???????????????????????? (Strategy)

1
????????????????????????? ?????????????????
???????????????

• ?.??.????????? ???????
• ?????????????????
• ??????????????????????????
• ????????????????

27/02/2547
2
?????????????????????
ASPECTS TO BE COVERED

• ???????????????????????? (Strategy)
• ??????????????????/??????????
• ??????????????????????/??????????
• ??????????????????????????????????????????????????
  ???????????
• ??????????????????????????????????????
  (?????????????????)
• 10 ?????????????????????????????????

P Watanapa
3
?????????????????????
STRATEGY
(???)?????????? ???????
Strategia Greek
Generalship English
????????????? ???????????????
Sun Wu Chinese
Karl von Clausewitz Prussian
P Watanapa
4
?????????????????????
STRATEGY

• Formulation of organizational missions, goals and
  objectives, as well as action plans for
  achievement, that explicitly recognize the
  competition and the impact of outside
  environmental forces
• STRATEGIC HUMAN RESOURCE MANAGEMENT
• WP Anthony, PL Perrewe, KM Kacmar

P Watanapa
5
?????????????????????
????????????? ?????????? ???????????

• ???????????????????????? ?????????????????????
  ??????????????????????????????????
  ??????????????????????????????????????????????????
  ????????????????????????

P Watanapa
6
?????????????????????
STRATEGY
Plan
Pattern
Position
Perspective
Henry Mintzberg, McGill University, Canada 1994
P Watanapa
7
?????????????????????
STRATEGY

• ?????????????????????????????
• ????????????????????????????????????????
• ?????????????????????? (Differentiation)
  ???????????????????????????? - Michael Porter

P Watanapa
8
?????????????????????
??????????????????/??????????

• 3 Key Requirements
• Definite Purpose
• Value, Vision, Mission, Objective
• Understanding Environment
• Forces affecting the fulfilment of purpose
• Creativity
• Effective responses to those Forces

P Watanapa
9
?????????????????????
??????????????????????/??????????

• 4 Important Issues
• Direction of the Organization
• Competition
• Process Improvement
• Survival of the Organization

P Watanapa
10
?????????????????????
STRATEGIC ORGANIZATION MANAGEMENT

• ??????????????????????????????????????????????????
  ??????????????????? (Key Elements) ???
• ?????????????????????????????????????????
• (Recognition of the Impact of the Outside
  Environment)
• ??????????????????????????????????????????????????
  ????????
• (Recognition of the Impact of Competition and
  the Dynamics of the Situation)

P Watanapa
11
?????????????????????

• ?????????????????????????????????
• (Long-range Focus 3-5 years)
• ??????????????????? (Differentiation)
• ??????????????????????????????
• (Choice and Decision-making Focus)
• (Problem-solving or Problem-preventing Focus)
• ???? ?????????????? (Where to Compete?)
• ?????????????? (How to Compete?)

P Watanapa
12
?????????????????????
OUTSIDE OR EXTERNAL ENVIRONMENT
Societal environment
Sociocultural and demographic forces
Technological forces
Task environment
Labor market
Market (Customers/clients)
Other stakeholders
Competition
Legal and political forces
Economic forces
P Watanapa
13
?????????????????????
Predictable markets
Defender
Predictable and changing markets
Prospector
Analyzer
Changing markets
P Watanapa
14
?????????????????????
Corporate Strategy
Where to Compete? Samsung, Sony, Nokia,
University Long-term Strategy
Business/Competitive Strategy
How to Compete? Ford vs GM
Intermediate- to Long-term Strategy
Strategic Theme
Functional Strategy ? Action Plan ? AIS vs DTAC
P Watanapa
15
?????????????????????
??????????????????
??????/??????????? Corporate Strategy Competitive Strategy
???????????/ ??????????? (?.?. ?????????????) ??????????????????????????????????? ?????????????????????????????????????????? (COTTO)
??????????? ??????????????????????????? (????????????? Comprehensive) ???????????????????????? ?????????????
???????????????? ??????????????????? ???????????????? ???????????? ?????
P Watanapa
16
?????????????????????
Choices Decision Making

