...Instructor: Project of BUSINESS, POLICY & STRATEGY 2012 Selected organization Daewoo Express 5/28/2012 ABSTRACT Daewoo has solid foundation in Pakistan of over many years, with a network of over 274 express buses running all over Pakistan. In this project we have conducted Porter’s Value chain model and Porter’s five forces model framework (Daewoo’s competitive analysis), then EFE and IFE matrix are developed to know about the Daewoo’s response toward its external and internal factors, which are identified during SWOT analysis. Then in strategy formulation stage we have conducted strategic diamond and BCG matrix to develop the strategies for Daewoo. We have finally concluded that Daewoo should start online ticketing, and should provide incentives to lower level employees in order to minimize turnover rate. Introduction Immediately after launching of Lahore – Islamabad Motorway (M-2) in November 1997, Daewoo Pakistan Express Bus Service (DPEBSL) was incorporated which launched its express bus service between Lahore – Rawalpindi / Islamabad in April 1998. This service, owing to its peculiar quality features setting new standards of safety, security, reliability, luxury, comforts and regularity, soon became popular and first choice of the traveling public. Sammi Corporation, Seoul, Korea took over DPEBSL in 2004 which led to accelerated growth and expansion of Sammi-Daewoo Express Bus Service in Pakistan. Sammi-Daewoo Pakistan Express Bus Service Ltd with its Headquarters...
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...Key Learning Essay #2 MAN 6721 March 16, 2010 It is known that a company’s strategy is very important to their success. We have addressed how a company’s strategy must fit properly with the environment in which they are operating. We refer to this as their external fit and utilize Porter’s five forces to evaluate it. While external fit is important, it is also necessary to have a proper internal fit. I will first discuss more about internal fit is. Next, I want to address the importance of links to internal fit. Finally, I will look at some examples of companies and the strengths or weakness in their internal fit. The term internal fit may seem to be an oxymoron, but many companies are more worried about external factors before really addressing their core values. Many companies fail to realize that competitive advantage comes from internal fit. A competitive advantage comes from creating value to your customers that they would not have otherwise. Not only value creation but also value capture is a part of creating an advantage over competitors. Capturing value comes from organizational design. Making sure the processes inside your company are all reinforcing is essential to making sure the fit is right. To make sure activities inside the company are reinforcing one another we must create links between the different departments. All of the operations, such as human resources, production, marketing, and distribution must be on the same page. Companies must look for inconsistencies...
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...Strategic alignment Strategic Alignement: A model for organisational transformation through technolgy By: J. Henderson N. Venkatraman Outline What is strategic alignment ? Strategic alignment mode Four alignment perspectives What is strategic alignment ? Strategic Alignment Model external internal Business Strategy Business Scope • Covers that affect the business environment e.g. markets, products, services, customers/clients etc. • Make business a success in market place i.e. core competencies like brand, research, manufacturing and product development • Covers relationships between the stockholder of the company and senior management Distinctive Competencies Business Governance Business Infrastructure Administrative Structure •Covers how organization runs its business e.g. questions regarding centralization, decentralization, matrix, geographic and functional organization type. Business Process •Covers all activities and how they operate e.g. value added activities and process improvement Human Skills •Hire/fire •Motivation •Train and education Information Technology Strategy Technology Scope • Covers all the essential information applications and the technologies that business uses • Capabilities that set IT services apart from the rest i.e. how much access business has to information that is important to business’s strategies. • Make up the authority and how resources, risks and responsibility, are distributed between...
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...INTRODUCTION Keels super of the john keels groups is a leading supermarket in Sri Lanka. They are providing wide range of products include groceries, essentials, meats, vegetables, fruits, bakery, dairy, household, toiletries and home-ware such as linen, books, stationery, pharmacy and beauty counters at selected outlets. The company has been in operation for last 20 years and they are focusing to provide best quality product and services to the customers. Currently they have 45 supermarkets in Sri Lanka and rapid expansion plans are underway to earn more profit and to have more customer base island wide. To that the management have to have proper effective strategies. In Sri Lanka upper markets are mainly accounted in the order of priority, quality, range of products, price, location, environment, parking and customer service etc. To achieve these objectives, the management should have proper knowledge about the Strategic HRM. This case is a small attempt to analyze the island’s largest private employer brought into light a few concrete conclusions about the company regarding its strategic human resource management. QUESTION 01 What do you mean by “competitive Advantage” explain as to hoe you formulate HR Strategies enabling to get such advantages in the competition in the super market business? Competitive advantage is an advantage that a firm has over its competitors, allowing it to generate greater sales or margins and/or retain more...
