Organisational and Human Resource Strategy Life CycleHRODC Postgraduate Training Institute
£ 8.000 - (9.470 €)
- In 2 sedi (Inghilterra)
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Learning and Development
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:
· Current Strategy
· Management Assumptions
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
· 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 Strategic capability
ü Business model
The Corporate Strategy Model
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;
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 Current Strategy
ü Management Assumptions
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 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
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