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Gambaran Umum Perkuliahan
HR - MIS
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ru ur er u a an Mata Kuliah : Human ResourceManagement Information System (HR-MIS)
Bobot : 3 SKS
Frekuensi : (14 sesi kuliah tatap muka X 1 pekan sekali) + UTS + UAS
Penilaian :
Tugas/Kuis 30 UTS 30 UAS 30 Kehadiran 10
Buku Teks :1. Haag. S., Cummings, M.(2008). Management Information Systems for the
Information Age.7. McGraw-Hill International. New York.2.Turban, E,;Leidner, D.; Mc Lean, E.; & Wetherbe, J. (2007). InformationTechnology for Management: Transforming Organizations in the Digital
Economy.7. John Wiley & Sons. New York.
3. Laudon, K. C.; Laudon, J. P.(2007). Management Information Systems:
Managing the Digital Firm.10. Pearson Prentice Hall. New Jersey.
4. McLeod, R. Jr.;Schell, G. P. (2007). Management Information Systems.10.
Pearson Prentice Hall. New Jersey.5. Baltzan, P.; Phillips, A. (2009). Business Driven Information Systems.2.McGraw-Hill International. New York.
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ru ur er u a an an u an Buku Teks :
6.Rainer Jr., R. K.; Turban, E. (2009). Introduction to
Information Systems: Enabling and Transforming
Business.2. John Wiley & Sons. New York.7.Martin, E. W. (2005). Managing InformationTechnology.5. Pearson Prentice Hall. New Jersey.
8.Turban, E.; Aronson, J. E.; Liang, T. P. (2005).
Decision Support Systems and Intelligent Systems.
7. Pearson Prentice Hall. New Jersey.
9.Meade, James G. (2003). The Human Resources
Software Hanbook: Evaluating Technology Solutions
for Your Organization. Pfeiffer. A Willey Imprint. SF.10.Noe, R. A.; Hollenbeck, J. R.; Gerhart, B.; Wright, P.M. (2008). Human Resource Management: Gaining
a Competitive Advantage.6. McGraw-HillInternational. New York.
11.Dessler, G. (2008). Human Resource Management.
11. Pearson Prentice Hall. New Jersey.
* Hand-outs. *Proquest * Internet.
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Topik BahasanSesi Topik Bahasan1. -Pemahaman MSDM, Aktivitas, tanggung
jawab , peran, dan fungsi HRD, kompetensi,
tantangan, perencanaan strategis, dan
formulasi strategi untuk meraih
Competitive Advantage.
-Contoh, Diskusi, Tugas 1.
-Penjelasan tugas presentasi kelompok
(dijelaskan berulang pada setiap kesempatan
perkuliahan tatap muka)
2. -Konsep Sistem, Informasi, knowledge, SI,Teknologi Informasi, Organisasi,
Manajemen,SIM,Permodelan SIM,dan Sistem
Pengolahan Transaksi pada divisi HRD
-Contoh, Diskusi, Tugas 2.
3.-Investasi TI, Metode Perolehan Software,
SDLC, RAD,Prototyping,
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Topik Bahasan (lanjutan)
Sesi Topik Bahasan5. -Business Intelligence, Artificial Intelligence, Office
Automation, Decision Support Systems (DSS),
Executive Information Systems (EIS), Expert
Systems, dan Enterprice Resource Planning (ERP).
-Contoh, Diskusi, Review 2.
6.-Database Management Systems (DBMS)
-Knowledge Management (KM)
-Contoh, Diskusi, Tugas 4.
7. -Sistem Informasi SDM-Competitive Advantage (Keunggulan Daya Saing)
-Contoh, Diskusi, KUIS 1.8. U T S
9. -Peran SDM dalam pelaksanaan E-Business,E-Commerce,E-Government, danE-CRMElectronic-Customer Relationship Management).
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Topik Bahasan (lanjutan)
Sesi Topik Bahasan10. -Peran SDM dalam pelaksanaan proses bisnis
E-SCM ( Supply Chain Management / Manajemen
Rantai Pasokan).
- Contoh, Diskusi.
11. -Pengenalan beberapa penyedia utama HR-Software:
SAP, Oracle, Peoplesoft, J.D. Edwards, Lawson
Software, SAS, BAAN, dsb.