• Strategic Choices
• (Determining Factors Accurate and Up-to-Date
  Information, Point of Differentiation)
• Growth Expansion vs Retrenchment
• Retrenchment vs Divestitures
• Management Tools

P Watanapa
17
?????????????????????
Strategic Choices
Basis for Strategic Choice Assessment Involvement
Organizational Mission Objective or Purpose
Organizational Scope Resources and Capabilities
Organizational Systems Processes, Structures and Systems
Organizational Culture Acceptability to Staff and Other Stakeholders
Environmental Factors Organizational Context
Client/Customer Needs/Demands Fit between Outputs and Client
P Watanapa
18
?????????????????????
Stages of Making a Strategic Choice
Identify Environmental Changes
Generate Options / Strategic Objectives
Organizational Resources and Capabilities
Evaluate Options
Adapt Organizational Resources and Capabilities
Select Option
P Watanapa
19
?????????????????????
COMMON MANAGEMENT TOOLS

• 4-Ps, 5-Forces, 6 Sigma, 7-Ss of McKinsey,
  Activity Based Costing (ABC), Balanced Scorecard,
  Benchmarking, Core Competencies, Customer
  Relationship Management (CRM), Customer
  Satisfaction Measurement, ISO, Just-in-Time
  (JIT), Knowledge Management (KM), Learning
  Organization (LO), Management by Objectives
  (MBO), One-to-One Marketing, Pay-for-Performance,
  PEST, Reengineering, Strategic Planning, Total
  Quality Management (TQM) etc.

P Watanapa
20
?????????????????????
Example of relationship between several
management tools
SWOT
Vision Mission Statement
Strategic Planning
PEST, 7 Ss
Shareholder Value Analysis, Waste Minimisation
Financial Perspective
Learning Growth Perspective
KM, LO
Balanced Scorecard
Customer Perspective
CRM, CS
Benchmarking
Six Sigma
Internal Process Perspective
Initiatives and Action Plan
Gantt Chart
Prioritisation Matrix
P Watanapa
21
?????????????????????
7 Ss
S Strengths W Weaknesses O Opportunities T
Threats
Internal Factors
External Factors
PEST
P Watanapa
22
?????????????????????
7 Ss Analysis
Structure How would you describe the structure of your organizational systems (e.g. hierachical, matrix)? Are there diverse structures?
Strategy What action plans are in place to identify objectives and the mechanisms to achieve them? What establishes your organization as a place which creates unique value?
Systems What are the systems which makes your organization work (e.g., management systems, control systems, financial systems)?
Style What is the predominant style of management? What is really valued at your organization? What do the managers do (e.g. control people or systems, enable staff)?
P Watanapa
23
?????????????????????
7 Ss Analysis
Staff What kind of people are recruited to your organization? How are staff developed? Is management responsible for communicating values within your organization? What motivates staff?
Skills What skills are most valued at your organization?
SuperordinateGoals Express the fundamental idea around which your organization is built, and its vision for the future
P Watanapa
24
?????????????????????
PEST Analysis
Political-Legal Legislation and government policy Regulation of public bodies and professions Quality standards Economic Government economic policy Business cycle (boom/recession), inflation and interest rates Taxation Disposable Income/Unemployment Energy costs
Social Population demographics Income distribution/poverty Social mobility Attitudes to work, health and lifestyle Consumerist movements Education Technological Government commitment to research and technological development Information technology and communication New discoveries and innovation
P Watanapa
25
?????????????????????
Strategic Choices Taken from SWOT
STRENGTHS
???????????????????? Joint Venture etc.
?????????????? Proactive
OPPORTUNITIES
THREATS
?????????????????????????????????????
Improve Quality
????????????????????????? Retrenchment or
Divestitures
WEAKNESSES
P Watanapa
26
?????????????????????
???????????????????????????????????????????????

• ??????????????????????????????
• ??????????????? ??????????????????????????????????
  ????????????????????? ?? ???????
  ????????????????????????????????????????????
• ??????????? ??????????????????????????????????????
  ??? ??????? ??????????????????????????????????????
  ?????????????????????

