THREE VIEWS OF THE IMPLEMENTATION OF STRATEGY
1.TACTICAL ADMINISTRATION,
2.GLOBAL TACTICS AND
3.COMPETITIVENESS OF THE COUNTRY
1.Strategic management: There are several frameworks available for
putting strategies into practice. Writers who discuss the execution of
strategies address many aspects related to organizational behavior. The
majority of them discuss topics related to structure and control, with a
smaller number concentrating more on entrepreneurship and innovation,
governance and leadership, or functional management (such as public
relations, finance, accounting, sales and marketing, procurement,
logistics, operations, human resource management, information
technology, legal compliance, etc.) or change management.
According to Hanson et al. (2002), there are four organizational stages of
strategic management involved in strategy implementation:
1.Corporate Governing
2.Organizational Controls and Structure;
3.Strategic Guidance; and
4.The art of strategic entrepreneurship.
• The supervision of an organization's owners, management, and boards
of directors is known as corporate governance. Ensuring ethical,
transparent, and equitable processes in the execution of the
organization's plans is contingent upon effective governance.
The strategy and organizational structure must be in sync to optimize the
chances of attaining a competitive advantage. Organizational structure
include elements including the organization's basic layout, power
dynamics, pathways for making decisions, and networks of positions and
tasks. The attainment of strategic competitiveness is attributed to the
alignment between the firm's selected controls and structure and its
strategy.
• The capacity of a person or organization to foresee, visualize, remain
adaptable, and enable others to bring about strategic change is known as
strategic leadership. According to Grant (2005: 1–32), there are various
ways in which leadership can be defined. These include person-based
leadership, in which groups recognize specific individuals as leaders;
positional leadership, in which leaders occupy formal positions of power;
result-based leadership, in which leadership is only possible when it
produces positive outcomes; process-based leadership, in which leaders
can be distinguished from non-leaders by the actions they take; and
hybrid leadership, in which leadership is created by combining human and
machine abilities. Leadership in the context of strategy execution is
multifaceted, intricate, and demands the capacity to manage and guide
the company to attain and maintain high performance.
• The capacity to execute strategy, invent, revitalize organizations in
mature and declining enterprises, and launch new, profitable initiatives is
known as strategic entrepreneurship. Traditionally, entrepreneurs are seen
as the essential people who encourage new business ventures and, thus,
serve as the main drivers of economic expansion and success.
2.An international strategy is one in which the company markets its
goods and services outside of its own country. Extending the product
lifespan and gaining additional resources and markets by operating and
selling outside of the home market are the most frequent justifications
offered for an international company strategy (Vernon, 1996). The
following are some of the primary reasons for entering foreign markets:
1.to expand the size of the market;
2.the chance to increase return on investments;
3.the achievement of the best possible scale economies and learning via
knowledge exchange and the use of resources, aptitudes, and core
competencies;
4.and reaping the benefits of location, such lower product and service
costs and access to better networks of suppliers and consumers.
3.National competitiveness: Unlike the preceding two instances, which
work at the organizational level, The Determinants of Competitive
Advantage of Nations (Porter, 1990) functions at the national level. Hence,
rather than considering competitive advantage from the standpoint of a
single firm inside an industry, this concept is examined from the viewpoint
of countries worldwide.
The following factors determine a country's competitive advantage:
1.Factor circumstances
2.Demand circumstances
3.Associated and Concurrent Sectors;
4.Firm Structure, Strategy, and Competition;
5.the function of the state;
6. Chance's Role.
Porter dubbed these factors "diamonds" and postulated that countries
most likely to have a competitive edge are those that have all four major
variables in the diamond. A number of theoretical and empirical research
articles have shown that a nation can exploit a comparative advantage
and prosper possessing just one or two factors, such as wealth generation
through territorial ownership of valuable resources like oil and copper (Yet
ton et al., 1992). The theory has been criticized for overemphasizing the
extent to which all four are necessary.
