人力资源管理规划第三章课件

Copyright © 2005 South-Western. All rights reserved.
1–5
战略管理的过程The Pt
• • • • 使命陈述Mission statement 环境分析Environmental analysis 组织自我评价Organizational self-assessment 建立目标Establishing goals & objectives
Copyright © 2005 South-Western. All rights reserved.
1–2
战略模型Models of Strategy
• 产业组织模型Industrial Organization (O/I) Model
– 外部环境是组织战略的主要决定因素。External environment is primary determinant of organizational strategy rather than internal decisions of managers – 环境意谓着机会与威胁。Environment presents threats & opportunities – 所有竞争企业能控制或者同等机会的拥有资源。All competing organizations control or have equal access to resources – 资源在企业之间具有很高的流动性。Resources are highly mobile between firms – 企业成功有以下的因素来决定：Organizational success is achieved by
Copyright © 2005 South-Western. All rights reserved.
1–6
战略管理的过程Process of Strategic Management
Exhibit 3-1
Copyright © 2005 South-Western. All rights reserved.
– 确定3 – 5年内为达成企业3 - 5 的目标所需要做的事情。 Determining what needs to be done to achieve corporate objectives over 3 - 5 years – 分析组织内部及外部竞争环境Examining organization & competitive environment – 建立能匹配组织内部及外部竞争环境的优选方案。Establishing optimal fit between organization & its environment – 定气审核及修改战略规划。Reviewing & revising strategic plan
• 内部成长Internal Methods
– 滲透现有的市场Penetration of existing markets – 开发新市场Developing new markets – 开发新的产品或服务Developing new products or services for existing or new markets
• 外部成长External Methods
– 并购其他企业Acquiring other organizations – 垂直整合Vertical integration
• HR 的问题HR Issues
– 招收新员工Planning for new hiring – 管理老员工Alerting current employees – 维持质量与绩效标准Ensuring quality & performance standards are maintained
战略模型Models of Strategy
• 资源模型Resource-Based View (RBV)
–组织的资源与能力，而不是外部环境因素，是战略决策的基础。 An organization’s resources & capabilities, not external environmental conditions, should be basis for strategic decisions –竞争优势通过获取组织有价值的资源来取得。Competitive advantage is gained through acquisition & value of organizational resources –组织具有识别，确定及获取关键资源的能力。Organizations can identify, locate & acquire key valuable resources –资源并非高流动性的，并且一旦获得之后可以成功保留。 Resources are not highly mobile across organizations & once acquired are retained –有价值的资源难以被替代与模仿（代价高昂）。Valuable resources are costly to imitate & non-substitutable
Copyright © 2005 South-Western. All rights reserved. 1–12
建立目标Establishing Goals & Objectives
• 目标必须：Goals should be:
– 具体Specific – 可测量Measurable – 具有灵活性Flexible
– – – – 物质Physical 人员Human 技术Technological 资金Capital
1–11
Copyright © 2005 South-Western. All rights reserved.
组织的自我评价Organization SelfAssessment
• 分析内部管理系统Examine internal management systems
– 文化Culture – 组织结构Organization structure – 权力与政治Power dynamics & politics – 决策过程Decision-making processes – 过去的战略与绩效Past strategy & performance – 工作体系Work systems
Copyright © 2005 South-Western. All rights reserved. 1–4
两种模型的比较Contrasting the Two Approaches
• 研究结果对两种模型都产生支持。Research provides support for both positions • 什么是战略的决定因素? What drives strategy?
– I/O ：外部环境 I/O: External considerations – RBV: 内部资源 RBV: Internal considerations
• I/O: 战略决定资源的获取。I/O: Strategy drives resource acquisition • RBV:战略由内部资源来决定。RBV: Strategy determined by resources
– 将人的管理与组织的使命及目标结合在一起。Involves aligning initiatives involving how people are managed with organizational mission & objectives
• 战略管理过程Strategic Management Process
Copyright © 2005 South-Western. All rights reserved.
1–8
Solectron 的使命陈述Solectron Mission Statement
“Our mission is to provide worldwide responsiveness to our customers by offering the highest quality, lowest total cost, customized, integrated design, supply-chain and manufacturing solutions through long-term partnerships based on integrity and ethical business practices.”见书P51
第三章:战略规划 CHAPTER 3: STRATEGIC PLANNING
Copyright © 2005 South-Western. All rights reserved.
战略管理Strategic Management
• 战略人力资源管理Strategic Human Resource Management
Copyright © 2005 South-Western. All rights reserved.
1–10
组织的自我评价Organization SelfAssessment
• 识别企业主要的优势与劣势。Identify primary strengths & weaknesses • 寻找途径来利用优势。Find ways to capitalize on strengths • 寻找途径来减少劣势。Find ways to improve or minimize weaknesses • 分析资源Examine resources
1–7
使命陈述Mission Statement
• 解释组织存在的目的与理由。Explains purpose & reason for existence • 通常比较宽泛。Usually very broad • 不超过几句话。No more than a couple of sentences • 作为组织所有活动的基础。Serves as foundation for everything organization does
Copyright © 2005 South-Western. All rights reserved.
1–13
公司战略：成长Corporate Strategies: Growth
• 利润Benefits
– 获取运作过程的规模经济。 Gaining economies of scale in operations & functions – 通过面对竞争对手来提高竞争 地位。Enhancing competitive position vis-à -vis industry competitors – 为员工提供提高专业技能的机 会。Providing opportunities for employee professional development & advancement
Copyright © 2005 South-Western. All rights reserved.
1–9
环境分析Analysis of Environment
• 外部环境的关键因素Critical components of external environment
– – – – – – 竞争Competition 行业结构Industry structure 政府管制Government regulations 技术Technology 市场趋势Market trends 经济趋势Economic tends
• 以比竞争对手低的价格来提供产品和服务。Offering goods & services at lower costs than competitors • 提供高质量，差异化的产品。Differentiating products to bring premium prices
Copyright © 2005 South-Western. All rights reserved. 1–3