...1108/02621710510584035 Downloaded by Universitas Pendidikan Indonesia At 20:32 22 February 2015 (PT) Downloaded on: 22 February 2015, At: 20:32 (PT) References: this document contains references to 29 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 9372 times since 2006* Users who downloaded this article also downloaded: David Lamond, Lee D. Parker, Philip Ritson, (2005),"Fads, stereotypes and management gurus: Fayol and Follett today", Management Decision, Vol. 43 Iss 10 pp. 1335-1357 http:// dx.doi.org/10.1108/00251740510634903 Marilyn M. Helms, Judy Nixon, (2010),"Exploring SWOT analysis – where are we now?: A review of academic research from the last decade", Journal of Strategy and Management, Vol. 3 Iss 3 pp. 215-251 http://dx.doi.org/10.1108/17554251011064837 Uma D. Jogulu, (2010),"Culturally-linked leadership styles", Leadership & Organization Development Journal, Vol. 31 Iss 8 pp. 705-719 http://dx.doi.org/10.1108/01437731011094766 Access to this document was granted through an Emerald subscription provided by 601976 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com Emerald is a global publisher linking research...
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...such as a Drucker, argue that “culture eats strategy for breakfast”, meaning organisational culture is far more significant and influential compared to strategic management. No matter how brilliant your strategy is, it won’t be accomplished if it is not supported by your ogranisation’s culture. However, some scholars argue that due to the intermittent challenges facing organisations in the contemporary business enivornment, culture can often be influenced by strategy. An organisation’s culture is extremely influential to business success. The organisation’s values and beliefs affect marketing, productivity and customer interaction. A strong organisational culture is achieved through the use of language, rituals and symbols to communicate key values throughout the organisation. A weak organisational culture exists when core values are not clearly defined, not clearly communicated or not widely accepted within the organisation. This can lead to inconsistant customer experiences and a unfavourable business reputation. (1) presents a strong organisational culture as a competitive advantage, “ A strong culture helps you attract and keep top talent, ensure delivery on your brand promise and referring new business”. Mathew and Ogbonna conducted a study on the organisational culture of Indian software company Firstware, and concluded “rituals and celebrations appeared to play a subtle but significant role in influencing employee commitment” (Mathews, Ogbonna 2009). For example, the...
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...multiple stakeholders renders this model a neo - pluralist model. ← This model emphasizes more on the human/soft side of HRM. ← Basically this is because this model emphasizes more on the fact that employees like any other shareholder are equally important in influencing organizational outcomes. ← In fact the interest of the various groups must be fused and factored in the creation of HRM strategies and ultimately the creation of business strategies. Source : Beer et al (1984 : 16) ← A critical analysis of the model shows that it is deeply rooted in the human relations tradition. ← Employee influence is recognised through people motivation and the development of an organization culture based on mutual trust and team work. ← The factors above must be factored into the HR strategy which is premised on employee influences, HR flows, reward system etc. ← The outcomes from such a set up are soft in nature as they include high congruence, commitment, competencies etc. ← The achievement of the crucial HR outcomes has got...
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...role in ensuring smooth and efficient functioning of the HR department. In today's times, human resource management is not just considered a routine function, but an integral element of the strategic plan of an organization. HR managers and leaders are extensively involved during the strategic planning stage. An effective HR leader or manager ensures smooth and efficient alignment between the HR strategy and overall corporate strategy. He or she ensures that the goals of the HR department are well aligned with corporate philosophy, mission, vision and goals of the organization. The manager or leader has to display strong leadership skills for ensuring smooth integration of the HR department's strategies and action plans with other departments or functional areas of the organization. HR department deals with the most important asset of an organization, ie, human resources. Hence, an effective leader is required to lead this department because such a leader can lead the employees of the organization in the right direction. HR managers and leaders should display strong leadership skills in order to guide and motivate employees in the organization. Human resource management includes recruitment and selection of appropriate staff and management of the employment relationship, which includes contracts, collective bargaining, reward systems and employee involvement, and considers the strategic and operational view of human resource requirements (wps.pearsoned.co....
