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Comprehensive Exam
HR Track
May 2005
Mission review
Should the mission be reviewed to match the new phase that the business going
into?
Corporate Governance
1- Board of Directors
2- Top Management
Responsible for current success of the company
Appears competent to take company forward
Set the tone for the company and its culture
3- Shareholders
Structure of the ownership and the owners influence over the business
Analysis of the important internal and external factors that strongly affect the
corporation's present and future performance
Environmental Analysis
I- External Factors
Using the External Factors Analysis System (EFAS), the following external factors
can be found:
1. Key Political, governmental, and legal variables
Good foreign countries-Egyptian relationships that can create a
beneficial environment to facilitate growth of the business. (O)
Instability of political status (T)
Foreign countries policies (T)
2. Key economic variables
Propensity of people to spend (O)
Level of disposable income (T)
Dropping prices encourage customers to spend (O)
Purchasing Power (O)
2- Market Share
3- Marketing Strategy
Organizational Factors:
Using the Internal Factors Analysis System (IFAS), the following factors can be
found:
I- Structure
Organizational structure shows functional organization. Structure appears more
mechanistic rather than organic as it encompasses high degree of
formalization, centralization, and specialization. Functional structure is
appropriate for medium- sized firms with several related lines in one industry.
Employees tend to be specialists in the functions important to the business.
II- Culture
1. Basic values appear to be widely held and strongly held
2. Culture emphasizes rapid ongoing innovation and a high level of customers’
satisfaction.
3. High commitments to maintaining open relationship with customers
4. XYZ is employee oriented
5. Aggressive marketing, featuring telecommunication
6. Environment where talented people do brilliant work
7. Growth of the market share
8. Expertise in high –performance system design which enabled the company to
bring advanced technologies down in price.
2- Marketing
Using aggressive marketing strategies, the main objectives are:
Pay close attention to customer request
Provide wide range of options
3- Operations
The main objectives are
Operate at low cost and high customer satisfaction
Improve efficiency
Improve quality and speed
Human Resources:
The main objective is to maintain an open communication environment with more
focus on learning and career development in which employees can be
effectively and efficiently productive, creative and innovative.
Strategic Factors
The most important internal and external factors that strongly affect the corporation’s
present and future performance:
Going Transnational
Recommendation:
Mission:
Mission Statement is used to define the business concept. A company mission
statement defines the underlying goals (such as making profits) and objectives in
broad strategic terms, including what market is served and what benefits are
offered.
Mission Review
A reexamination of an organization’s current mission and objectives must be
made before alternative strategies can be generated and evaluated.
When formulating strategy, decision makers tend to concentrate on the alternative
rather than on a mission to be fulfilled and objectives to be achieved.
The end result is that we often choose strategies that set our objectives for us,
rather than having our choices incorporates clear objectives and a mission
statement.
Objectives:
To produce high quality services at low prices
Core values:
A good core value should be:
Shared
Constant
Expressed clearly
Matching with other values
Can be implemented
II- Culture
Dimensions for sustainable healthy culture that can live on beyond the tenure of the
present leader:
1- Continuous Improvements
2- Team Work
3- Supportive Management philosophy
4- Creativity and Innovation
5- Maximizing stakeholders -including owners’- wealth
6- Adaptability to change
7- Creating value to the society
8- Shared values
9- Continuous learning
10- Reducing Uncertainty
11- Decentralized decision making
12- Informal structure where interconnectedness is available
IV- Strategies:
Grand: Growth
Stability
Retrenchment
Generic
Products
Old New
Market
Old
New
VI-Structure
Also large corporations that want to encourage innovation and creativity within the its
firm must choose a structure that allows the appropriate amount of freedom while
maintaining some degree of control at headquarters. So, structure should be
responsive to industry growth, technological change and to the competition.
