As a Business Improvement Manager the aim is to drive implementations strategically, with top management visibility and the use of consistent and standardised project management practices and to deploy these competencies with the goal of maximising organisational value. There is an opportunity in the delivery of projects for organisations to add value to better serve their clients and compete in the marketplace. To use the influence of relationships to have active and engaged sponsors who serve as advocates for project initiatives that lead the organisational change towards business excellence. The change management foundation model “requires leadership to set direction, project management to take care of technical aspects of change and people to implement the change, cited in Vora (2013). Within the business improvement role establishing key success measures that ... ... middle of paper ... ...Institute.
SHRM explicitly linked people, management, policies and practices to the achievement of organisational outcomes and performance, most particularly financial and market outcomes” (p. 1). Since that time, HRM is progressively moving to SHRM. Nevertheless, Boxall and Macky (2007), reported that research has revealed that strategic human resource management has been most concerned with the impact of HR strategies on organizational performance. According to Anca-Ioana (2013), (as cited in Popescu, Marincas, and Puia, 2007), the essential objective of strategic human resource management is to develop strategic capability to guarantee that the organization has highly qualified, motivated employees to achieve competitive advantage. Reported by Deb (2006), reasons organizations are moving towards SHRM are the problems with traditional human resource management as enlisted below: (a) Characteristics of traditional Human Resources Management – primarily staff consultative function.
Case for Human Resources as a Strategic Partner In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish.
Xie, H. Y., & Boggs, D. J. (2006). Corporate branding versus product branding in emerging markets. Marketing Intelligence & Planning, 24(4), 347-364. Zikmund, W. G. (2003).
These types of leadership engage employees to have a greater ability to impact quality of work, costs, customer satisfaction, and innovation. In turn, we can use these performance measures to tie compensation programs to reinforce pay-for-performance culture. People are the fundamental element required to thrive and grow in business environment. The key steps in the succession planning process starts with the goals that are set at the CEO level and delivered down to different department levels. The high level goals are broken down by lower level manager to create clarity for their specific department goals.
Companies make decisions all the time. Sometimes if the company is a big one, then the decisions are usually big ones too. One of these large decisions is the choice of if a company should enter into a new business segment or not. There is a very useful theory by Michael Porter who developed the Five Forces Model of Evaluating Business Segments. (Batlzan,Detlor,Welsh 2012) In today’s business top managers need structure when making decisions and this helps, but they also need accurate and up to date information from all parts of the business process.
Strategic Planning The key role in solving strategic tasks belongs to strategic planning, which is the process of developing and maintaining strategic balance between organization’s goals and resources in the changing market environment. The purpose of the strategic planning is to determine the most promising fields of activity providing its growth and prosperity. Strategic planning is a component of a broader concept “strategic management”. All four management functions (planning, organizing, leading and controlling), when talking about strategic management include strategic orientation. When viewing strategic planning from the highest level possible within a company, the planning function is the area that stands out as the most important area which involves a great deal of development and focus.
There are three primary tasks that must take place for this linkage to happen. First, upper-level business managers must decide the role technology will play in advancing their competitive advantages (Hax & No, 1992). They must also determine the assets they will assign to technology, and the assertiveness used in the innovative development and in inserting technology into their products and processes (Hax & No, 1992). It is important that corporate involves themselves in this process because technology is embedded and shared throughout every function of a company. Corporate strategy that communicates its mission through the technological requirements will lead to a powerful viable position (Hax & No, 1992) .
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