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Strategic HRM (An Overview) Arif Hartono, SE., MHRM. PhD. 1–1 Strategic Management (review) ã A process or approach to addressing the competitive challenges faced by an organisation. organisation. ã It can be thought of as managing the ‘pattern or plan that integrates an organisation’s major goals, policies and action sequences into a cohesive whole’ (Quinn, 1980). Strategic Management Process – Determining what needs to be done to achieve corporate objectives, often over 3 - 5 years – Examin
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  1 1–1 Strategic HRMStrategic HRM (An Overview)(An Overview)Arif Hartono, SE., MHRM.Arif Hartono, SE., MHRM.PhD.PhD. 1–2 Strategic ManagementStrategic Management(review)(review)   ããA process or approach to addressing the competitiveA process or approach to addressing the competitivechallenges faced by anchallenges faced by an organisationorganisation.. ããIt can be thought of as managing the ‘pattern or plan thatIt can be thought of as managing the ‘pattern or plan thatintegrates anintegrates anorganisation’sorganisation’s major goals, policies andmajor goals, policies and action sequences into a cohesive whole’ (Quinn, 1980).action sequences into a cohesive whole’ (Quinn, 1980).Strategic Management ProcessStrategic Management Process  – –Determining what needs to be done to achieve corporateDetermining what needs to be done to achieve corporateobjectives, often over 3objectives, often over 3 --5 years5 years  – –Examining organization and competitive environmentExamining organization and competitive environment – –Establishing optimalEstablishing optimalfitfitbetween organization and itsbetween organization and its environmentenvironment – –Reviewing and revising strategic planReviewing and revising strategic plan  2 1–3 Models of StrategyModels of Strategy(review)(review) ããIndustrial Organization (I/O) ModelIndustrial Organization (I/O) Model  – –External environment is primary determinant of organizationalExternal environment is primary determinant of organizationalstrategy rather than internal decisions of managersstrategy rather than internal decisions of managers – –Environment presents threats and opportunitiesEnvironment presents threats and opportunities – –All competing organizations control or have equal access to All competing organizations control or have equal access toresourcesresources – –Resources are highly mobile between firmsResources are highly mobile between firms – –Organizational success is achieved by:Organizational success is achieved by: ããOffering goods and services at lower costs thanOffering goods and services at lower costs thancompetitorscompetitorsããDifferentiating products to bring premium pricesDifferentiating products to bring premium prices 1–4 Models of StrategyModels of Strategyreview)review) ããResourceResource--Based View (RBV)Based View (RBV)  – –An organization’s resources and capabilities, not external An organization’s resources and capabilities, not externalenvironmental conditions, should be basis for strategicenvironmental conditions, should be basis for strategicdecisionsdecisions – –Competitive advantage is gained through acquisition and valueCompetitive advantage is gained through acquisition and valueof organizational resourcesof organizational resources – –Organizations can identify, locate and acquire key valuableOrganizations can identify, locate and acquire key valuableresourcesresources – –Resources are not highly mobile across organizations, andResources are not highly mobile across organizations, andonce acquired are retainedonce acquired are retained – –Valuable resources are costly to imitate and nonValuable resources are costly to imitate and non--substitutablesubstitutable  3 1–5 Contrasting the Two ApproachesContrasting the Two Approaches ããResearch provides support for bothResearch provides support for bothpositionspositionsããWhat drives strategy?What drives strategy?  – –I/O: External considerationsI/O: External considerations – –RBV: Internal considerationsRBV: Internal considerations ããI/O: Strategy drives resource acquisitionI/O: Strategy drives resource acquisitionããRBV: Strategy determined by resourcesRBV: Strategy determined by resources 1–6 Process of Strategic ManagementProcess of Strategic Management(review)(review)  4 1–7 Level of StrategyLevel of Strategy Corporate StrategyCorporate StrategyBusiness Unit StrategyBusiness Unit Strategy ãã HR StrategyHR Strategy ãã Marketing StrategyMarketing Strategy ãã Financial StrategyFinancial Strategy ãã Production StrategyProduction Strategy ãã .................................................. 1–8 Most PopularMost PopularCorporate & Business Unit StrategiesCorporate & Business Unit Strategies   ããCorporate strategies:Corporate strategies:  – –GrowthGrowth – –StabilityStability – –Turnaround or RetrenchmentTurnaround or Retrenchment ããBusiness unit strategies:Business unit strategies:  – –Porter’s Model:Porter’s Model: ããCost leadershipCost leadershipããDifferentiationDifferentiationããFocusFocus  – –Miles & Snow’s ModelMiles & Snow’s Model ããDefenderDefenderããProspectorProspectorããAnalyzerAnalyzer
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