Proposed structure should have some features which help the organization to achieve
the competitive advantage efficiently and effectively. Some of these features are
as the following:
Organic structure rather than mechanistic structure
Less degree of formalization and few SPOs or rules
Decentralized operations
Less specialization
More teamwork
1. Divisional Structure
Appropriate for a large corporation with many product lines in several related
industry. Employees tend to be functional specialists organized according to
products or market distinctions.
2. Matrix Structure
Appropriate for organizations that conclude a combination of horizontal linking
mechanisms like Strategic Business Units. In this type of structure, both
functional and divisional forms are combined simultaneously at the same level
TopManagement
Top Management
Manufacturing
Manufacturing Sales
Sales Finance
Finance Personnel
Personnel
Manager:
Manager: Manufacturing
Manufacturing Sales
Sales Finance
Finance Personnel
Personnel
ProjectAA
Project Unit
Unit Unit
Unit Unit
Unit Unit
Unit
Manager:
Manager: Manufacturing
Manufacturing Sales
Sales Finance
Finance Personnel
Personnel
ProjectBB
Project Unit
Unit Unit
Unit Unit
Unit Unit
Unit
Manager:
Manager: Manufacturing
Manufacturing Sales
Sales Finance
Finance Personnel
Personnel
ProjectCC
Project Unit
Unit Unit
Unit Unit
Unit Unit
Unit
Manager:
Manager: Manufacturing
Manufacturing Sales
Sales Finance
Finance Personnel
Personnel
ProjectDD
Project Unit
Unit Unit
Unit Unit
Unit Unit
Unit
VII- Style
Leadership approaches:
1. Directive Leadership
Letting subordinates to know what is expected
Giving directions on what to do and how
Scheduling work to be done
Maintaining definite standards of performance
2. Supportive Leadership
Doing things to make work more pleasant
Treating group members as equals
Being friendly and approachable
Showing concern for the wellbeing of subordinates.
4. Participative Leadership
Involving subordinates in decision making
Consulting with subordinates
Asking for suggestions from subordinates
Using these suggestions when making a decision.
1- Classical Model
Describes how managers should ideally make decisions using complete information
Happens when:
- Clearly defined problem
- Knowledge of all possible alternatives and their consequences
- Choice of the optimum decision
2- Administrative Model
Describes how managers act in situations of limited information.
Happens when:
- Problem not clearly defined
- Knowledge is limited on possible alternatives and their consequences
- Choice of satisfactory alternative.
VIII- HR Development
The traditional sources of success are smaller now than they once were and will probably
be even smaller in the future; Human resources should be our major source of
competitive advantage.
Knowledge workers are self-managed teams that are a blend of skills and talents;
all members contribute to the organization’s knowledge creation and conversion
process.
HR Objectives – activities
Therefore, HR manager should balance between individuals’ goals and the company
goals. This balance can be done through doing surveys to measure the employees’
satisfaction by their jobs, updating job description to improve recruitment, promotion
and annual increases processes.
Enterprises with large data resources have volumes of untapped intelligence just
waiting to be put to use. With a growing mobile workforce, it is essential to make this
business intelligence available to them at their point of need and equip them to make
profitable decisions. Mobile employees must also be able to access the business
processes critical to their job function.
Information communication is recommended to be used in:
X- R&D
Firms that emphasize growth through acquisitions over internal development tend to be
less innovative in the long run. However, companies should enjoy at least a minimal
R&D capability if they correctly assess the value of technology developed by others.
R&D creates a capacity in the firm to assimilate and exploit new knowledge which
results in a company that has a technological competence.
Spending on R & D as a percentage of sales revenue helps the firm to gain more market
share through doing research in developing the products/services (technological
competence) and making use of that innovative technology in day-to-day operations.
Moreover, R & D is responsible for technology transfer which is process of taking new
technology from the laboratory to the market place. If the company didn’t take
advantage for that technology transfer, it will lose its competitive advantage
Implementation
1- Look for global alliance partners to obtain foreign economies and market share
2- Maintain top of the line technology
3- Expand technological support and services
4- Adopt a quality system like continuous improvements or total quality management.
Limitations: