【正文】 gh demand are doing and will do well ? Generation “X”ers (late 1970s–early 1980s) – Have lifelong exposure to technology and constant change – Seek selfcontrol, independence, personal growth, creativity – Are not focused on job security or longterm employment. Copyright 169。 2022 SouthWestern. All rights reserved. 1–18 New Employee/Workplace Dynamics ? Emphasis on the Management of Professionals – Establishment of separate career tracks ? Technical/Professional, Managerial /Administrative – Use of project teams ? Less Employee Loyalty, More Loyal to Self – Staying with employers for shorter periods。 demanding more meaningful work and involvement in anizational decisions ? Increased Personal and Family Dynamic Effects – More singleparent families, dualcareer couples, and domestic partners ? Increased Nontraditional Work Relationships – Part time, consulting, and temporary employment flexibility – Outsourcing and entrepreneurial opportunities Copyright 169。 2022 SouthWestern. All rights reserved. 1–19 Managing Workplace Diversity ? Understanding and Appreciating Diversity – Is critical to effectively marketing to ethnic and minority groups – Is promoted by having a diverse workforce at all anization levels – Helps ensure that hiring and promotion decisions are unbiased by person differences ? Diversity Management Programs/Initiatives – Must be integrated with anization’s mission and objectives – Help key decision makers identify diversity’s benefits to the anization – Make critical decisions about implementing the optimal program/initiative contingent on the anization and its people, mission and culture. Copyright 169。 2022 SouthWestern. All rights reserved. 1–20 Reading : Telemuting ? Benefits – Reduced work muting time – Employee retention – Increased geographic recruiting flexibility – Reduced costs of doing business (reduced office space) – Significant productivity gains ?Obstacles – Difficulty in measuring performance – Determining eligible jobs – Individual employee characteristics – Assumption of home office expenses/liabilities – Managerial resistance to telemuting – Increased working cost Copyright 169。 2022 SouthWestern. All rights reserved. 1–21 Reading : Workplace Diversity ? Issues Affecting Diversity Policymaking – Why diversity is internally and externally important to the anization? – How is diversity related to the current and future mission and strategic objectives of the anization? – How is diversity to be defined in its inclusion and exclusion of the extent, position, and recognition of “differences”? – Should the anization make special efforts to attract a diverse workforce? and for what purposes? – How do existing employees and constituents feel about diversity? – What specific types of diversity initiatives will be undertaken? and to meet what objectives? CHAPTER 3 STRATEGIC PLANNING PowerPoint Presentation by Charlie Cook Copyright 169。 2022 SouthWestern. All rights reserved Copyright 169。 2022 SouthWestern. All rights reserved. 1–23 Strategic Management ? Strategic Human Resource Management – Involves aligning initiatives involving how people are managed with the anizational mission and objectives. ? Strategic Management Process – Determining what needs to be done (how) to achieve corporate objectives over a three to five year time span. – Examining the anization and the petitive environment. – Establishing a strategic (optimal) “fit” between the anization and its environment that engenders success. – Reviewing and revising the strategic plan as necessary. Copyright 169。 2022 SouthWestern. All rights reserved. 1–24 Models of Strategy ? Industrial Organization (O/I) Model – The external environment is the primary determinant of anizational strategy rather than the internal decisions of its managers. – The environment presents threats and opportunities. – All peting anizations control or have equal access to resources. – Resources are highly mobile between firms. – Organizational success is achieved by offering goods and services at lower costs than petitors or by differentiating products such that they bring premium prices. Copyright 169。 2022 SouthWestern. All rights reserved. 1–25 Models of Strategy (cont’d) ? ResourceBased View (RBV) –An anization’s resources and capabilities, not external environmental conditions, should be the basis for strategic decisions. – Competitive advantage is gained through the acquisition and value of anizational resources. – Organizations can identify, locate and acquire key valuable resources. – Resources are not highly mobile across anizations and once acquired are retained. – Valuable resources are costly to imitate and nonsubstitutable. Copyright 169。 2022 SouthWestern. All rights reserved. 1–26 Copyright 169。 2022 SouthWestern. All rights reserved. 1–27 The Mission Statement Copyright 169。 2022 SouthWestern. All rights reserved. 1–28 Corporate Strategies: Growth ? Benefits – Gaining economies of scale in operations and functions – Enhancing petitive position vis224。 vis industry petitors – Providing opportunities for employee professional development and advancement ? HR Issues – Planning for new hiring – Alerting current employees – Ensuring quality and performance standards are maintained ? Internal Methods – Peration of existing markets – Developing new markets – Developing new products or services for existing or new markets ? External Methods – Acquiring other anizations – Vertical integration ? HR Issues – Merging anizations – Dismissing redundant employees Copyright 169。 2022 SouthWestern. All rights reserved. 1–29 Corporate Strategies (cont’d) ? Stability – Maintaining the status quo due to limited environmental opportunities for ga