MAN 4301 Human Resource Mana Florida International University

Florida International University

MAN 4301 Human Resource Mana Florida International University

purposes and objectives and how they are achieved.
● Strategic planning is an ongoing process that is constantly changing to find a competitive
advantage.
● Strategic planning attempts to position the organization in terms of the external
environment.
Strategic planning at all levels of the organization can be divided into four steps:
1. determination of the organizational mission
2. assessment of the organization and its environment
3. setting of specific objectives or direction
4. determination of strategies to accomplish those objectives
The strategic planning process described here is basically a derivative of the strengths,
weaknesses, opportunities, and threats (SWOT) framework that affects organizational
performance, but it is less structured.
Mission Determination
Mission: Company’s continuing purpose or reason for being.
The corporate mission is the sum total of the organization’s ongoing purpose. Arriving at a
mission statement should involve answering questions such as:
● What are we in management attempting to do for whom?
● Should we maximize profit so shareholders will receive higher dividends or so share
price will increase?
● Or should we emphasize stability of earnings so employees will remain secure?
● In the case of not-for-profit companies, is the focus on extending its humanitarian reach
from tragic events in the United States to tragic events in other countries?
Mission determination also requires deciding on the principles on which management decisions
will be based. Such as:
● Will the corporation be socially responsible and environmentally friendly (sustainability)?
● Will the company be forthright in dealing with its various constituents such as its
customers?
Environmental Assessment
Once the mission has been determined, the organization should assess its strengths and
weaknesses in the internal environment and the threats and opportunities from the external
environment (often referred as a SWOT analysis).
Making strategic plans involves information flows from both the internal and the external
environments.
● From inside comes information about organizational competencies, strengths, and
weaknesses.
● Scanning the external environment allows organizational strategists to identify threats
and opportunities, as well as constraints.
Objective Setting
Objectives: are the desired end results of any activity.
Objectives should have four basic characteristics:
1. They should be expressed in writing
2. They should be measurable
3. They should be specific as to time
4. They should be challenging but attainable.
Strategic objectives might be directed at factors such as profitability, customer satisfaction,
financial returns, technological leadership, and operating efficiency.
Objectives should be developed only after a cost–benefit analysis of each alternative is
considered.
Strategy Setting
Strategies can now be developed for accomplishing those objectives.
Strategies should be developed to take advantage of the company’s strengths and minimize its
weaknesses to grasp opportunities and avoid threats.
Employees Roles Associated with Competitive Strategies
Common wisdom and experience tell us that HR professionals must decide which employee
roles are instrumental to the attainment of competitive strategies.
Knowledge of these required roles should enable HR professionals to implement HR tactics that
encourage their enactment of these roles.
Of course, HR professionals are responsible for designing and implementing compensation
tactics that elicit strategy-consistent employee roles. As we’ve noted in the introduction, job
analysis is a critical tool used by HR professionals to define employee jobs; thus, the role
behavior that is expected of them.
Strategy Implementation
Once the strategic planning process is complete, the strategy must be implemented.
No matter how creative and well formulated the strategic plan, the organization will not benefit if
it is incorrectly implemented. Strategy implementation requires changes in the organization’s
behavior, which can be brought about by changing one or more organizational dimensions,
including management’s leadership ability, organizational structure, information and control
systems, production technology, and HR.
Leadership
Managers must influence organization members to adopt the behaviors needed for strategy
implementation. Top-level managers seeking to implement a new strategy may find it useful to
build coalitions and persuade others to go along with the strategic plan and its implementation.
Basically, leadership is used to encourage employees to adopt supportive behaviors, and when
necessary, to accept the required new values and attitudes.
Organizational Structure
A company’s organizational structure is typically illustrated by its organizational chart. The
particular form of structure needed is determined by the needs of the firm.
Many variations of organizational structures are available for use today. HR should be in a good
position to recommend the most effective structure needed by the organization.
Information and Control Systems
Among the information and control systems are reward systems; incentives; objectives-oriented
systems; budgets for allocating resources; information systems; and the organization’s rules,
policies, and implementations.
Certainly, HR should be a valuable asset in developing and working with these systems. A
proper mix of information and control systems must be developed to support the implementation
of the strategic plan.
Technology
The knowledge, tools, and equipment used to accomplish an organization’s assignments
comprise its technology. The appropriate level of technology must be found for proper
implementation of the strategic plan.
Human Resources
The HR functions must be properly aligned to successfully implement the strategic plan. HR will
be central to understanding the future of an asset that is increasingly important to the
organization—the intellectual and productive capacity of its workforce.
In essence, a proper balance of HR must be developed to support strategy implementation.
Once strategic planning has taken place, HR planning may be developed to help implement the
strategic plan.
Human Resource Planning
Human Resource Planning (workforce planning): is the systematic process of matching the
internal and external supply of people with job openings anticipated in the organization over a
specific period of time.
● It includes business plan, HR data, and statistical analyses of those data. It is also
incorporated into the business and financial planning process, so it provides a
foundation for a plan that is aligned with the business strategy.
HR planning has two components: requirements and availability.
Requirements Forecast: Determining the number, skill, and location of employees the
organization will need at future dates to meet its goals.
Availability Forecast: Determination of whether the firm will be able to secure employees with
the necessary skills, and from what sources.
When employee requirements and availability have been analyzed, the firm can determine
whether it will have a surplus or shortage of employees.
Because conditions in the external and internal environments can change quickly, the HR
planning process must be continuous. Changing conditions could affect the entire organization,
thereby requiring extensive modification to the forecasts.

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