Organisational and Human Resource Strategy Life Cycle

HRODC Postgraduate Training Institute
En Dubai (Emiratos Árabes Unidos), Central London (Inglaterra), Durban, South Africa (Sudáfrica) y 3 sedes más

£ 8.000 - ($ 31.215.721)
IVA inc.

Información importante

  • Curso
  • En 6 sedes
  • Duración:
    10 Days
  • Cuándo:
    A definir
Descripción

By the conclusion of the specified learning and development activities, delegates will be able to: Provide a succinct definition of strategy, that demonstrates it conceptual internalization. Explain, with suitable examples, the 5Ps of Strategy, viz.: Strategy as a Plan. Strategy as a 'Ploy'. Strategy as a Pattern. Strategy as a Position. Strategy as a Perspective.
Suitable for: Business Professionals. Startegic Management Consultants. Strategic Planners. General Managers. HR Superintendents. Team Leaders. Decision Makers. Department Heads. HR Professionals. Vice Presidents and Directors of specialty functions within HR Directorate

Información importante

Requisitos: Degree or Work Experience

Sedes

Dónde se imparte y en qué fechas

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Central London
Carburton Street, W1W 5EE, London, Inglaterra
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Dubai
Al Muraqqabat Street, Diera, 82999, Dubai, Emiratos Árabes Unidos
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Durban, South Africa
Walnut Road, 40001, Johannesburg, Sudáfrica
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Kuala Lumpur, Malaysia
Jalan Ampang Hilir, 68, Malaysia, Malasia
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Milan, Italy
Via Washington, 66 Milan, 20146, Milano, Italia
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Tripoli, Libya
Al Fatah Street, Bengasi, Libia
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¿Qué aprendes en este curso?

Management
IT
Performance
Perspective
Learning and Development
Planning
Industry
IT Development
IT Management

Programa académico

Course Objectives

 

By the conclusion of the specified learning and development activities, delegates will be able to:

ü  Provide a succinct definition of strategy, that demonstrates it conceptual internalization;

ü  Explain, with suitable examples, the 5Ps of Strategy, viz.:

·         Strategy as a Plan

·         Strategy as a 'Ploy'

·         Strategy as a Pattern

·         Strategy as a Position

·         Strategy as a Perspective

ü  Exhibit a heightened understanding of the ‘Strategy Process’;

ü  Deconstruct Strategic Decisions, highlighting their major characteristics;

ü  Explain the difference between strategy and strategic management, on the one hand, and operational management, on the other;

ü  Provide a contextualized definition of a Strategic Business Unit (SBU);

ü  Distinguish between differing organizational levels, in relation to management and decision-making;

ü  Determine the differences in strategic priorities in relation to specific organizational levels – viz. corporate, business, and operational;

ü  Exhibit a heightened understanding of the ‘Corporate Strategy Model’;

ü  Understand the basic vocabulary of strategy, as used in different contexts;

ü  Define, with own organization’s examples, the issue of ‘Strategic Position’;

ü  Illustrate the factors influencing effective Strategic Choice;

ü  Demonstrate a heightened awareness of the concept of synergy, in the context of effective organisational functioning;

ü  Elucidate the contextual relationship between strategic alliance and 'synergistic gains'.

ü  Conduct an internal organisational analysis;

ü  Conduct a Strengths and Weaknesses Analysis;

ü  Conduct an External Organisational Analysis;

ü  Define the context of the External Uncontrollable Environment;

ü  Determine their own organisation's  External Environment;

ü  Suggest the opportunities available to their own organisation;

ü  Identify any threats that the external environment pose to their own organisation's effectiveness;

ü  Create an 'Internal-External Organisational Analysis Matrix';

ü  Conduct a full-scale 'Strengths - Weakness - Opportunities - Threats (SWOT) Analysis';

ü  Manage SWOT through 'exploitation' and 'circumvention';

ü  Demonstrate an understanding of the Opportunities and Threats Posed to their own organisation, by:

·         Political Factors;

·         Economic Factors;

·         Social Factors;

·         Technological Factors;

·         Environmental Factors;

·         Legal Factors.

ü  Conduct a 'PESTEL Analysis';

ü  Perform an 'Environmental Scan', using Porter’s Five Forces Analysis:

·         Supplier power

·         Buyer power

·         Competitive rivalry

·         Threat of substitution 

·         Threat of new entry

ü  Conduct a 'Competitive Analysis', using Porter's Four Corner’s Analysis:

·         Drivers

·         Current Strategy

·         Management Assumptions

·         Capabilities 

ü  Conduct a Value Chain Analysis, using:

·         Company Mission

·         Industry Type, and 

·         Value System

ü  Use an Early Warning Scans to effect Competitive Analysis, on the basis of:

·         Market definition

·         Open Systems

·         Filtering.

·         Predictive intelligence.

·         Communicating intelligence

·         Contingency planning.