-Konsultansi.
-Contoh, Diskusi, Tugas 6.
12.-Pengenalan beberapa produkHR-Software: !Track-It
HR, People Track, Employease, iVantage,
Genesys Enterprise Series, dsb.
- Contoh, Diskusi, Review 3.
13. -Implikasi Etika dalam Teknologi Informasi dan
Pengamanan Sistem Informasi.-Contoh, Diskusi, kuis 2.
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Topik Bahasan (lanjutan)
Sesi Topik Bahasan
15.-Presentasi Tugas Akhir Kelompok (Bagian 2)-Review 4.
16. U A S
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Kesepakatan Aturan
Perkuliahan Jam Kuliah
Kuliah Sabtu : 10.45 13.15
Kuliah Minggu : 14.00 - 16.30 Toleransi keterlambatan bagi dosen dan
mahasiswa: maksimum 15 menit. Tata tertib mhs dalam ruang kuliah:
- Mengikuti perkuliahan dengan tertib- Tidak mengaktifkan Laptop
- Bertanya dan berdiskusi
- Mengejakan tugas dan presentasisesuai instruksi.
Maksimum ketidakhadiran dalam 1semester: 4kaliperkuliahan dengannilai minimal kehadiran hanya 65.
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Human Resource ManagementGaining a Competitive AdvantageHuman Resource Management:
Gaining a Competitive Advantage
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Learning ObjectivesAfter reading this chapter, you should be able to:
Discuss the roles and activities of a companys human resourcemanagement function
Discuss the implications of the economy, the makeup of the labor
force, and ethics for company sustainability Discuss how human resource management affects a companys
balanced scorecard
Discuss what companies should do to compete in the globalmarketplace
Identify the characteristics of the workforce and how they influence
human resource management Discuss human resource management practices that support high-
performance work systems
Provide a brief description of human resource managementpractices
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IntroductionCompetitivenessa companys
ability to maintain and gain market
share
Human resource management
the policies, practices, and systems
that influence employees behavior,
attitudes, and performance
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Responsibilities of HRDepartments CompanyPerformance
(P, O)Employment Analysis, Design, and
Planning
(St)Recruiting & Selecting
(St)Training and development
(St)Compensation
(St)Benefits
(St)Employee services
(St)Employee and community relations
(St, Ld,Ctr)Personnel records / Performance
Management
(St)Health and safety
(P)Strategic planning
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More Explanations: (1.Phys) Compensation: wage, salary, incentive
pay, executive compensation, rewards.
(2.Safe&Secr)Benefits: insurance, vacation leave,
retirement plans, profit sharing.
(2.Safe&Secr)Employee services: Employee
assistance programs / counseling, relocation
services, outplacement services.
(3.Love&Belonging)Employee & community
relations: attitude surveys, labor relations,
publications, labor law compliance, discipline.
(4.Esteem&Recog)Personnel records: HR-Information systems & Records.
(2.Safe&Secr)Health and safety: safety
inspection,drug testing,etc
(5.Self Act)Strategic planning: forecasting, long-
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What Roles Do
HR Departments Perform?
Administrative
Services and Transactions:
Business
Partner Services
Strategic Partner:HumanResources
*Hiring
*Staffing
*Compensation, etc
*Contributing to businessstrategy (Developing HR
Practices)
*Emphasizing HR
Knowledge
*Helping implementbusiness plan
*Designing effective
system to ensure
competencies
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What Competencies Do HRProfessionals Need?
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How is the HRM FunctionChanging? Time spent on administrative tasks is decreasing
and its roles as a strategic business partner,change agent, and employee advocate areincreasing
This shift presents two important challenges: Self-servicegiving employees online access to
information about HR issues
Outsourcingthe practice of having anothercompany provide services
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How is the HRM FunctionChanging?As part of its strategic role, one of the key
contributions that HR can make is toengage in evidence-based HR.
Evidence-based HRdemonstratingthat human resource practices have apositive influence on the companysbottom line or key stakeholders.
