Write the summary after completely learning about the chapter 3
“Human Resource Management Strategy and Analysis”
A strategic plan is an organization’s plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage. The human resource (HR) managers must address three basic challenges: 1) support organizational productivity and performance improvement efforts; 2) employees play an expanded role in employers’ performance improvement efforts; 3) HR must be more involved in designing – not just executing – the company’s strategic plan.
Strategic planning hierarchy includes specifying an organization’s ...view middle of the document...
Therefore, organizations, from small to large, create vision and/or mission statements to convey what the organization aspires to be, why it exists, who it serves, and what it hopes to achieve in the future.
Major characteristics of both a vision and mission statement include:
* Focusing on the big picture
* Realistic to be both practical and workable
* Motivating to inspire commitment from employees, stakeholders, and customers
* Short and concise- short enough to be easily remember and concise enough to convey a clear message.
However, it is necessary to understand the difference mission and vision to develop an organization.
Vision - The Future
Definition: The way in which one sees or conceives something; a mental image; an overall statement of the goal of the organization.
Mission - The Present
Definition: An assignment one is sent to carry out; a self-imposed duty. A mission statement identifies the reason for the existence of the organization. The statement should be linked to the overall operations and business of the organization.
Creating a Vision & Mission Statement is Like Planning a Trip
“If you don’t know where you are going, you’ll end up somewhere else.”
The next step for developing a vision and mission is to look at the process from a different perspective:
Vision = the Destination
Mission = the Vehicle
Strategy = the Road Map
Knowing the destination of your organization tells you the type of vehicle you need to reach that destination. If your goal is to lie in a hammock on a small tropical island in the middle of the Pacific, then you know a car won’t get you there. So if your organization is a “car,” will that vehicle get you to your destination? If not, you need to re-engineer your vehicle (mission) to reach your destination (vision).
At the next level down, each of this business needs a business level/competitive strategy. A competitive strategy identifies how to build and strengthen the business’s long term competitive position in the market place and companies always try to achieve it for each business.
Figure 2 Four Genetic Business Level Strategies