·         A cyclical process.

ü  Formulate Competitive Scenarios for War Game Simulations.

ü  Exhibit an appreciation for the importance of the different success factors in the operation of the organization.

ü  Understand the underlying concepts of Key Success Factors (KSFs).

ü  Identify the different KSFs of their respective organisation/business.

ü  Determine what drives the business to succeed in the industry in which it is engaged.

ü  Determine how the KSFs can help the organization achieve its goals and missions.

ü  Ensure that the KSFs are correctly identified and pursued.

ü  Exhibit their ability to determine which among the KSFs will work effectively for their organization/business.

ü  Formulate strategies to optimize the organisation’s /business’s performance.

ü  Establish the fundamentals of strategic planning.

ü  Suggest ways to adapt to a  changing environment more efficiently.

ü  Evaluate the efficiency of their organisation/business operations.

ü  Enumerate the various kinds of key result indicators.

ü  Distinguish between performance and result indicators.

ü  Demonstrate their understanding the underlying concepts of Key Performance Indicators (KPIs).

ü  Determine how the performance of organizations, business units and their divisions, departments and employees are assessed through KPIs.

ü  Give examples of KPIs.

ü  Explain how KPIs help an organisation measure progress towards its goals.

 

Course Contents, Concepts and Issues

 

   Understanding Strategy and Strategic Relations

  Strategy: A Definition;

  The 5Ps of Strategy:

ü  Strategy as a Plan

ü  Strategy as a 'Ploy'

ü  Strategy as a Pattern

ü  Strategy as a Position

ü  Strategy as a Perspective

  The ‘Strategy Process’;

  Characteristics of Strategy;

  Defining Strategic Management;

  Understanding Strategic Decisions;

  Implications of Strategic Decisions;

  Levels of Strategy;

  What is a Strategic Business Unit?;

  Relating Strategy to an Organization’s:

ü  Mission

ü  Vision

ü  Goal

ü  Objective

ü  Strategic capability

ü  Strategies

ü  Business model

ü  Control

  The Corporate Strategy Model

  Strategic Position;

  What are Strategic Choices?

  The concept of synergy;

  The synergistic effect of strategic alliance;

 

   Contextualising Strategy: Employing Strategic Analytic Tools

  The Organisation's Internal Environment;

  Organisational Strengths;

  Organisational Weaknesses;

  The context of the External Uncontrollable Environment;

  The Organisation's  External Environment;

  Opportunities available to the organisation;

  Threats to organisational effectiveness;

  The 'Internal-External Organisational Analysis Matrix';

  Strengths - Weakness - Opportunities - Threats (SWOT) Analysis;

  Managing SWOT through 'exploitation' and 'circumvention';

  Understanding the Opportunities and Threats Posed by:

ü  Political Factors;

ü  Economic Factors;

ü  Social Factors;

ü  Technological Factors;

ü  Environmental Factors;

ü  Legal Factors.

  Conducting a 'PESTEL Analysis';

  Environmental Scanning, using Porter’s Five Forces Analysis:

ü  Supplier power

ü  Buyer power

ü  Competitive rivalry

ü  Threat of substitution 

ü  Threat of new entry

  Competitive Analysis, using Porter's Four Corner’s Analysis:

ü  Drivers

ü  Current Strategy

ü  Management Assumptions

ü  Capabilities 

  Conducting Value Chain Analysis, using:

ü  Company Mission

ü  Industry Type, and 

ü  Value System

  Using Early Warning Scans to effect Competitive Analysis, on the basis of:

ü  Market definition

ü  Open Systems

ü  Filtering.

ü  Predictive intelligence.

ü  Communicating intelligence

ü  Contingency planning.

ü  A cyclical process.

  Formulating Competitive Scenarios for War Game Simulations.

 

   Key Success Factors and Key Performance Indicators

  Introducing Organisational Success Factors

ü  Definition of Success Factors

ü  Popular Success Factor

ü  A Model of Success Factors

  Strategy as a Fundamental Success Factor

ü  Concentrating Your Resources – An Ancient Concept

ü  The Fundamentals of Strategic Planning

ü  Importance of The Defining Element

ü  Developing a Strategy for Each New Goal

ü  Adapting to The Changing Environment

ü  Interrelationships with Other Success Factors

 

   Key Performance Indicators

  Introduction

ü  Key Result Indicators

ü  Performance and Result Indicators

ü  Key Performance Indicators (KPIs)

ü  Examples of KPIs

ü  Categorization of KPIs

ü  Identifying Indicators of Organisation

ü  Key Components of KPIs

·         Starting with what you need to measure and monitor

·         Establishing current performance benchmark and target levels

·         Adding KPIs project control elements

ü  Characteristics of a good KPIs

ü  How to Implement KPIs

ü  Benefits of KPIs

ü  Management Models That Have a Profound Impact on KPIs