1.The elements of production, such as labor, land, natural resources,
capital, and physical infrastructure, are known as factor conditions. They
fall into two categories: advanced factors and fundamental factors. Worker
education, skill, and competence determine whether labor is seen as an
advanced or fundamental element.
2.The level of demand in the domestic market for both basic and
sophisticated products and services is used to determine demand
conditions. Organizations may get economies of scale by means of
competitively gained market share and effective management.
3.The existence and expansion of the company depend on related and
supported sectors, which are significant networks of vendors, customers,
and services.
4.Some locations in various nations are the preferred site for specific
industries, goods, and services due to the emergence of pools and
clusters of knowledge and experience within patterns of businesses'
strategy, structure, and competition. One of the most often cited areas in
California that fosters innovation in new computer media, information, and
communication technologies is Silicon Valley. According to Porter (1990),
these areas are often more conducive to innovation and growth.
Porter identifies two more factors in addition to these four:
5.Fifth, the function of government in fostering a positive environment and
economy or, on the other hand,
6.Sixth, how random events determine who wins and loses in international
competition.
The terms "human" or "people," as in "human resource management" or
"people management," are not specifically mentioned and, as a result, are
not given a clear enough prominence. However, it might be countered
that many of the terminology on strategy implementation described
above do, in fact, implicitly, include these principles. It goes without
saying that strategic leadership in "strategic management" requires the
participation of leaders and followers—that is, people. In a similar vein, in
"international Acquisitions made as part of a company plan are included
as one of the entrance points into another nation and almost always result
in the direct or indirect employment of people. Furthermore, advanced
elements like individuals with uncommon and specialized abilities are
included in terms like "factor conditions" related to "national
competitiveness."
SUCCESSFUL IMPLEMENTATION OF IHR STRATEGY
How then do we go about putting an IHR strategy into practice? The
crucial choices and activities needed to develop and carry out a successful
IHR plan are listed in the checklist that follows.
1.Determine the organization's present and planned foreign activities
(multi-domestic, international, global, or transnational?)
2.Assess the degree to which the organization's overall strategy should
guide the standardization or localization of HR policies and procedures.
3.If integration is a crucial component of organizational strategy, evaluate
the degree to which regional cultural, social, political, economic, and legal
elements will influence any efforts to implement conventional HR
practices.
4.If integration is intended, make sure a computerized database of
worldwide human resources is employed.
5.Together with the senior management group, determine the
competences needed to meet the organization's worldwide goals.
6.Create IHR policies and procedures in the crucial areas of sourcing,
development, and reward in collaboration with national HR and line
managers to instill a global attitude across the company.
Recap and recommendations
In conclusion, the IHR manager's responsibilities will change based on the
organization's foreign orientation. Therefore, it is essential that managers
in this discipline have the ability to understand international
organizational strategy and create IHR practices and policies that align
with that goal. The IHR manager should also report to top management, in
their capacity as a strategic partner, any discrepancy between the
organization's declared internationalization objectives and its real IHR
practices. Despite claiming to be a worldwide firm, a major European
airline discovered that its real HR rules and procedures were almost
entirely ethnocentric!
1.Discuss the pros and cons of the claim that "people are our greatest
asset" using the framework of strategic management.
2.What role does IHRM play in international strategy? Discuss the many
facets of international strategy and how IHRM contributes to its effective
execution.
3.Consider that you are in charge of rearranging an airline's IHRM policy.
To be able to do this assignment, what information would you need to
know about the business and the industry?
4.What challenges exist in carrying out an organization's internal analysis?
5.Name the nation of your choosing. In terms of the factors that determine
competitive advantage, what are its advantages and disadvantages?
6.An effective plan from the business's standpoint does not always
translate into success from the viewpoint of the individual employee.
Locate instances of this claim, then have a class discussion about them.
Emirates Airlines: The airline maintains strong cash reserves.