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...Introduction While the Industrial Revolution first brought about the need for organised workforce management, the ideas and approaches put forward by theorists over the past century can be seen, albeit refined and developed, in modern people management literature and practises 3 | Page today. Models such as Pfeffer’s set of best practises echo of Taylor’s “One Best Way” and scientific selection of people, and welfare theorists such as Robert Owen and Elton Mayo’s recognition of the need for, and benefits from, improved working conditions and motivation can be seen as the origins of organisational culture and motivation theory. Just as each theory reflected the influencing environment of its time, both internal and external, the political, social, economic and other changes of the past 20 or so years, has evolved people management to where human resources management (HRM) is today. Over this period, the global and local business environment has prospered and suffered, industry and organisations have grown and retrenched, and against these backdrops, ideas on what approach best yields superior employee/organisational performance has evolved, with HRM the widely supported approach in today’s business environment. The popularity of HRM rose from US theorists in the 1980’s such as Storey, whose “ideal type” of HRM pinpointed 27 differences (Appendixes 1) between the personnel management role, “essentially an administrative...
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...Mountain Bank Strategic Human Resource Management – HRM530005VA016-1118-001 Professor 23 October 2011 1. Discuss the strategies that Mountain Bank should implement to achieve a competitive advantage in the marketplace. Mountain Bank already has the necessary tools to implement a variety of strategic plans. The key will be making the necessary changes and implementing them in order to gain a substantial and competitive advantage in the marketplace. The banks recent internal studies concluded that their best resources are their tellers. Based on this information I would recommend focusing on this echelon of the workforce strategically. As a part of the human resource management (HRM) team I would recommend a duel fold strategy that melded the competitive business strategy and the human resource strategy. a. Competitive business strategy: This strategy would focus on the needs of the customers and how to meet them efficiently and consistently. Every banking business that truly wants to succeed must ask “why will customers bank with us?” This question is the basis for the strategy they must adopt. For Mountain Bank I would recommend a #1 focus on customer service and satisfaction. I am not talking about simple courtesy but the type of incredible service that stands out far from our competitors. Numerous studies have shown that superior service will always beat cost of fees or price. BIGresearch.com, an Ohio-based market intelligence firm, conducted...
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... | CRM_01 Nature of Customer Relationship Management LECTURE OBJECTIVES ■ Understand relationship marketing. ■ Understand the differences between relationship marketing and transaction marketing. ■ Understand customer relationship management ■ Identify the essential concepts on customer relations – customer satisfaction and customer loyalty 1. Understand Relationship Marketing 1. What is ‘Relationship Marketing’? Marketing consists of actions taken to build and maintain desirable exchange relationships with target audience. They want to build strong economic and social relationships by consistently delivering superior value. Successful firms work to build long-term relationships with their customers and initiate relationship marketing strategy. Relationship marketing is a strategy that maintains long-term partnerships with customers. It starts by understanding who your customers are what they value, what they want to buy. Companies then build relationships with customers by offering value that satisfied their customers. Relationship marketing is also known as one-to-one marketing, which is about marketing to...
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...Mission Mission represents the framework for the entire business , the values which drive the company and the belief that the company has in itself and what it can achieve. Mission has 2 diversities: strategic and philosophic. The strategy school views mission as a strategic tool, an intellectual discipline which defines the business’s commercial rationale and target market. It is perceived as first step in strategic management. It has to answer two fundamental questions: WHAT IS OUR BUSINESS and WHAT SHOULD IT BE? The second view that mission is a glue that enables to function as collective unity. This cultural glue consists of strong norms and values that influence the way people behave, how they work together and how they pursue the goals of the organization. Building a definition of mission Link between personal and corporate values is a crucial aspect of mission. Employees are clear what is important and are happy to follow the standards and behaviours their company ask of them. Their way of working is not only personal satisfaction but also superior to that of competitors. A strong mission exists when the 4 elements of mission link tightly together , resonating and reinforcing each other Purpose What is the company for? Many of the companies do not even attempt about the nature of their overall purpose. There are 3 categories of ideas of purpose. 1) Satisfy shareholders. The purpose of this companies is to maximize wealth for shareholders. ...