P Watanapa
27
?????????????????????

• ???????? ????????????????????????????????
  ??????????????????????????????????????????????????
  ???????? ??????? ?????????????????????????????????
  ???????? ??????????????????????????
• ???????????? ?????????????????????????????????????
  ??????? 1 ????? ??????? ??????????????????????????
  ??????????????????????????? ?????????????????
  ????????????????????????????????????
  ??????????????????????-????????????

P Watanapa
28
?????????????????????

• ??????????????????????????????????????
  ?????????????????????????????????????
  ???????????????????????????????????????????????
• ?????????????????????????????????
  ???????????????????????????????????? (Strategic
  Choice)
• ?????????????????????? ???????????????????????????
  ???????????????????????????????? ?????????
  (Alignment) ??????????????????????????????????????
  ???????? ???????????????

P Watanapa
29
?????????????????????
Corporate Strategy
Financial Strategy
Education Strategy
Human Resource Strategy
Academic Research Strategy
ICT Strategy
Integration
Corporate Strategy Drives Functional Strategies
P Watanapa
30
?????????????????????
Corporate strategy
Human resource strategy
Growth/Expansion
Aggressive hiring, training,
promotions
Retrenchment
Layoffs, terminations,
early retirement
Diversification
New corporate staff configuration, promotions,
training, hiring
Mergers, Acquisitions
Corporate acculturation,
hiring or laying off
Divestitures
Staff reconfiguration,
lay offs, reassignments
Differentiation
Decentralized
hiring and training
Low-cost producer
Cost reduction, wage cuts,
efficiency improvements
Luxury/High quality
Hiring highly skilled personnel, training,
special compensation plans
P Watanapa
31
?????????????????????
Predictable markets
Defender
Predictable and changing markets
Prospector
Analyzer
Changing markets
P Watanapa
32
?????????????????????
STRATEGIC HUMAN RESOURCE PLANNING
P Watanapa
33
?????????????????????
RELATIONSHIP BETWEEN CORPORATE STRATEGY AND HUMAN
RESOURCE PLANNING
Corporate strategy
Importance of HR planning
Defender (predictable
markets)
Moderate
Prospector (predictable
changing markets)
High
Analyzer (changing
markets)
Moderate to high
P Watanapa
34
?????????????????????
STRATEGIC CHOICES
Proactive or reactive
Plan to fill human resource far in advance or to
react to needs as they arise
The breadth of focus in HR planning narrow or
broad
A narrow focus by planning in only one or two
areas, such as recruitment or selection, or a
broad focus by planning in all areas
Formality of the plan formal or informal
Spell out clearly in writing documentation and
data or in the heads of managers and personnel
staff
P Watanapa
35
?????????????????????
STRATEGIC CHOICES
Degree of tie of the HR plan with the strategic
plan loosely tie or closely tie
Corporate strategies - gt Strategic HR planning -
gt HR management
Flexibility of the plan flexible or inflexible
The ability of the plan to anticipate and deal
with contingencies, issue of uncertainty
P Watanapa
36
?????????????????????
STRATEGIES FOR RECRUITMENT, SELECTION AND
PLACEMENT
P Watanapa
37
?????????????????????
RELATIONSHIP BETWEEN CORPORATE STRATEGY AND THE
TYPES OF SELECTION TESTS
Corporate strategy
Preferred selection test
Defender (building human
resources)
Aptitude
Prospector (acquiring human
resources)
Achievement
Analyzer (allocating human
resources)
Aptitude
P Watanapa
38
?????????????????????
APTITUDE TEST
Measurement individual potential or ability to
learn
Identifying employees who have the potential to
learn from training
Positive Analysis Questionnaire - PAO
Management Position Description Questionnaire -
MPDQ
Functional Job Analysis - FJA
Ability Requirement Scales - ARS
P Watanapa
39
?????????????????????
ACHIEVEMENT TEST
Evaluation whether individual can perform the job
at the time of testing
Asking applicant to perform samples of work using
actual job tasks
Specific information about the job is needed
The best job analysis methods are critical
incident technique
Comprehensive Occupational Data Analysis - CODAP
P Watanapa
40
?????????????????????
STRATEGIC CHOICES
Make or Buy decision
Hire less-skilled workers or Hire skilled
workers - IBM
Budget
Three major factors Turnover and growth,
geographical factors and shortage of certain type
of employee Japanese company
Yes or No for untapped labour sources
Factors to be determined 68 of handicapped
persons are employable, limitation of applicants
for entry-level (low skilled) job, cost of welfare
P Watanapa
41
?????????????????????
STRATEGIC CHOICES
Done by the organization or get assistance
from outside service
Main factor available technology
Internal versus external recruitment
Major factors Organization policy and culture
P Watanapa
42
?????????????????????
STRATEGIC TRAINING AND DEVELOPMENT
P Watanapa
43
?????????????????????
TRAINING
Providing an employee with skills that can be
used immediately on the job
DEVELOPMENT
Providing an employee with knowledge that may be
used today or at some time in the future
P Watanapa
44
?????????????????????
STRATEGIC CHOICES
Conformity versus Creativity and Innovation
Too much conformity inhibits innovation and
creativity Walt Disney World
versus Toyota or 3M (Post-It-notes)
Developing people versus hiring developed people
Two major factors size of the organization and
policy to promote from within versus hiring from
the outside (GM versus Apple Computer)
Improving versus replacing poor performers
Considering issues probability of improving,
cost of improving, legal considerations,
replacement costs and top management philosophy
P Watanapa
45
?????????????????????
STRATEGIC CHOICES
Strategy and culture
Organizations strategy and its corporate culture
are closely related bi-directional relationship
Lee Iacocca took over Chrysler, cut thousands of
jobs to reduce costs and reverse prevailing
cultural values
Bloated bureaucratic organization
Trim, flexible and innovative organization
P Watanapa
46
?????????????????????
TRAINING PROCEDURES
On-the-job training
Expansion of the job duties, assignments and
responsibilities of an individual creation of
an opportunity for an individual to practice
higher level and diverse skills not normally
required in the present job
Job rotation, cross training
Staff development meetings
Problem-solving conferences
Mentoring
In-company training done by outside consultants
P Watanapa
47
?????????????????????
TRAINING PROCEDURES
Off-the-job training
Most of this type is classroom training
Outside short courses and seminars
College or university degree and certificate
programs
Advanced management programs
Correspondence schools, home correspondence study
Outside meetings and conferences
P Watanapa
48
?????????????????????
CAUSES OF FAILURE