Delivery of many new Boeing 777 aircraft will be postponed until next
year by Emirates Airline, according to authorities, in order to safeguard its
financial reserves amid the economic slump. The postponement will take
place for a few months. It is the most recent temporary step used by
Dubai Airlines to get through the global crisis, after they also tried to
provide personnel leaves of absence and move their planes to more
lucrative routes when demand in certain regions declined. In the next
weeks, despite one of the worst revenue situations for airlines in decades,
Emirates is anticipated to report a slight profit.
Without providing further information, Emirates Airline and Group
executive vice chairman Maurice Flanagan said that there had been a
"slight rearrangement" of deliveries for the next year. However, Abdullah
al Shams, an Emirates fleet manager stationed at the Boeing facility in
Washington, said in a media report yesterday that the long-range 777 was
the cause of the delays. Amidst the global crisis, airlines worldwide have
postponed and canceled aircraft purchases. This year, Boeing got orders
for 40 new aircraft while 33 earlier orders were canceled. The International
Air Transport Association said that the airlines had a US$1 billion loss in
the first quarter of this year, which is consistent with their projected
US$4.7 billion deficit for the whole year.
"We are seeing a number of customers look for some deferrals around the
globe, including in the Middle East," said Marty Bentrott, senior vice
president of sales for Boeing's commercial aircraft segment in the Middle
East and Africa. "We are staying close to these customers in these
challenging times," Mr. Flanagan said, adding that the action will improve
the airline's financial position, which dropped by 32% to US$2.3 billion
from US$3.4 billion in the six months that ended in September. According
to the airline, the decline occurred after pre-delivery payments, funding a
program for cabin renovations, and disbursing a dividend to its principal
shareholder, the Dubai Government.
Rearranging these orders will prevent the anticipated pre-delivery
payments from happening, he said. "The market will return in a year, and
the cash position is strengthened," Mr. Flanagan said. "Delaying the
deliveries will give it more time to arrange financing." One of the main
components of Emirates's strategy to extend its network to six continents
is the long-range 777. At list rates, each 777 aircraft costs between
US$205 million and US$286 million. Emirates is scheduled to take delivery
of 17 new aircraft this year, including wide-bodied Airbus models, and is
anticipating receiving an equal number the following year.
Gulf airlines are bracing for a comeback as Singapore Airlines is cutting
down on its fleet, Emirates Airline is expanding its fleet, and Etihad is
adding more first-class seats. Additionally, Qatar Airways is completing a
US$1 billion program of airport upgrades. The economic slump has forced
several of the biggest airlines in the world to reduce capacity and even
park their aircraft, but Gulf carriers are banding together as part of a plan
to strengthen their networks in anticipation of the rebound. The chairman
and CEO is Sheikh Ahmed bin Saeed compared his firm, Emirates Airline,
to a surfer who waits for the next huge surge even when the water is flat.
Even still, 17 airplanes is a significant quantity that we are getting.
Therefore, we want to at least catch the wave when it starts up,' he said
Wednesday at the Arabian Travel Market trade exhibition in Dubai.
The chief executive, who has guided the growth of Dubai Airlines from a
little regional carrier to the biggest and most lucrative operator in the
Arab world, struck a cautious but optimistic tone when he said that the
company was still making money. "We're still very optimistic," he said.
While recognizing that the airline sector was suffering from price lowering
to lure consumers, Etihad CEO James Hogan claimed the company had
reached its first quarter objectives of 75% seat load factors. "But
sometimes you have to be cautious." "We achieved our goals, but the
second quarter will be challenging." It's a difficult cycle, but in order to go
beyond it, you must have the flexibility to change, he added. Some
airlines are becoming more overt in their cautionary remarks.
Singapore Airlines is getting ready to cut 17 planes from its fleet because
of a drop in ticket sales. Due to sharp declines in demand, Cathay Pacific
Airways, the biggest airline in Hong Kong, is reducing its number of flights
to London, Paris, Frankfurt, and Sydney and requesting that employees
take unpaid vacation. In reaction to the weak travel market, Qantas, the
Australian flag airline, is also postponing the delivery of new aircraft and
cutting around 5% from its personnel. The Gulf Airlines has made more
gradual changes to save costs and safeguard cash. The second-largest
long-haul airline in the Gulf, Qatar Airways, is expanding into new
subcontinental destinations this year, but it is also discontinuing one route
to India. The airline would discontinue its loss-making Nagpur route and
reroute the planes to Amritsar and Goa as new destinations.
