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Chapter 2

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Administrative Studies
ADMS 2600
Mark Podolsky

Chapter 2 Strategy and Human Resources planning Objective 1- Strategic Planning (Step one) and Human Resources - Strategic Planning o Involves a set of procedures for making decisions about the organization’s long-term goals and strategies. o Main focus on how the business will position itself relative to its competitors in order for long term survival an growth - Human Resources Planning (HRP) o The process of anticipating and providing for the movement of people into, within, and out of an organization. o Helps managers use their human resources as effectively as possible - Strategic Human Resources Management (SHRM) o The pattern of human resources deployments and activities that enable an organization to achieve its strategic goals o Mergers, joint ventures, offshoring, relocation etc - HRP relates to strategic planning in terms of strategy formulation and strategy implementation o Provides a set of inputs into the strategic formulation process. o The firm devises strategy then company executives must make resource allocation decisions to implement strategy - First step in strategic planning is establishing a mission o Mission is the basic purpose of the organization as well as its scope of operations - First step (cont’d) is the strategic vision o A statement about where the company is going and what is can become in the future - Core values o Strong and enduring beliefs and principles that the company uses as a foundation for its decisions o How the company will act towards customers, employees and the public ******Review fig 2.1 pg 46****** Objective 2 – Step two: environmental analysis - Involves the analysis of external opportunities and threats o Determines the impact of external change o Can benefit from identified opportunities due to external change - Environmental Scanning o The systematic monitoring of the major external forces influencing the organization o Following 6 external issues most frequently examined  Economic Factors  Industry  Technological  Government and legislation  Social concerns  Demographics - Porters 5 Forces o Threat of New Entrants o Rivals o Threat of New Substitutes o Bargaining power of suppliers o Bargaining power of Objective 3 – Step Three: Internal Analysis - Internal analysis provides strategic decision makers with an inventory of organizational skills and resources as well as performance levels o The use of 3 C’s (Culture, Capabilities and Composition) help analyze within the company - Cultural Audits o Examines the attitudes and beliefs of their workforces as well as the activities they engage in. (examined by top managers) o Cultural audits determine whether or not there are subcultures within the organization and if they have different views of how the company should operate  Also helps determine the quality of managers the organization has - Core Capabilities o Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers.  Key to a firms success o People key resource that underlies a firms core capabilities  Knowledge, skills, and abilities of employees o Competitive advantage can be gained through the people that underlie core capabilities if:  They improve efficiency or effectiveness of company (Resources are valuable)  Knowledge, skills and abilities are not equally available to competitors. (Resources are rare)  Capabilities and contributions of a firm’s employees cannot be copied by others (difficult to imitate)  Talent of employees can be combined and deployed to work on new assignments at a moment’s notice (Resources are organized) - Composition: The human capital architecture o HRM have to determine what the core competencies of the company are and whether to outsource skill areas that are not part of the competencies or to hire those people that can add to that skill area o By general rule, HRM usually outsource if its outside core competencies o Strategic knowledge workers  Employees have unique skill that is part of the company’s core competency and is hard to replace ( R&D or software development) o Core employees  Valuable skills but aren’t difficult to replace.  Companies tend to invest less into these employees because skills are transferable and there is a high chance of them leaving o Supporting labour  Little to no strategic value.  Usually people in the labour ready market (janitorial or warehouse)
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