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The HRM Profession HR salaries vary depending on education
and experience as well as the type ofindustry
The primary professional organization forHRM is the Society for Human ResourceManagement (SHRM)
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Competitive ChallengesInfluencing HRM Three competitive challengesthat
companies now face will increase the
importance of HRM practices:
The Global Challenges:
economic and societal/social
The Challenge of
Sustainability
The Technology
Challenge
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The Sustainability Challenge Sustainabilityrefers to the ability of a
company to survive and succeed in adynamic competitive environment
Stakeholdersrefers to shareholders, the
community, customers, and all otherparties that have an interest in seeing thatthe company succeeds
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The Sustainability ChallengeSustainability includes the ability to:
provide a return to shareholders
provide high-quality products, services,and work experiences for employees
increase value placed on intangibleassets and human capital
social responsibility
Adapting to changing characteristicsand expectations of the labor force
Legal and ethical issues
Effectively use new work arrangements
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The Sustainability Challenge The changing structure of the economy
Skill demands for jobs are changing
Knowledge is becoming more valuable Intangible assets-- human capital, customer
capital, social capital, and intellectual capital
Knowledge workersemployees whocontribute to the company through aspecialized body of knowledge
Empowermentgiving employeesresponsibility and authority to make decisionsregarding all aspects of product developmentor customer service
Learning organization
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Examples of IntangibleAssets Human Capital: Tacit knowledge,
Education, Work-related knowhow &
competence.
Customer Capital: Customer relationships,
Brands, Customer loyalty, Distributionchannels.
Social Capital: Corporate culture,
Management practices, Informal
networking systems, Coaching/mentoring
relationship.
Intellectual Capital: Patents, Copyrights,
Trade secrets, Intellectual property.
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The Sustainability ChallengeChanges in Employment Expectations:
Psychological contract : what the
company will provide in return.
Alternative work arrangements:
Independent contractors, on-call workers,temporary workers, part-time workers.
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The Balanced Scorecard The balanced scorecardgives managers the
opportunity to look at the company from the
perspective of internal and external customers,
employees and shareholders.
The balanced scorecardshould be used to:
Link human resource management activities to the
companys business strategy.
Evaluate the extent to which the human resource
function is helping the company meet its strategic
objectives.
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The Balanced Scorecard How do customers see us?
What must we excel at?
Can we continue to improve and create value?
How do we look to shareholders?
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Scorecards Process1. Define the business strategies.
2. Outline the companys value chain activities.
3. Outline a strategy map.
4. Identify the strategically required organizational
outcomes.
5. Identify the required workforce behaviors.
6. Identify the strategically relevant HR System
policies and activities, such as training and
grievance systems.
7. Create HR Scorecard.
8. Design the HR Scorecard measurement system.
9. Summarize the Scorecard measures in digital
dashboard.
10. Periodically re-evaluate the measurement system.
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The HR Scorecard
29
PERSPECTIVE QUESTIONS ANSWERED EXAMPLES OF CRITICAL EXAMPLES OF CRITICAL
BUSINESS INDICATOR HR INDICATORS
Customer How do customers see us? Time, quality, performance, *Employee satisfaction with
service, cost HR department services*Employee perceptions of
the company as an
employer
Internal What must we excel at? *Processes that influence *Training cost per employeecustomer satisfaction *Turnover rates
*Availability of information *Time to fill open positions
on service and/ormanufacturing processes
Innovation Can we continue to *Improve operating efficiency *Employee/skills
and to improve and create *Launch new products competency levels
learning value? *Continuous improvement *Engagement survey results*Empowering of workforce *Change management
*Employee satisfaction capability
Financial How do we look to *Profitability *Compensation & benefitsshareholders? *Growth per employee
*Shareholder value *turnover costs
*Profits per employee
*Revenues per employee
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Example of The Value Chain for a hotelMarketing &
Sales
Advertising
Salesclerk
training
Marketresearch
Guest
Reservation
Take calls
by 3rdring
Professional
handling of
questions
*3-min faxedreservation
Inbound Guest
Services
Airport pickup
Front door
welcome &
Unloading
*Quik front-desk
service
In-Room
Services
Clean rooms
24-hour room
Servive
*200-channel TV
Amenities
*5-star food &
Service
Expert personal
Trainer
24-hour pool
Outbound Guest
Services
*In-room TV
Checkout
*Fast front-desk
Checkout
*Airport Vans
Every 10 min*Bellboy service
Human Resource Management
Recruitment, Selection, Training, Appraisal, and compensation.