Investments to establish world-class airlines: Although Emirates Airline
has had to start providing unpaid leave to its employees and make minor
adjustments to its delivery schedule for the Boeing 777 and Airbus A380
in the upcoming years, these actions are insignificant in light of the
strategic investments being made. World-class airports and airlines are
being developed by a number of Gulf carriers. The GCC is expected to
gain a great deal from its global expansion strategy and associated local
infrastructure investments. Akbar al Baker, the CEO of Qatar Airways,
said, "We are doing the opposite while our competitors are parking
planes." "Seven new destinations are being introduced." The demand for
first- and business-class travel has substantially decreased, thus Etihad
Airways is presenting its new first-class product. I would divulge more, but
some of you may have disturbed stomachs. According to the International
Air Transport Association, premium fares in the Middle East decreased by
10.6% this year over the same time previous year. First-class travel
between the Middle East and the South-West Pacific declined even more,
by 14.5%, while premium travel between the Far East and the Middle East
decreased by 14.5%.
twenty-six percent.
The opulent first-class cabin has a full-length mirror in the changing area,
a separate suite created by sliding doors, and an 80.5-inch (204
centimeter) lie-flat seat. The new product will be debuted on an Airbus
A340–600 that is scheduled for delivery in September. It will thereafter be
installed on Etihad's current fleet of aircraft, which is configured with three
classes. According to the airline, Eithad spent US$70.36 million on the
project. "Demand will rebound, and we'll be in a strong position when it
does,"stated Mr. Hogan. Sheikh Ahmed also issued a warning, saying that
retreating right now may have unfavorable long-term effects. "Anything
you do in our business today will have an impact on you down the road."
We are certain that it will detect.
1.Determine the dangers and opportunities that Emirates Airlines faces
based on your knowledge and the information available to you about the
global airline business in mid-2009.
2.How may a business-like, well-mannered approach to IHRM and SHRM
help Emirates Airlines accomplish its short- and long-term strategic
objectives?
3.In order to have a competitive edge (i.e., core competencies) and to
participate in the industry, what human resources and skills does Emirates
Airlines need to have?
HUMAN RESOURCE PLANNING (HRP)
PURPOSE OF HRP (HUMAN RESOURCE PLANNING)
1.to hire and retain the necessary number and quality of HR personnel.
2.to forecast staff turnover, create plans to reduce it, and fill any resulting
openings.
3.to fulfill the demands of the growth, diversification, etc. projects.
4.to foresee how technology will affect the workplace, current workforce,
and future needs for human resources.
5.to advance standards, discipline, knowledge, skill, and so on.
6.to determine if there is an excess or deficit of human resources and take
appropriate action.
7.to maintain happy working relationships by keeping human resource
levels and structures at their ideal levels.
8.to reduce imbalances brought on by a lack of appropriate human
resources in the proper amount, at the proper time, and at the proper
location.
9.In order to optimize the use of its workforce; and
10.to determine how much human resources will cost.
Therefore, human resource planning is necessary to meet the following
goals: estimating potential needs for human resources; managing the
organization's changing requirements while taking technology into
account; fully utilizing the organization's current and potential workforce;
and assisting employees with career planning.
Details
A recent research on workforce engagement found that about one-third of
American workers are "unengaged," meaning they carry out their duties in
a manner that does not advance the performance, profitability, or success
of their companies. The annual cost of lost production due to disengaged
employees is close to $300 billion.
PURPOSE AND IMPORTANCE OF PLANNING HUMAN RESOURCES
The following factors make manpower planning, also known as human
resource planning, essential for all organizations:
1.To fulfill the demands of the company: Employees with the necessary
training, expertise, and experience are essential for every organization to
function. With careful human resource planning, the organization's need
for human resources may be successfully met. It aids in determining the
quantity and kind of workers needed to meet its requirements. It
guarantees the availability of the needed human resources when needed.
