Discussion Post organizational Strategy

 

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Common Themes

This week’s three class materials share HRD and organizational strategy themes. First, all materials emphasize the need of aligning HRD methods with organizational goals. HRD activities must be closely tied to the organization’s strategic direction to achieve competitive advantage, maintain core capabilities, or meet organizational needs. Second, all materials emphasize core competencies. All sources emphasize HRD’s role in developing and strengthening individuals’ and teams’ core skills (What is strategy) Organizational success and market competitiveness depend on these competencies. Lastly, HRD is consistently emphasized in meeting organizational needs, whether compliance, skill gaps, or knowledge. This emphasizesthe significance of tailoring HRD programs to organizationalneeds to maximize effectiveness. These basic concepts show how HRD drives organizational performance and success.

Surprising Examples or Learnings

The materials’ emphasis on HRD’s complex relationship with competitive advantage was surprising. While HRD is crucial to organizational performance, the detailed examination of how HRD initiatives actually contribute to competitive advantage was eye-opening. Dr. Rebecca McPherson’s video showed how HRD programs like personnel planning, training, and career development build and preserve an organization’s core competences, which set it apart from competitors (You need strategy for your organization prof. Michael Porter). This shows HRD’s strategic value beyond skill development. Another surprising observation was the amount of HRD program debate on organizational needs. HRD must address compliance, skill gaps, and knowledge gaps, as covered in the materials. This holistic approach to HRD activities to meet organizational demands was surprising and demonstrated HRD’s complex function in organizational growth. These findings challenged the idea that HRD is just training and demonstrated its strategic importance in organizational performance.

Learning Impact on Understanding Organizational Strengths/Weaknesses

Aligning HRD techniques with organizational goals reflects my organization’s strengths and flaws. Understanding this connection allows us assess whether HRD is helping the company achieve its goals (Linking HRD strategy to organizational needs). Alignment is a strength, showing how our HRD activities strategically promote organizational success. Conversely, a gap indicates a weakness and the need to realign HRD initiatives with organizational goals to maximize impact and effectiveness in achieving desired results.

1.

References

YouTube. (2015, January 5). What is strategy?. YouTube. 

YouTube. (2012, July 22). 

YouTube. (2014, August 2). 

respond to six people

1.Do you think there are any particular HRD methods or approaches that are better at generating organizational success and competitiveness? I am sure that this answer depends on what kind of organization is implementing these strategies, but it is important to consider nonetheless.

Furthermore, I appreciate you bringing up the debate about HRD programs. I have not personally been a part of an organization that utilize HRD strategies, but the idea about the debate you mentioned makes me wonder how organizations choose what to prioritize relative to their HRD efforts when their resources are limited. Have you experienced or witnessed this kind of situation before? If so, how did the organization navigate this potential problem?

2.Good initial post and good follow-up question from Zie! Eryn, you went into detail regarding the role of HRD in connection with HRM and the bigger picture organizational strategies and goals. As Dr. McPherson said, the organization chooses its strategy to compete in a market place and aims to achieve competitive advantage, as you said, by maximizing strengths and weaknesses, a big part of it being the employees (McPherson, n.d.). I also found it very interesting how much detail goes into HRD to develop the employees to meet the organizational needs.

Zie, I also wonder how companies with limited resources – HR department wise and fiscally – prioritize what HDR part to focus on. My organization is a government, and we finally after years have an actual HR person for the whole county to handle our personnel matters – however, she has no part in any HDR programs, for none of the departments. There are no overall HDR programs, there is not even really a HRM. Our agency funds are tight, and employee development is sadly not a top priority. In our case, the right recruiting would be the key element, based on the organizational needs. Dr. McPherson illustrated how the individual job core competencies -skills, abilities, and knowledge – play into the work core competencies and how it ties into the organizational goals and needs. So the only thing we can do is knowing where we want to go with our agency, and put emphasis on recruiting the right people that are skilled and able to do the job we need them to do. Also, rewarding the employees for their efforts – a rewards program – would be an appropriate measure to help maintain our people to continue with our organizational strategy.

Eryn, what do you think? Are our companies similar, or how is yours different? You spoke of alignment of HDR and organizational goals within your company. Which parts were you referring to?

3. Students,

One might also start by commenting on some of common themes that exist between the class material for this week. Starting by exploring Figure 4.1: Outcomes from Internal Organizational Analysis. In Chapter 3, we looked outside of the firm to examine general, industry, and competitor environments. In this chapter, we look inside the firm for what the firm can do is the actions permitted by its unique resources, capabilities, and core competencies. By matching what the firm can do with what it might do, the firm gains insights required for wise selection and implementation of strategies.

There are also resource decision pitfallsThese decisions significantly influence firm performance. The resource-related decisions involve identifying, developing, deploying, and nurturing key organizational resources, capabilities, and core competencies. Pressure to pursue only short-term performance targets can reduce the firm’s ability to achieve long-term organizational potential. Recognizing a firm’s core competencies is essential before the firm can make important strategic decisions.

Do you think these are the types of strategic decisions that should not be made before recognizing the firm’s core competencies?

