Writing this Book on Strategic Human Resource planning and management in the 21st century has been a wonderful and exciting journey. It all started during the process of searching for a new book for my MBA students on SHRM at Kampala International university[Kampala-Uganda]. I was hoping to find a new SHRM book paying more attention to the institutional context and people management issues, preferably with industry illustrations from practice. The target audience of this book is the upper Level students and professionals with some prior knowledge of HRM through, for example, a basic human resource[HR]course on the functional areas of HRM e.g[ selection, training, appraisal and pay] or through work experience. SHRM is about alignment between HR practices and the alignment of HR practices with the internal and external organisational context. The internal organisational context is for example, determined by history of the organisation, the organisation in place.The external organisational context consists of market mechanism [ e.g. globalisation and increased compensation] and institutional mechanisms e.g. Labour Legislation and the role of external stakeholders such as trade unions]
Embarking on a corporate transformation requires an effective leadership to build the underlying structure, drive implementation, measure and manage the ongoing process of achieving goals. But first, the process of strategic planning needs to be in place to chart the direction, strategies and actions. Many small or not-for-profit companies belief only large businesses can afford the time and personnel to develop a sound plan. However, anyone who wants to grow and compete in the marketplace needs to know some of the game plans - and strategic management is a major part of any successful business. Applied Strategic Management presents the direct application of strategy frameworks and tools to define market objective and focus that would transform an ailing country club into a club of choice. The work aims to embed a strategic management practice into the club's operation as its leadership looks for ways to improve its performance. It is a useful reference for anyone who sees the value of a systematic and strategic approach to grow an organization of any size.
Book DescriptionStrategic Management of Technological Innovation follows a step-by-step process to explore how to guide a company from its strategic dynamics through formulation to implementation. Numerous high-profile examples reveal ways in which state-of-the-art strategies have been successfully applied to real companies and products from Sony to Segway.
This book focuses on strategic planning and management. The book comprises three parts. The first part looks at the theoretical underpinnings of strategic planning and management. The second part looks at application of strategic planning and management in Zambia. This part gives practical examples of institutions that have applied strategic planning and their experiences in terms of performance and achieving objectives. The third part looks at challenges of applying strategic planning and management in the 21st century. It is a useful book to both students and practitioners in the field of Management.
Human capital, skills and knowledge of individuals is considered essential elements for an effective organizational performance. Researchers indicate that Human Resource Management (HRM) is the most important determinant of organizational success (Schuler, 1992). The growing importance of human resources for organizational success has led to an increasing interest in making personnel management a more integral, strategy-driven activity in organizations. Thus, the most successful companies focus on strategic implementation of human resources practices linked with overall organizational strategy, goals and objectives. This study examines whether SHRM is applied in Azerbaijan. To investigate this study qualitative method of data collection was used to generate the data required to achieve the objectives of the study. Interviews were conducted with Heads of resourcing, Training & Development, Employee Relations at two oil companies. The findings show that SHRM is applied at these companies. Foreign-based company, BP AGT is more experienced in SHRM. However, SOCAR considers the importance of SHRM and differentiates it from administrative HRM or Personnel Management.
This Handbook consists of 25 chapters which critically review mainstream Hospitality Strategic Management research topics and set directions for future research efforts. Internationally recognized leading researchers provide thorough reviews and discussions, reviewing strategic management research by topic, as well as illustrating how theories and concepts can be applied in the hospitality industry. The depth and coverage of each topic is unprecedented. A must-read for hospitality researchers and educators, students and industry practitionersThe Handbooks of Hospitality Management Series is led by Editor-in-Chief, Professor Abraham Pizam.- Provides in-depth state of the art essays on the key area of Strategic Management in the hospitality industry- Written by internationally renowned and respected contributors offering a global perspective- A vital reference tool for all those studying and working in the hospitality industry
Strategic Management of Research & Development Projects
The Strategic Management of Large Engineering Projects – Shaping Institutions, Risks & Governance
Management Accounting and Strategic Human Resource Management,