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...Personal Information, (Addresses etc) c. (Optional deployment of Ethical Hacking) 4. Disruption/Sabotage a. Insertion of dummy explosive/incendiary devices (Packages, Letter Bombs etc). b. Abduction plan 5. Report The time frame is variable dependent on current security protocols and staff awareness. Client Network Penetration Testing Proposal Document Reference xxx-xxxx-xx Contents 1 Background 3 2 Scope 4 2.1 Types of Attack 4 2.2 Report 5 2.2.1 Executive Summary 5 2.2.2 Technical Report 5 2.2.3 Recommendations 5 2.2.4 Security Policy 5 3 Phase 1 – Internal 6 3.1 Scope 6 3.2 Deliverable 6 4 Phase 2 – Internet 7 4.1 Scope 7 4.2 Deliverable 7 5 Phase 3 – WarDial 8 5.1 Scope 8 5.2 Deliverable 8 6 Phase 4 – Wireless 9 6.1 Scope 9 6.2 Deliverable 9 7 Phase 5 – 3rd Party Access 10 7.1 Scope 10 7.2 Deliverable 10 8 Phase 6 – Remote Access 11 8.1 Scope 11 8.2 Deliverable 11 9 Phase 7 – Social Engineering 12 9.1 Deliverable 12 10 Products Used 13 10.1 Hardware 13 10.2 Software 13 11 Quotation...
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...M4-Assignment 2: Internal Environmental Scan/Organizational Assessment https://homeworklance.com/downloads/m4-assignment-2-internal-environmental-scanorganizational-assessment/ M4-Assignment 2: Internal Environmental Scan/Organizational Assessment This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together. In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit. The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in M2: Assignment 2 and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard. Part I: Internal Environmental Scan (2–3 pages) The internal environmental scan or organizational assessment should include the following: • Mission, vision, and values: Assess the organization’s understanding of the mission...
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...Human resources The assessment of HR begins with environmental analysis, under which the external (PEST) and internal (objectives, resources and structure) are analysed to assess the currently available HR inventory level. After the analysis of external and internal forces of the organization, it will be easier for HR manager to find out the internal strengths as well as weaknesses of the organization. 2.Demand forecasting - - HR forecasting is the process of estimating demand for and supply of HR in an organisation. - Demand forecasting is a process of determining future needs for HR in terms of quantity and quality. - Supply forecasting is concerned with the estimation of supply of manpower given the analysis of current resource and future availability of human resource in the organization. 3. Matching supply and demand - The matching process refers to bring demand and supply in an equilibrium position so that shortages and over staffing position will be solved. 4. Action plan - The HR plan is executed through the designation of different HR activities. Recruitment Process Internal Recruitment - An internal recruitment strategy is characterised by promoting employees from within an organisation to fill upcoming positions. This recruitment may be in the form of creating and shuffling temporary teams to fill certain tasks or may be permanent changes. Internal recruitment may be primarily horizontal or it may be for promotions in which the...
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...A Case Study on Internal or External Recruiting 1. Objectives of the Case Study The number of managerial positions is limited in most organizations, and employers fill those limited positions with either internal hires or external recruits. This external-versus internal- hiring decision is important, because managerial capability is a critical determinant of the profitability of an organization. In this case study of Powernet, our objectives are to: * Analyse the issues related to recruitment in Powernet Inc. * Make recommendation in order to face the coming up situation with the retirement of middle management employees. 2. Document Review 2.1. Industrial Organizational Psychology Industrial and organizational psychology is the scientific study of human behavior in the workplace. I-O psychologists contribute to an organization's success by improving the performance, satisfaction, safety, health and well-being of its employees. An I–O psychologist conducts research on employee behaviors and attitudes, and how these can be improved through hiring practices, training programs, feedback, and management systems. I–O psychologists also help organizations transition among periods of change and development. 2.2. Key areas of I/O Psychology * Training & Development * Employee Selection * Ergonomics * Performance Management * Work Life * Organizational Development 2.3. Various branches in Psychology * Abnormal Psychology ...
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...needs as strategy. Hence, the primary function of strategy is to help us adapt to the change. Change and this adaptation to change is the surviving process. It’s a continuous function. The components of change process are interdependent. The pace of one defines the pace the other. Strategy “Strategy is choosing to perform activities differently than rivals do.” 3. Strategy Needs to be understood from two perspectives ie Internal and external. These two factors when in sync, give the premise for strategic decision making. Business is nothing but the amalgamation of certain assumptions about its environment, mission and core competencies. This amalgamation defines the “what to do of the business.” The firm exists as a part of its internal and external environment. 4. The Internal and externals environment can be defined by the 4 c’s framework. the external environment serves as an input for the strategic decision making and the Internal environment ie the company’s policy, resources etc. help produce the firm the desired output. The external environment ie the competition, customer and the...
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...one of the biggest law firms in Anhui, China. The company focuses on solving criminal cases, civil cases and it also provides legal services to the public. I worked in the human resource department of the company as an intern for 6 months. The company has a well-designed competitive business strategy called differentiation strategy and good human resource strategies called external differentiation and internal differentiation. The competitive business strategy for Hesen is to differentiate themselves from other law firms. The company has been trying to meet their clients’ special needs and make their services unique in certain respects. This differentiated competitive strategy has helped the company earn a large amount of money for the last five years. However, this well-designed business strategy results in high expenses to the. Hesen spends over twenty thousands dollar every year on development programs in order to provide services that other companies cannot or find difficult to imitate. In order to fit with the company’s overall business strategy, Hesen developed a combination of external and internal differentiation human resource strategy. Since there is no way for the company to provide all services to their clients, Hesen hires free agents to provide specific services. In addition, the company also has committed experts who have already worked for them for a very long time. These employees are loyal and have expertise in high level jobs which gives the company advantages...
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...environment; alignment process becomes an even greater challenge, (Higgins, 2005), and more important and significant for successful change implementation process. The process of alignment shouldn’t have a start or end point, where it is an ongoing process of ‘fitting’ all organization’s functions in the right direction toward achieving the vision and the strategic goals of the organization. The same as Miles and Snow (1984) suggest that rather than viewing ‘alignment’ as a state, because perfect alignment is rarely achieved, it might be better to think of it as a process (Hayes, 2010), when reviewing models and theories which are analyzing and discussing the concept of ‘alignment’ we have noted that some are viewing ‘alignment’ as an internal process of aligning organization functions with...
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...winning strategy from a losing or mediocre strategy: a. How well does the strategy fit the company’s situation? i. To qualify as a winner, a strategy has to be well matched to industry and competitive conditions, a company’s best market opportunities, and other aspects of the enterprise’s external environment. Unless a strategy exhibits a tight ft with both the external and internal aspects of a company’s overall situation, it is likely to produce less than the best possible business results. b. Is the strategy helping the company achieve a sustainable competitive advantage? i. The bigger and more durable the competitive edge that a strategy helps build, the more powerful and appealing it is. c. Is the strategy resulting in better company performance? i. Two kinds of performance improvements tell the most about the caliber of a company’s strategy: (1) gains in profitability and financial strength and (2) gains in the company’s competitive strength and market standing. 2. Strategies that come up short on one or more of the above questions are plainly less appealing than strategies passing all three test questions with flying colors. CORE CONCEPT: A winning strategy must fit the enterprise’s external and internal situation, build sustainable competitive advantage, and improve company performance. 3. Other criteria for judging the merits of a particular strategy include internal consistency and unity among all the pieces of strategy, the degree of risk the strategy...
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...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 and processes is widely acknowledged to be a crucial part of any...
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...trategic process. This will include the function of recruitment and training programs in HRM, the concept of strategic fit and how human resource management can lead to a competitive advantage. The manner in which an organization’s personnel are managed has a tangible influence on the productivity of the employees, which ultimately acts upon the firm’s bottom line. Corporate success is dependent upon the integration of the human resource plan and the corporate strategic plan. It has become a prominent part of business management, that people provide organizations with an important source of sustainable competitive advantage and that the effective management of human capital, not physical capital, may be the ultimate determinant of organizational performance (Youndt, Snell, Dean, Jr, & Lepak, 1996). The relationship between the strategic planning of an organization’s people and the overall strategy is being increasingly recognized as one of great importance. A growing recognition of human resources as being a company’s most important asset has, and will continue to, changes the focus of strategic planning. It is no longer acceptable to exclusively plan for those assets that will appear on the balance sheet. A plan integrating human resource management and the overall strategic plan is necessary, such that the management of people is not a distinct function, but acts as a medium through which all other business strategies are implemented (Armstrong and Long, 1994: p. 42)...
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...Contingency theory is perceived by some scholars as a fragmentation of various ideals patched together into a theory of management accounting, nevertheless, it should be recognised that it provides a wealth of knowledge into contemporary management accounting practices. Contingency theory provides enhanced information to the individual which ultimately improves decision making and assists in achieving organisational objectives (Hamas and Lääts, 2002, p. 379). This theory has invaluably provided research evidence that are attributable to contemporary management accounting knowledge and designs. It has provided a profound method to adjust to ever changing external environments and the need for changes in internal factors (Otley, 1980, p. 413). Strengths of contingency theory style research Challenging the criticisms of contingency theory for being fragmentary and contradictory due to its methodological limitations, it is the failure of critiques in realising the many different forms of management accounting designs under the contingency approach and the relationships between those design which have perpetuated this idea (Gerdin and Greves, 2004, p.303). Attention should be shifted to the concepts under which contingency theory has been applied. Contingency theory in its simplest form highlights that an organisation’s structure is conditional upon contextual factors such as environment, strategy and size. One of its key strengths is a congruence approach that it represents...
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