• ?????????????????????????? (Softened by success)
• ??????????????????????????????????? (See no evil)
• ???????????????????????? (Fearing the boss than
  the competition)
• ???????????????????????? (???????) (Overdosing on
  risk)
• ?????????????????????????????? (Acquisition lust)

P Watanapa
49
?????????????????????

• ??????????????????????????????????????????????????
  ??? (Listening to Wall Street more than
  employees)
• ?????????????? (Strategy du jour)
• ???????????????????????? (Dangerous corporate
  culture)
• ????????????????????????????? (The new-economy
  death spiral)
• ??????????????????????????? (Dysfunctional board)

P Watanapa
50
?????????????????????
Teamworking
Change Management
Synchronization
Knowledge Management
MISSION
P Watanapa
51
?????????????????????
???????????????
Tools for Success A Managers Guide ??? Suzanne
Turner, McGraw-Hill, 2002 Breakthrough Thinking
for Nonprofit Organizations ??? Bernard Ross,
Clare Segal, Jossey-Bass, 2002 The
Strategy-Focused Organization ??? Robert S
Kaplan, David P Norton, Harvard Business School
Press, 2001 Aligning Human Resources and Business
Strategy ??? Linda Holbeche, Butterworth
Heinemann, 2002 ?????????????????????? ???
??.??.??? ?????????? ??????????????????? 2546
P Watanapa