This is the lecture 8 of course "Strategic Human Resource Management"
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4. 1. Strategies for Organization Development
2. Strategies for organizational transformation
3. Strategies for Knowledge Management
4. Commitment Strategies
5. Quality Management Strategies
6. Strategies for developing a climate of trust
7. Continuous Improvement Strategies
8. Customer Service Strategies
10. Five Step Change Model
• Motivate Change
• Create a vision
• Develop political support (Agents, targets,
advocates)
• Managing transition
• Sustaining momentum
14. Types of Transformational Strategies
1. A change in what drives the organization
2. A fundamental change in the relationships
between or among organizational Parts
3. A major change in the ways of doing work
4. A basic, cultural change in norms, values or
research systems
15. Transformation through Leadership
• Don't reply on external change experts.
• Show and tell strategy
• Empower people
• Difference between leader and Manager.
16. Strategic role of HR in organization
transformation
• Anticipate people problems and deal with
them before they become serious.
• Guidance on each stage
• Provide Resources.
20. Answers
• VRIO Framework in strategy formulation
• The bath people and performance model
• Best Practice and Best Fit approach
• Strategic role of frontline management
21. What should Howell do? How should
D-Bart make reduction decisions when
performance appraisal documents are
inaccurate?
• Performance Management System
• 360 degree feedback
• One to one interviews
• Observation method
• OD Practitioner
22. Did Bartlund technology and Davis
manufacturing apply any of the five
approaches to strategic HRM in their
organizations before their merger?
Explain impact of all the approaches
on both of them.
25. Knowledge management
• Knowledge management is ‘any process or
practice of creating, acquiring, capturing,
sharing and using knowledge, wherever it
resides, to enhance learning and performance
in organizations’
• Stocks and Flows
30. • The concept of commitment refers to feelings
of attachment and loyalty to the organization.
• The importance of commitment was
highlighted by Walton (1985). His theme was
that improved performance would result if the
organization moved away from the traditional
control-orientated approach.
34. Importance of trust environment
• Thompson (1998) sees trust as a ‘unique
human resource capability that helps the
organization fulfill its competitive advantage’
– a core competency that leads to high
business performance.
37. Quality
• Quality management is concerned with all the
activities required to ensure that products and
services conform to the standards set by the
organization and meet expectations of
customers.
38. Strategies
• Use effective tools (Efficient processes)
• Uniformity in culture
• Ensure consistency
• Importance of Values
• Products Vs Services