General Administration
General Management, Accounting, Safety, and Maintenance
Technology
Computer Systems, Phone and Internet Systems, and TV Services
Support
Activities:
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Example of a Strategy Map for X AirlinesShareholder
value
Profit & return
On assets
Attract & keep
customers
Fast planeturnarounds
Committed
Ground & Flightcrews
Grow
revenues
On-time
flights
Fewer planes
Low prices
Customer aims
Internal
operations
EmployeeConsiderations
Financial aims
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Customer Service andQuality Emphasis Total Quality Management (TQM): a
cooperative form between labor and
management to improve quality and
productivity.
Core values of TQM include:
designing methods and processes to meet the
needs of customers
all employees receive training in quality
promotion of cooperation with vendors,
suppliers, and customers
management gives feedback on progress
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Customer Service andQuality Emphasis Malcolm Baldrige National Quality
Award: An award established in 1987topromote quality awareness andachievements: 300-1000-hour exam, Leadership120, KM 90, Strat Plan 85, Workforce focus 85, ProcessManagt 85, Bus result 450, Custmr&Market Focus 85 =total of 1000 points.
ISO 9000:2000 : Certificate of Qualitystandards adopted worldwide.
ISO: International Organization forStandardization.
Six Sigma process: System ofmeasuring, analyzing, improving, and
controlling processes to meet qualitystandards.
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Changing DemographicsDiversity of the Workforce Internal labor forceis the labor force of
current employees
External labor marketincludes personsactively seeking employment
The U.S. workforce is aging rapidly
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Managing a Diverse Workforce To successfully manage a diverse
workforce, managers must develop a new
set of skills, including:
Communicating effectively with employees from
a wide variety of cultural backgrounds
Coaching and developing employees of
different ages, educational backgrounds,
ethnicity, physical ability, and race
Providing performance feedback that is basedon objective outcomes
Creating a work environment that makes it
comfortable for employees of all backgrounds to
be creative and innovative
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Legal and Ethical Issues Five main areas of the legal environment have
influenced HRM over the past 25 years Equal employment opportunity legislation
Employee safety and health
Employee pay and benefits
Employee privacy Job security
Women and minorities still face the glassceiling
Sarbanes-Oxley Act of 2002: a congressional actpassed in response to illegal and unethicalbehavior by managers and executives.
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Legal and Ethical Issues Ethical HR practices:
HRM practices must result in
the greatest good for the largest
number of people Employment practices must
respect basic human rights of
privacy, due process, consent,
and free speech
Managers must treat
employees and customers
equitably and fairly
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The Global Challenge To survive companies must compete in
international markets
Be prepared to deal with the globaleconomy.
Offshoringexporting of jobs fromdeveloped countries to less developedcountries
Onshoringexporting jobs to rural partsof the United States
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The Technology ChallengeThe overall impact of the
Internet
The Internet has created a
new business modele-commercein which
business transactions and
relationships can be
conducted electronically
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The Technology ChallengeAdvances in technology have:
changed how and where we work
resulted in high-performance work
systems increased the use of teams to improve
customer service and product quality
changed skill requirements
increased working partnerships
led to changes in company structureand reporting relationships
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The Technology ChallengeAdvances in technology have:
increased the use and availability ofHuman Resource InformationSystems(HRIS)
increased the use and availability of e-HRM: *aud io/v ideo learning program
*on l ine job app l icat ion ,training ,
com pensation and benef i ts.
increased the competitiveness in highperformance work systems:
* peer interview
*team-based performance pay
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Meeting Competitive ChallengesThrough HRM Practices HRM practices that help companies deal with
the three competitive challenges(sustainability, global, and technology) can begrouped into four dimensions: The human resource environment : linking HRM
practices to the companys business objectives,complying with laws, motivating & satisfying theemployees, maximizing customer service, quality,and productivity.
Acquiring and preparing human resources:Employment analysis, design, and planning,recruiting ,selecting. Educating, and training.
Assessment and development of human resources:
measuring employees performance, preparing for
future work roles, and promoting.
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Meeting Competitive ChallengesThrough HRM Practices Managing internal and external
environmental factors allows employeesto make the greatest possible contributionto company productivity and
competitiveness
Customer needs for new products orservices influence the number and type ofemployees businesses need to besuccessful
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Meeting Competitive ChallengesThrough HRM Practices Managers need to ensure that employees
have the necessary skills to performcurrent and future jobs.
