economies of China and India and other emerging economies such as those in Africa, and the expansion of the EU; the globalization of human capital; and the esca- lating effects of Information Technology and the global spread of e-business. We follow these trends and their effects on the role of the international manager throughout the book. For exam- ple, in Chapter 6 we focus further on strategies for emerging markets, while also dealing with changing strategies to respond to economic decline around the world and an increasing level of nationalism in some industries; we have a...
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...Achieving and Maintaining Strategic Competitiveness in the 21st Century: The Role of Strategic Leadership Author(s): R. Duane Ireland and Michael A. Hitt Source: The Academy of Management Executive (1993-2005), Vol. 19, No. 4, Classic Articles from AME (Nov., 2005), pp. 63-77 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/4166206 Accessed: 10-05-2015 07:37 UTC REFERENCES Linked references are available on JSTOR for this article: http://www.jstor.org/stable/4166206?seq=1&cid=pdf-reference#references_tab_contents You may need to log in to JSTOR to access the linked references. Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/ info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Executive (1993-2005). http://www.jstor.org This content downloaded from 203.101.161.82 on Sun, 10 May 2015 07:37:52 UTC All use subject to JSTOR Terms and Conditions I Academy of Management Reprinted from 1999, Vol. 13, No. 1 Executive...
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...Global Journal of Human Resource Management Vol.3, No.3, pp.58-73, May 2015 Published by European Centre for Research Training and Development UK (www.eajournals.org) HISTORY, EVOLUTION AND DEVELOPMENT OF HUMAN RESOURCE MANAGEMENT: A CONTEMPORARY PERSPECTIVE Kipkemboi Jacob Rotich1, Moi University, School of Human Resource Development, Department of Development Studies, P.o Box 3900-30100, Eldoret, Kenya. ABSTRACT: Various attempts have been made towards tracing the historical development of the discipline of Human Resource Management (HRM). However, these initiatives have largely been concentrated on certain specific periods of time and experiences of specific countries and regions such as Australia, the USA, the UK and Asia (Nankervis et.al, 2011; Kelly, 2003; Ogier, 2003). This paper attempts to document the entire history of the discipline of Human Resource Management from a holistic perspective. The evolution and development of HRM will be traced right from the pre-historic times through to the postmodern world. Major characteristics in the evolution and development of HRM will also be examined and documented. KEYWORDS: Human Resource Management (HRM), evolution, history INTRODUCTION Defining Human Resource Management (HRM) According to Armstrong (2006) Human Resource Management (HRM) is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively...
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...steps the board will need to take in an effort to continue its success as well as remain the leader in the industry amongst its competitors. In doing so, AGC will continue to see a profit, retain its employees and hire new talent to perhaps increase its manpower and production. Shawn’s Approach In an effort to restructure AGC, there are a number of things that have to be taken into consideration. Since Shawn has just joined the team, his presentation has to be informative and insightful. One of the first steps would be to define human capital management, its importance and a structure that needs to be implemented. As with any organization, certain policies and procedures need to be implemented and followed. A strategic plan would be the first place to start. This is simply “a company’s plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage”. (Dessler). The framework for the strategic plan is also important because this will allow the board to determine the strengths as well as weaknesses that may be present within the organization. Once this has been determined, the restructuring process can begin. Since there has been little to no communication amongst management/employees each department will need to hold a meeting to determine how organizational structure should be established internally. A question to ask would be where does AGC stand currently in the market as well as financially...
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...HRM 5355 Strategic HRM Midterm A strategic HR approach provides three critical benefits, including facilitation of: Development of a high quality work force through its focus on the types of people and skills needed Having a high quality workforce has a major influence in the operations of an organization. A workforce that is knowledgeable, adaptable, and receptive to new changes ensures the efficiency of the work system. According to Mello (2011), “An organization is only as strong or as weak as its employees, and the skills, backgrounds, and motivation these employees bring to their jobs will therefore be a key factor in the organization’s overall performance” (p.108). Planning could be in the form of performing a need analysis regarding human capital as it can help assess what is needed in terms of skills and capabilities in order for an organization to gain a competitive advantage. Planning can also include evaluating the external and internal market to evaluate what compensation and benefits are needed in order to attract the right employees. Evaluating what competitors offer and building a strategy to attract the right personnel can also result in attaining a high quality work force. Furthermore, it is essential for an organization that once they have the required skills from the current human capital pool that these be updated along with the goals and strategies of the organization. Having outdated skills would make a company lag in the outside market and...
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...STRATEGIC HUMAN CAPITAL USING BLUE OCEAN STRATEGY® (2-DAY WORKSHOP) Introduction Today’s business managers of any sized organization are facing the challenges of human capital especially after the economic depreciate. In order to get rid of the crisis, organizations need a comprehensive, coherent and timely strategy on promoting, measuring and assessing innovations in human capital strategy. As such, it has been a drastic difference in the focus of professionals to train and retrain their skill-set through higher education. This is particularly important in challenging times like now. The need to change, innovate and respond appropriately is no longer a luxury. It is a necessity for survival and relevance. The role of Human Capital is important and significant because of the positive correlation to economic growth and societal development. Hence, UCSI Blue Ocean Strategy® challenges these old paradigms and offers the Strategic Human Capital Using Blue Ocean Strategy® 2–Day Workshop. Through the workshop, participants will learn the skills they need to align human resources goals and budgets with their organizational mission. In addition, participants will also understand the role of metrics and data in identifying desired outcomes and measuring progress toward the identified outcomes. Objectives * To introduce Blue Ocean Strategy® systematic methodology in Strategic Human Capital Planning and Execution. * Master the new business administration of strategic human...
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...finance, and accounting. Although a company’s success greatly depends on the collaboration of different areas of expertise, strategic planning and human resources management are two important functional areas an organization must have to compete and survive in today’s dynamic economy. Strategic planning is the functional area of business that focuses on creating plans to make sure the organization’s goals are accomplished. Managers use strategic planning to bring aspects of the company together (University of Phoenix, n.d). Management from strategic standpoint is crucial in an organization because it provides leaderships and connects business functions together while making sure that they are working efficiently. With the ever-changing global workforce, managers face new challenges from the external and internal environment. One of the growing issues in strategic management is constant change of the external environment. Management not only has to focus on shareholders but also stakeholders and maintain good public relation to be successful. Peter Robinson, chief executive of Team Management Services (TMS) emphasizes “the essence of strategic planning is for successful organizations to ensure that they are internally aligned with key stakeholder groups in the pursuit of clear goals and values”. The uncertainty of the current economy has made strategic planning more vital than ever and executive...
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...further augmentation and achievement for themselves and the Company. Every year they are challenging their previous success. They are pleased with that what they have achieved previously but not delighted with that. (Pran Food, n.d.) and Beverage every endeavor is to outweigh their past performance. They are growing and growing in the global market. At last we shortly discuss practices of Strategic Human Resources Management in Bangladeshi local company PRAN Food and Beverage. Contents EXECUTIVE SUMMARY 2 Introduction 4 Background of the company 5 HR as an important perspective 7 Common Issues of HR 8 Currently faced problems 9 Employee Workforce Management 9 Labor Management 9 Achievable Solutions 10 To speed up the workforce 10 For Labor enforcement 10 Conclusions 11 Bibliography 12 Introduction The complexity of the entire globalization process, which gave rise to increasing mutual dependence of different economies, branches and organizations, makes new issues with respect to human resources and their knowledge as the sole creative factor of the new value and profit creation actual. Instead of the present day domination of natural and financial resources, the world's...
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