How Would You Characterize The Fit Between MHC's Environment, Competitive Strategy, Structure, and Technology? Indicate Any Issues With This Fit That Might Influence The Success of The Strategy.
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How would you characterize the fit between MHC’s environment, competitive strategy, structure, and technology? Indicate any issues with this fit that might influence the success of the strategy.
The MHC’s has no procedure of HR, and Development or Training Programs & with support of external consultant to study their process and bring an improvement to run efficiently in the “Competitive Environment” with competent resources. They were using standard procedure where actually there is no HR Department and the Management/Middle level employees are doing the recruitment/selection individually or as per the instructions and requirements. Earlier it was knows as the Personnel (refers to the individuals within the firm, and to the portion of the firm's organization that deals with the hiring, firing, development programs, and other personnel issues):
Originaltitel
How would you characterize the fit between MHC’s environment, competitive strategy, structure, and technology? Indicate any issues with this fit that might influence the success of the strategy.
How would you characterize the fit between MHC’s environment, competitive strategy, structure, and technology? Indicate any issues with this fit that might influence the success of the strategy.
The MHC’s has no procedure of HR, and Development or Training Programs & with support of external consultant to study their process and bring an improvement to run efficiently in the “Competitive Environment” with competent resources. They were using standard procedure where actually there is no HR Department and the Management/Middle level employees are doing the recruitment/selection individually or as per the instructions and requirements. Earlier it was knows as the Personnel (refers to the individuals within the firm, and to the portion of the firm's organization that deals with the hiring, firing, development programs, and other personnel issues):
0 Bewertungen0% fanden dieses Dokument nützlich (0 Abstimmungen)
116 Ansichten4 Seiten
How Would You Characterize The Fit Between MHC's Environment, Competitive Strategy, Structure, and Technology? Indicate Any Issues With This Fit That Might Influence The Success of The Strategy.
How would you characterize the fit between MHC’s environment, competitive strategy, structure, and technology? Indicate any issues with this fit that might influence the success of the strategy.
The MHC’s has no procedure of HR, and Development or Training Programs & with support of external consultant to study their process and bring an improvement to run efficiently in the “Competitive Environment” with competent resources. They were using standard procedure where actually there is no HR Department and the Management/Middle level employees are doing the recruitment/selection individually or as per the instructions and requirements. Earlier it was knows as the Personnel (refers to the individuals within the firm, and to the portion of the firm's organization that deals with the hiring, firing, development programs, and other personnel issues):
Certificate / Diploma in Effective Training and Development
Student Name: Zubaidah Al Din Case Analysis 1: HR Follow-up to Strategi !lanning at "HC #uestion $ne Introduction: The MHCs has no procedure of HR, and Development or Training Programs & with support of eternal consultant to stud! their process and "ring an improvement to run efficientl! in the #Competitive $nvironment% with competent resources& The! were using standard procedure where actuall! there is no HR Department and the Management'Middle level emplo!ees are doing the recruitment'selection individuall! or as per the instructions and re(uirements& $arlier it was )nows as the Personnel *refers to the individuals within the firm, and to the portion of the firm+s organi,ation that deals with the hiring, firing, development programs, and other personnel issues-: HRM Histor!: .elfare /dministration $mplo!ee relations 0unctional epertise Problems/Justification: 1n2e(ualit! 1n2fair .aging and 3alar! 3tructures 4o proper performance evaluation 5ess opportunit! for promotions 3taff mem"ers un lo!al to the organi,ation /ging of the 5a"our force 6ncreasing levels of education Method: To improve the current strateg! the following sections implementation after the development of HR Department: 7- 5egal Compliance & Policies 8- 9o" /nal!sis & Descriptions :- Performance /ppraisals ;- Recruitment, 3election or Termination <- Training & Development Programs =- Manpower Planning >- Compensation Management ?- Counseling & Communications Page 1 of 4 Centre for Executive Education Certificate / Diploma in Effective Training and Development Student Name: Zubaidah Al Din Case Analysis 1: HR Follow-up to Strategi !lanning at "HC #uestion $ne @- Health & 3afet! $nvironment The HR Argani,ation Chart involves: HR Director 7 $mplo!ment Manager 8 Compensation & Benefits Manager : 3afet! & Health Manager ; Training Manager HRD: 3ets policies in writing Monitors trends Affers advice Performs additional research /ct as change agent HR Challenges: Economic: / specific countr!s economic conditions Clo"al Trade o international trade, glo"al econom! o epansion of the organi,ation to other countries and la"our mar)ets Autsourcing /ssists in decreasing inputs and increase flei"ilit! Decreases in permanent wor)ers 9ust contract as re(uired 6nvolves: o finding more efficient wa!s to meet o"Dectives o wor)ing on improving (ualit! of life o retraining and outplacement Page 2 of 4 Centre for Executive Education Certificate / Diploma in Effective Training and Development Student Name: Zubaidah Al Din Case Analysis 1: HR Follow-up to Strategi !lanning at "HC #uestion $ne Technological: Computeri,ation 2 increased fle&, when & where wor) is done Decreases geographical "arriers 4ew issues arising: Concerns over data control Rights to privac! 1sing technolog! to monitor emplo!ees 1se of HR63 s!stems to aid HR departments Main categories of wor)ers 6D: 6nformation wor)ers: data use, transmission, and those who produce the data *fastest growing segment- 4on2information wor)ers: those wor)ing in mfg and service sector Competitive trategic: 4eed to have direction and plan Must encompass the large picture for the priorities, and mission: To improve production contribution of individuals !hile attempting to attain other societal and individual emplo"ee ob#ectives To "e effective must o"tain, develop, maintain, and retain the right com"ination of wor)er to facilitate these goals Provide environment scanning 6nformation a"out competitors policies'programs /id compan!s in preparing for their strategic plans E i&e&&& epansion, cost cutting measures, mergers etc& 3trategic approach helps to anticipate pro"lems "efore the damage is caused Issues: 4ew Argani,ation & Culture Page 3 of 4 Centre for Executive Education Certificate / Diploma in Effective Training and Development Student Name: Zubaidah Al Din Case Analysis 1: HR Follow-up to Strategi !lanning at "HC #uestion $ne Competencies Dispute Resolution 3election Training'Development Career Paths Rewards Page 4 of 4
In what ways might OD and Training collaborate to maximize the effectiveness of the strategy? What forces are currently operating that drive or act to restrain the new strategy? Which of those needs to change?
Given The Facts of The Case, What Would You Suggest As An HRD Strategy? Provide Specific Tactics That Can Be Used by HRD To Support The Competitive Strategy.
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Given The Strategy, How Can HR Be Supportive With Tactical Actions? What Type of Structure Should The Corporate HR Function Adopt To Match The Competitive Strategy?