Besides interesting work, pay andbenefits are the most important incentivesthat companies can offer employees inexchange for contributing to productivity,quality, and customer service
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Human Resource ManagementGaining a Competitive AdvantageStrategic Human Resource
Management
McGraw-Hil l / Irwin Copyrig ht 2008 by The McGraw -Hil l Companies, All Righ ts Reserved.
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Learning ObjectivesAfter reading this chapter, you should be able to: Describe the differences between strategy formulation and
strategy implementation.
List the components of the strategic management process.
Discuss the role of the HRM function in strategy formulation.
Describe the linkages between HRM and strategy formulation.
Discuss the more popular typologies of generic strategies andthe various HRM practices associated with each.
Describe the different HR issues and practices associated withvarious directional strategies.
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Introduction Goal of strategic managementTo deploy
and allocate resources in a way that gives
organization a competitive advantage.
HRM function must be integrally involved in the
companys strategic management process.
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What is StrategicManagement? Strategic Managementis a
process, an approach to addressingthe competitive challenges an
organization faces. Strategic human
resource managementisthe pattern of planned human
resource deployments and activitiesintended to enable an organizationto achieve its goals.
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Components of the StrategicManagement Process
Strategy Formulation
Strategy Implementation
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Model of the Strategic ManagementProcessStrategy Formulation Strategy Implementation
HR PracticesRecruiting,Training,Performance management,Labor relations,Employee relations,Job analysisJob design,Selection,Development,Pay structure,Incentives,Benefits
FirmPerformanceProductivity,
Quality,Profitability
HumanResource
ActionsBehaviors,Results
HumanResourceCapabilitySkills,Abilities,Knowledge
Human
ResourceNeedsSkillsBehaviorCulture
Strategic
ChoiceGoalsMission
ExternalAnalysisOpportunitiesThreats
Internal
AnalysisStrengthsWeaknesses
Forecasts of
Labor Demand
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The Role of HRM inStrategy Formulation
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Strategy FormulationExternalanalysis
Opportunities
Threats
Strategic
ChoiceGoals
InternalanalysisStrengthsWeaknesses
Mission
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Strategy Formulation Five components of the strategic management
process: A mission is a statement of the organization's reasons
for being.
Goalsare what the organization hopes to achieve in themedium-to long-term future
External analysis consists of examining theorganization's operating environment to identify strategicopportunities and threats.
Internal analysisattempts to identify the organization'sstrengths and weaknesses.
Strategic choice is the organization's strategy, whichdescribes the ways the organization will attempt to fulfillits mission and achieve its long term goals.
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Strategy Implementation
Productmarketstrategy
Reward
systems
Selection,training, and
development
of people
Types of
Information
Organizational
structure
Task Design
Performance
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HRM Practices Job Analysis- the process ofgetting detailed information about
jobs.
Recruitment- the process
through which the organization
seeks applicants.
Training- a planned effort tofacilitate learning of job-related
knowledge, skills, and behavior.
Job design-making decisionsabout what tasks should be
grouped into a particular job.
Selection- identifying the
applicants with the appropriate
knowledge, skills, and ability.
Development-the acquisition ofknowledge, skills, and behavior
that improves employees' ability
to meet the challenges of future
jobs.
Performance management- helps ensure that employees activitiesand outcomes are congruent with the organizations objectives.
Pay structure, incentives, and benefits.
Labor and employee relations.
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Strategic Types Porter's Generic Strategies
overall cost leadership
Differentiation
Focus
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HRM Needs in Strategic Types Different strategies require different types of
employees.
Role Behaviors:
Cost strategy firms seek efficiency and therefore
carefully define the skills they need in employees
and use worker participation to seek cost-saving
ideas.
Differentiation firms need creative risk takers.
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Directional Strategies
Downsizing
External GrowthStrategy
ConcentrationStrategy
Internal GrowthStrategy: new market,differentiation, InternaExpansion.
Mergers and
Acquisitions
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The Role of HR in Providinga Competitive Advantage Emergent Strategies - Those that evolve
from the grass roots of the organization:
the company facilitates communicationthroughout the organization.
Enhancing Firm Competitiveness :
Continually learning organizations.
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THE END