– To enter or exit key markets

– To invest in new technologies

– To build new or additional manufacturing capacity

– To form strategic partnerships

Do you also agree that admitting strategic mistakes and taking corrective action can have a positive effect on future efforts to create a competitive advantage?

Hoskisson, R., Hitt, M., Ireland, R., & Harrison, J. (Copyright 2013 – text published July 2012). Competingfor Advantage (3rd edition). Cengage learning. ISBN: 9780538475167.

4. Zie-1. The general common theme is about the presence and impact of information technology within organizational spaces, and more specifically, the competitive advantage that can come along with it.

2. Something from the Porter and Millar article that was surprising to me was that Sears, after becoming a well-established entity as a retail company, began offering credit-authorization and transaction-processing services to a variety of companies. It was mainly surprising because Sears is primarily known for being successful in the retail space, yet they managed to pivot to something completely different by utilizing some useful resources of theirs.

3. Reading what Porter and Millar had to say about information intensity, it made me realize that LaffySmash is quite effective at using the information technology we have available to us. We have a good system set up as far as managing tournament registrations, as well as the advertisements of our tournaments. Regarding our use of resources, I believe we have a strength in using our resources to build connections and partnerships, specifically with our streaming. As a result of our streams being ran successfully, we have had multiple events reach out to us to stream their events, and often that comes with helping them run the event as well, which is good for future reference when attempting to find future partnerships because we can mention the role LaffySmash had in the success of prior tournaments.

5. Brit-1. What common themes exist between the 3 class materials this week? Explain.

Human resources, development of employees and how that relates to the goals of the organizations. How this gives an organization a competitive advantage against other organizations.

2. What examples or learnings surprised you? Why?

I am not sure if surprised is the right word, but competition and the way it applies to business was eye-opening. When I was a marketing director at a contracting company, we were doing things as far as advertising that most contractors did not even consider a budget for; magazines, Valpak, even TV commercials. At Dow, it is one of the top organizations in the world, and before working at these two organizations I was in the military so looking at competition and business was not a massive concern for me. I recognize that I am fortunate, but what I will apply is my leadership skills versus other leaders. What sets me apart from others? In Mike Porter’s video he talks about being unique and what sets you apart from the rest that others will want your product or service. (2) I am going to apply this to my leadership skills and develop them further, so I can lead in a way that separates me from others.

3. What one learning helps you better understand a strength or weakness at your organization? Explain.

In the video this week from Rebecca McPherson, she talks about career development and relating it to “individual job knowledge, skills, ability, and for an individual to be successful in their job and how this supports the success of their team,” (3) by now I am sure it is not secret that I believe leadership at Dow could communicate more effectively with their contractors. I believe this is a major weakness for Dow and Rebecca outlines this in her video by explaining knowing what your job entails it can help the success of the team. If leadership is unable to communicate with their employees and they must go through a third party to communicate organization goals it is challenging. Rebecca’s video just further verified this for me.

Referenced

  1. Hoskisson, R., Hitt, M., Ireland, R.D. & Harrison, J. (2013). Competing for Advantage (3rd ed.). South-Western Cengage Learning: Mason, OH.
  1. Harvard Business School. (n.d.). You need strategy for Your Organization Prof. Michael Porter. Retrieved April, 3, 2024, from
     .
  1. Linking HRD Strategy to Organizational Needs. (n.d.). Youtube. Retrieved April 3, 2024, from . 6.

    6. Phil-Some of the themes throughout this week’s course material has been the development of an organization’s resources and the core competencies as way to create a competitive advantage as a company. From the YouTube video Linking HRD Strategy to Organizational Needs it is mentioned, “Human resource development is a set of systematic and planned activities that include training and development, organizational development, and career development designed by the human resource department to ensure its employees develop the necessary capabilities to support the efficient and effective implementationof organization’s core competencies.” The discussion of core competencies provides a necessary linkage to the organizational strategy between their employees and the value activities perform throughout the organization. In How information gives you competitive advantage Porter and Millar states, “Careful management of linkages is often a powerful source of competitive advantage because of the difficulty rivals have in perceiving them an in resolving trade-offs across organizational lines.” (pg. 150) The recognition between the material of the importance of management of ones resources allow the linkage between the core competencies to be strengthened in the interests of development competitive advantage. The article from Porter and Millar provide a surprised look into the increase use of information technology as a resource for managers and executives. On page 152 from the article they wrote, “Every value activity has both a physical and an information-processing component.” It put into context the observation that there has been a shift between the two components that perhaps will continue to grow as their technological advancements in information technology. In addition, I believe this allows me to better strengthen my ability within D.R. Horton as a sales agent because it acknowledges the importance of information technology as a resource. The perspective on Information Technology as it “must be mconceived of broadly to encompass the information that businesses create and use as well as a wide spectrum of increasingly convergent and linked technologies that process the information” has tremendous influence on understanding the strength of utilizing customer relationship management (CRM) tools in the position. The ability to organization tasks and assignments based on the original date of connection to potential home buyers allows me to stay relevant in their minds which in return could lead them to purchasing a home from us.

Discussion Post organizational Strategy

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