Introduction
The success of an organization in today's competitive business environment is related to the core of existence of such organization. Whether large or small scale enterprise, it is expected that every business must have certain guidelines and principles which form the basis for its existence. In this case, we may refer to such principles and guidelines as the mission, vision and values of the organization. Goal settings are very often derived from the vision and mission of an organization and finding ways to achieve these goals can be referred to as strategy development (Pilbeam & Corbridge, 2010: 38-42).
Necessary Conditions for determining business strategy
As stated above, supported by Mathis R.L and Jackson, J.H (2012), the strategic plan of an organization emanates from its vision and mission. Such plans are reached after due consideration of the factors which affect the success or otherwise of the processes and outcomes of such plans. These factors are both internal (the strengths and weaknesses available in the resources; both human and material within the organization) and external (the threats and opportunities available outside the organization; dynamism of the business world, globalization trend, the impact of information and communication technologies on world business). As mentioned by Whittington (2001) cited by Pilbeam & Corbridge (2010), senior managers who come up with strategies for their organization should do so considering two dimension; the processes of such strategies and the outcomes. According to him, the processes are either deliberate or emergent while the outcomes are either profit maximization or pluralist in nature (including other goals and interests of the organization). In my under...
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... as one of the most vital parts of an organization because the organization cannot exist without employees no matter how small. Employee development should be part of the HR and business strategies as this can promote sustainable competitive advantage.
One question I would like to ask is, though these models are organization specific, can more than one be adopted at the same time with remarkable positive results? as this seems to be the case in my organization.
Works Cited
Robert L. Mathis, John H. Jackson (2012) Human Resource Management: Essential Perspectives, 6th Edition, Mason: South-Western Cengage Learning
Pilbeam, S. & Corbridge, M. (2010), People resourcing: contemporary HRM in practice, 4th ed. London: Prentice Hall International.
Child J (2005) Organization; contemporary principles and practice, 1st Edition, Blackwell Publishing Ltd pp. 3-15
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Stewart, Greg L. and Kenneth G. Brown. “Human Resource Management.” Human Resource Management. 2nd Ed. Hoboken, NJ: Wiley, 2010. 590.
As per Henry Mintzberg, former president of the Strategic Management Society, “strategy cannot be planned because planning is about analysis and strategy is about synthesis. Strategic planning involves a structure or framework, a set of procedures both formal and informal, and of course content. Beyond these basic elements, the underlying assumptions about strategic planning are that the future can be anticipated, forecasted, managed or even controlled, and that the best way to do so is to have a formal and integrated plan about it in place. The process of planning itself may turn out to be more important than the results, and that process requires both analysis and synthesis. Planning simply introduces a formal “discipline” for conducting long-term thinking about an institution, and for recognizing opportunities in and for minimizing risks from the external and internal environments.
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Bohlander, G. & Snell, S. (2010). Managing Human Resources. (15th ed.). Mason, OH: South-Western Cengage Learning.
Mackey, K. (Ed.). (2008). Managing human resources: Contemporary perspectives in New Zealand. NSW, Australia: McGraw-Hill
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
There are different types of strategic planning that are currently in use, since this is a widely debated area of management. However, it is concluded that there are two main schools of thought, the prescriptive approach or the emergent approach (Lynch, 2012). As defined by Lynch, (2012) prescriptive strategic planning is the term given to a strategy whereby the objective of the strategy is defined in advance and the main elements are designed and develop...
Torrington, D. Hall, L. & Taylor, S. (2005) Human Resource Management. Harlow: Financial Times Prentice Hall
Willy McCourt & Derek Elridge (2003), Global Human Resource Management, pp 311 - 315. Edward Elgar publishing.
Tracey, W. R. (1994). Human resources management & development handbook. Amacom books. Retrieved from EBSCOhost.
Vision and mission statements play a vital role in the strategic planning of an organization. Aguinis (2013) states defining an organization’s current and future identity are a key component of the strategic planning process. Strategic planning creates a blueprint to chart an organization’s goals and to aid in the division of resources to properly achieve the established goals (Aguinis, 2013). Properly communicating the goals and identity of an organization are essential if employees are to completely understand their purpose and mission to the organization. A review of the vision and mission statements for Harley Davidson reflects certain insights into the identity of the organization but also reflects some areas of improvement in adequately including the eight characteristics of an ideal mission statement.
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
Mission Statement: As an educator I will provide for students the opportunity to make a positive difference in their lives to help them accomplish unexpected goals. I will enhance learning to support my students in achieving their highest potential by integrating technology into the curriculum. I will integrate conceptual technology learning techniques that will implement concrete knowledge of technology that will emphasize mastery of understanding. Through committed support from educators, faculty, staff, parents, and the community, I will advance learning to support my students. This will allow students to become confident, creative, motivated, technology-ready students. I will provide leadership to achieve these standards of excellence each student deserves for a technology driven society.