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...Organizational Commitment is highly valuable. Studies have highlighted that commitment has a great impact on the successful performance of an organisation. This is because a highly committed employee will identify with the goals and values of the organization, has a stronger desire to belong to the organization and is willing to display greater organizational citizenship behaviour i.e., a willingness to go over and beyond their required job duties. And if human resources are said to be an organization‘s greatest assets, then committed human resources should be regarded as an organisation‘s competitive advantage. This paper will analyze the concept of organizational commitment, what it means and why it is so relevant to organizations. In fact, vast numbers of studies have found positive relationships between organizational commitment and employee behaviours such as a greater effort exerted by the employee in performing tasks, higher employee retention, better work attendance, increased willingness to engage in citizenship behaviour and higher delivery of service quality. In essence, this shows an all-round higher employee performance effectiveness. Moreover, in today’s fast paced and dynamic business environment, organizations can no longer guarantee "a job for life" which has made the notion of organizational commitment even more pertinent. It is therefore in the organization's best interest to elicit this kind of behaviour. Various means of securing organisational commitment, in a cost...
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...Summary Corporate Culture & Southwest Airline Case Analysis CORPORATE CULTURE Corporate culture is an incredibly powerful factor in a company’s long-term success. No matter how good your strategy is, when it comes down to it, people always make the difference. Corporate Culture * Is the meshing of shared values, beliefs, business principles, and traditions that imbues a firm’s operating style, behavioral norms, ingrained attitudes, and work atmosphere. * Is important because it influences the firm’s actions and approaches to conducting business Corporate culture refers to the shared values, ingrained attitudes, core beliefs and company traditions that determine norms of behavior, accepted work practices, and styles of operating. How was a corporate culture developed and nurtured in your organization? A company’s culture is grounded in and shaped by its core values and ethical standards. I am working at PT. Tempo Scan Pacific, Tbk. and known as Tempo Group. Tempo Group has a “Corporate Culture” implemented in the 5 core values : 1. Honesty 2. Equality 3. Usefulness 4. Responsibility 5. Perseverance Here are a few ways my organization can facilitate the creation of a nurturing the culture : * Communications: This allows information and ideas to flow up from entry-level ranks to the top management of the company, but information from upper management is also shared more readily with the entire company. Always communicate...
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...International Affairs and Global Strategy ISSN 2224-574X (Paper) ISSN 2224-8951 (Online) Vol.25, 2014 www.iiste.org E-Recruitment as a Strategy for Informal Networking: A Case Study of Mobilink Muhammad Arslan (Corresponding Author) Rashid Zaman Bahria University Islamabad, Pakistan PO box 44000, E-8, Islamabad, Pakistan Email: MuhammadArslan73@gmail.com Abstract E-recruitment strategy is necessary to attract the potential employees to better equip the organization with competent workforce. E-recruitment helps to get the informal networks for the organization. These informal networks support the organization in form of employee’s clarity of their roles, which increases the organizational knowledge of employees to perform their tasks efficiently. It increases the satisfaction of employees which in result will increase the commitment of employees for organization in long run. A case study of Mobilink, a repudiated telecommunication company, is conducted to get the implication of e-recruitment strategy that either it is beneficial for the organization or not. The survey method was employed for data gathering. The results have strong support for the long run benefits, for Mobilink, of adopting e-recruitment strategy. Keywords: E-Recruitment, Mobilink, Employees, Informal Networks 1. Introduction Recruitment is the basis for an organization to create and then continually recreate itself. It involves the workforce of an organization who are directly involved...
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...Target Sustainability Strategy Mohan (2011) stated Target made known publicly its sustainability commitments developed to guide Target continuing success, and sustainability which is outlined to lead the company toward a sustainability environment, and accomplish considerable commitments. The commitment outlines involves empowering customers, teams to lead sustainable lifestyles to make available the correct tools, and awards for increased productivity. The company commitment also includes sustainable choices for products that adequately balance suitability, and company performance. By 2015, Target goals are to have achieved its goals and continue its success as a sustainability organization throughout communities by bringing together different programs, and enhancing the communities. Wal-Mart's Sustainability Strategy According to Plambeck and Denend (2011), Wal-Mart chief executive officer Lee Scott and president made a speech to 1.6 million employees from 6,000 retail stores, and 60,000 suppliers. The purpose of the speech was to discuss Wal-Mart launching a steadily business sustainability strategy to decrease the impact on the international environment (Wal-Mart's Sustainability Strategy, 2011). The company goal was also to become a competitive and innovative global company. Although the company was profitable, it was not exclusive. Wal-Mart strong desirable goals were to restore more than 99% of energy, develop no waste campaign and selling products that support the...
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...Drivers of Brand Commitment: A Cross-National Investigation Name Institution Drivers of Brand Commitment: A Cross-National Investigation Introduction Brand commitment is the degree of psychological links between consumers and service or products they purchase. In fact, commitment towards a brand is the loyalty of consumers towards certain services and products produced by distinct businesses. Brands are a vital component of businesses, this is because they develop customer relationships which eventually results in performance of the business (Eisingerich & Rubera, 2010). Customer brand loyalty is repetitive purchasing of the particular service or product with biasness over other commodities attributed to the psychological evaluation by the consumer. Businesses are thus tasked with cultivating high brand commitment by using brand drivers to enhance performance. Brand drivers are attributes which generate strong impacts on the customer purchasing behaviors (Perrey, Spillecke & Armstrong, 2011). Brand commitment can be further elaborated as a consumer’s psychological pledge to have a long term attachment in terms of relationship towards a service or product they purchase into future times (MacInnis, Park, & Priester, 2014). Brand commitment is the supportive longevity behavior that a consumer exudes intentionally for a service or product. Initially, brand commitment starts with a consumer wanting to possess the particular service or goods which later...
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...project in Asia and developing networks and relationships with Asian governments and companies. This outweighed the risks of underwriting risk, credit risk and long-term collateral risk. In addition, we believe it was the correct decision to initially bid to lose and then change this approach once there was concrete support from the HK government. From Disney’s perspective, despite Chase’s standard commitment letter leaving them slightly vulnerable, choosing Chase as sole mandate made the most sense. Due to the unique nature of the loan (extreme long term, Disney’s desire to use operating cash flow for expansion and the principal collateral being non-existent for first 2 years), it made sense for Disney to choose a company that has a strong relationship with and one that was extremely flexible on the structuring of the loan. Finally, we believe the most suitable syndication strategy is to be Chase as the sole mandate with a two-stage syndication process and sub-underwriting (exhibit 8a) Chase Manhattan Bank made a smart initial decision by attempting to bid to lose. This strategy was ideal because due to the uniqueness of the loan it posed several credit issues. Firstly it was extremely long (15 years). In addition, the problems of Disneyland Paris, which boasted large initial capital expenditures and an overly aggressive capital structure meant banks had to tread warily and do their due diligence. Also, Chase knew the local banks would bid aggressively....
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...The Need for Strategic Agility: How to introduce strategic renewal and rebuild corporate strategies Copenhagen Conference on Strategic Management 2007 Copenhagen Business School, Denmark, December 11-12, 2007 The Timken Chaired Professor of Global Technology and Innovation Visiting Professor, Helsinki School of Economics/CKIR © Yves Doz, Mikko Kosonen, 2007 Professor Yves Doz INSEAD Sources of Sustained Growth and High Performance • Clear Focus • We should have a clear vision for the future of our core business • We should have a sustained effort at maximally leveraging our core business • We should have a tight focus on continuous improvement • We should have a leadership position in everything we do • High Efficiency • We should have strong business units with sufficient autonomy as they grow • We should have highly efficient business systems and processes • We should have deep collaborative relationships with our key customers and partners • Quick Commitment • We should have clear charters for all organizational units • We should have strong and experienced leaders with proven track record © Yves Doz, Mikko Kosonen, 2007 Single-minded attention to ‘clear direction and focus leads to… Driver •Clear vision for the future of our core business •Sustained effort at maximally leveraging our core business •Tight focus on continuous improvement •Leadership position in everything we do •High action orientation and self-confidence Consequence •Considering everything...
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