2.Balance change and insecurity: The organization's non-human and
human resources must be used effectively. Occasionally, an organization
may possess sufficient non-human resources, such as machinery,
materials, and funds, but insufficient human resources prevent the
commencement of the manufacturing process or production. In addition to
ensuring the availability of human resources of the appropriate sort, at the
right time, and at the right location, human resource planning helps to
mitigate uncertainties and changes as much as possible.
3.Human resource planning assists in anticipating shortages and/or
surpluses of personnel inside the company, hence mitigating labor
imbalance. Both a surplus and a deficit of workers are detrimental to the
organization. It turns out to be quite costly for the company. When a
company lacks human resources, its physical resources cannot be used to
their full potential. When there is an excess of human resources, they may
go underutilized, but they are a very comfortable way to balance out the
issue of both surplus and scarcity of workers. Planning with human
resources aids in redressing this imbalance before it becomes costly and
uncontrollable.
4.Correctly size the organization's needs for human resources: Correct
organization sizing is a continuous process in an established company.
Certain positions inside the company may become empty due to
employee deaths, promotions, retirements, accidents, or resignations. As
such, there is a perpetual need to replace personnel. Planning for human
resources helps to guarantee that the company has the correct sort,
quantity, location, and timing of human resources by projecting future
needs.
5.To fulfill the organization's requirements for growth and diversification: It
aids in the implementation of the organization's future objectives for
modernization, diversification, and expansion. Planning for human
resources makes sure that the proper sort and quantity of workers are
accessible when needed to satisfy the demands of the company. It
guarantees that individuals with the necessary abilities and expertise are
accessible to manage the demanding task specifications.
6.Employee Training and Development: Due to the organization's ever-
changing needs, employee training and development are always
necessary. It offers opportunities for staff members' growth and progress
via training, development, etc. As a result, it assists with supplying the
organization's future requirement for highly qualified workers.
7.Satisfy Specific Requirements of workers: It assists in meeting specific
requirements of workers for improved perks, transfers, promotions, and
encashment of salaries, among other things.
8.helps in Budget Formulation: It helps in projecting the cost of human
resources, such as pay and other perks, etc. It makes it easier to create
budgets for human resources across the organization's departments and
divisions. Therefore, it could also be useful in helping an organization
create appropriate budgets.
9.To combat unemployment: Some workers may become surplus as a
result of the organization's right-sizing efforts. It indicates that the
company is no longer in need of their services. It aims to anticipate the
need for redundancy. In conjunction with many relevant parties and
agencies, it intends to investigate job loss or provide other work
opportunities.
THE IDEAL, GOALS, AREA, AND ESSENTIALITY OF HUMAN
RESOURCE PLANNING
The human resource planning concept
The process by which an organization makes sure it has the appropriate
people, at the right time, in the right location, and that they are working
effectively and efficiently and aiding the company in reaching the ultimate
goal is known as human resource (HR) planning or manpower planning.
It's an ongoing process. of creating and deciding upon goals and policies
that will acquire, nurture, and use human resources in order to fulfill the
organization's mission.
Goals of manpower and human resource planning:
1.to guarantee the appropriate use of human resources.
2.to assess staff development in order to ensure that the organization's
aim is met.
3.in order to guarantee appropriate HR policies.
4.to provide appropriate control measures as needed.
Human resource/manpower planning's scope:
1.to compile the list of available personnel.
2.to verify the amount of labor that is being used at the moment.
3.to determine the necessary number of workers.
4.to develop strategies for hiring personnel.
5.in order to create the training courses.
The significance of manpower and human resource planning
1.Planning for human resources and manpower is useful in determining if
there is an excess or deficit of personnel.
2.It is beneficial for staff development.
3.It is helpful in identifying the gaps in the current workforce and offering
remedial training.
4.It is beneficial to the organization's entire planning process.
I hope you now have a clear understanding of the purpose, significance,
range, and idea of human resource planning.
