Textbook Notes (368,098)
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ADMS 2600 (126)
Chapter 2

Chapter Two Textbook Notes

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Department
Administrative Studies
Course
ADMS 2600
Professor
Monica Belcourt
Semester
Fall

Description
Chapter Two - Strategic planning: making decisions about organization’s long term goals - HRP: planning for the movement of people within and out of an organization - Strategic HRM (SHRM): HR activities that allow an organization to achieve its goals o strategic analysis: deciding what human resources are needed and which ones are available o strategic formulation: deciding what is necessary in support of human resources o strategic implementation: allocating resources Process to show how a firm’s HRP and strategy efforts can be integrated 1. Mission, Vision, and Values 2. Environmental Analysis: monitoring major external forces a. SKEPTIC: social issues, knowledge, environment/economy, political, technological (demographics), internal, customer b. five forces: new entrants, substitutes, supplies, customers, rival firms 3. Internal Analysis (3Cs) a. culture: quality of work life in the organization (how employees interact with each other, focus on managers, etc.) b. competencies: core competencies that set them apart from competitors c. composition: the make-up of employees i. strategic knowledge workers: have firm-specific skills that are directly linked to company strategy (ex. senior software developer) ii. core employees: have skills to perform jobs that are not unique to a company (ex. janitor) iii. supporting labour: have skills that less strategic and usually available to all firms (ex. general electrician) iv. alliance or partners: have unique skills that aren’t directly related to a company’s core strategy (ex. product label designer) d. forecasting (demand for labour, supply of labour, etc) i. quantitative approach: forecasting based on an organizational index such as sales ii. qualitative approach:  management forecasts (opinions of supervisors, managers, and experts on the company’s future and its needs)  Delphi technique (summarizing the judgments of a preselected group of individuals to minimize subjectivity) iii. forecasting the supply of employees  staffing tables: graphic representations of all jobs and # of employees with future employee requirements  Markov analysis: tracks the pattern of employee movement through various jobs  skill inventories: files of education, experience, interests, skills, etc. so managers can easily match job openings with employee skills  replacement charts: list
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