Académique Documents
Professionnel Documents
Culture Documents
Module 01
Planning
Organizing
Staffing
Leading
Controlling
Management Process
Planning
Goals and standards
Rules and procedures
Plans and forecasting.
Organizing
Tasks
Departments
Delegating
Authority and communication
Coordinating
Management Process
Staffing
Hiring
Recruiting
Selecting
Performance standards
Compensation
Evaluating performance
Counseling
Training and developing
Management Process
Leading
Getting the job done
Morale
Motivation
Controlling
Setting standards
Comparing actual performance to standards
Corrective action
HRM Function
Authority
Making decisions
Directing work
Giving orders
Line Managers
Accomplishing goals
Staff Managers
Assisting and advising line managers
Line Manager’s HR Jobs
Line authority
Implied authority
Functional control
Employee advocacy
HR Department
Organizational
Chart
Strategic Planning and
Trends
Corporate
Strategy
Functional
Strategies
The Strategic Planning
Process
SWOT analysis - Strengths, Weaknesses,
Opportunities, and Threats
Best strategic plans balance a company’s Strengths
and Weaknesses with the Opportunities and Threats
the firm faces
Basic strategic trends
Globalization
Technological advances
The workforce
Recall Importance of
Globalization
80
70
60
50
40 % fortune 500 with a
global presence
30
20
10
0
1920 1950 1970 2000
Technological Advances and the
Nature of Work
Asian
Black
Hispanic
Men
Women
US Department of Labor website
Consequences of these basic
trends
Global expansion
Companies
Uncertainty,
Technology must be
Turbulence,
Strengths and Fast,
Rapid
Weaknesses Responsive,
Change,
and
Improved competition Changing
Cost-
power
effective
bases
HR’s evolving role
Corporate strategy
HR programs
Corporate strategy
HR programs
FedEx
How HR helps strategy execution
Functional strategies
should support
competitive
strategies
Value chain analysis
Outsourcing
Strategy Formulation
How HR helps form strategy
Formation of a
company’s strategy =
identifying, analyzing
and balancing external
opportunities and
threats with internal
strengths and
weaknesses
Environmental
scanning
The Value Chain Approach
HR and technology- End User Technology
can be the Human Resources engine of
change
Online forms
HR on the Internet
Trends: Increased Use of Internet
60% 54%
48%
42%
34% 33%
27%
22%
21%
18% 18%
16% 16%
10%
9% 9% 8%
0%
Telephone Internet Mail In-person
Sep/Oct 00* Sep/Oct 01* Jun 02* Two years from now**
* Thinking now of your most recent contact with the federal government, what was the method of contact?
** Thinking about two years from now, what do you think will be your main method of contact with
governments? (June, 2002)
HR portals
Employees can
answer their own
questions
HR moves from
reactive to proactive
Training and Development
translates into performance
Management Philosophy
Organizational Strategy
Organizational Structure
Size
Technology Requirements
Industry demands
Role of Training in Organizations
Improve quality
How Training
Strategy Achieved Key Issues Implications
Concentration - improve - current skills - team building
quality - develop - cross-training
work force - people skills
- on-the-job
Implications of
Implications of Business
Business Strategy
Strategy for
for Training
Training
How Training
Strategy Achieved Key Issues Implications
Concentration - improve - current skills - team building
quality - develop - cross-training
work force - people skills
- on-the-job
Internal Growth - global - innovation - cultural training
expansion - creating new - creativity training
- new products jobs & tasks - communication
- joint ventures - technical skills
- conflict resolution
Implications of
Implications of Business
Business Strategy
Strategy for
for Training
Training
How Training
Strategy Achieved Key Issues Implications
Concentration - improve - current skills - team building
quality - develop - cross-training
work force - people skills
- on-the-job
Internal Growth - global - innovation - cultural training
expansion - creating new - creativity training
- new products jobs & tasks - communication
- joint ventures - technical skills
- conflict resolution
External Growth - acquire firms - integration - integrate training
(acquisition) - redundancy systems
- restructuring - team building
- identify capabilities
Implications of
Implications of Business
Business Strategy
Strategy for
for Training
Training
How Training
Strategy Achieved Key Issues Implications
Concentration - improve - current skills - team building
quality - develop - cross-training
work force - people skills
- on-the-job
Internal Growth - global - innovation - cultural training
expansion - creating new - creativity training
- new products jobs & tasks - communication
- joint ventures - technical skills
- conflict resolution
External Growth - acquire firms - integration - integrate training
(acquisition) - redundancy systems
- restructuring - team building
- identify capabilities
Disinvestment - cost reduction - efficiency - stress management
- redefine goals - time management
- sell assets - cross-training
- outplacement
Key Training Roles
Researcher
Needs Analyst
Evaluator
Program Designer
Materials Developer
Manager
Marketer
Counselor
Change Agent
Instructor
Communicator
TRAINING COMPETENCIES
OPERATIONS MANAGEMENT
Business
Business Consistency Environment
Environment
Strategies
Strategies
Fit Fit
Consistency
Consistency
Improved
Improved
HR Strategies
Firm
Firm
And choices
Performance
Performance
Fit Fit
Organizational
Organizational Organizational
Organizational
Characteristics
Characteristics Consistency Capabilities
Capabilities
Influence of Business Strategies on HRM
Environmental
Dimension Low High
Degree of • Detailed work planning • Loose work planning
Uncertainty • Job-specific training • Generic training
• Fixed pay • Variable pay
• High dependence on • Multiple inputs for
superior appraisals
31 years old
Post 9/11, SWA had no layoff, posted profits and
did not reduce flights
Source: Suggested by J. R. Wiliams, “How Sustainable Is Your Competitive Advantage?” California Management Review
(Spring 1992), p. 33.
Typical Value Chain for a Manufactured
Product
Source: Suggested by J. R. Galbraith, “Strategy and Organization Planning,” in The Strategy Process: Concepts, Contexts, Cases,
2nd ed., edited by H. Mintzberg and J. B. Quinn (Englewood Cliffs, N.J.: Prentice Hall, 1991), p. 316.
Corporate Value Chain
Firm Infrastructure
(general management, accounting, finance, strategic planning)
Primary Activities
Basic Structures of Corporations: Simple
and Functional
I. Simple Structure
Owner-Manager
Workers
Top Management
Top Management
Final
Definition
Product
Design &
Evaluation
Implemen-
tation
Operations Perspective on Quality
Planning Organizing
Conversion
Inputs Outputs Customers
Process
Feedback
Controlling
Operations Perspective on Quality
Cost Efficiency
Speed
Dependability
Quality
Strategic Management Perspective on
Quality
A Generic Strategic Planning Process
Firm Mission
and Goals
External Internal
Analysis Strategic Analysis
Options
Business Level
Strategy
Corporate Level
Strategy
Operational
Subplans
Strategic Alignment
Between
Structure and Goals
Marketing Perspective on Quality
A Marketing System
Organization
Offering Payment
Offering Payment
Customer
Financial Perspective on Quality
Capture
Stay in Provide Jobs
the
Business and More Jobs
Market
Financial Perspective on Quality
Costs of Improving
Minimum Quality
Cost
Quality
Management
Quality Quality
Assurance Control