TITLE

How to…become 'strategic.'

AUTHOR(S)
Dalziel, Shirley; Strange, Judith
PUB. DATE
March 2007
SOURCE
People Management;3/8/2007, Vol. 13 Issue 5, p44
SOURCE TYPE
Periodical
DOC. TYPE
Article
ABSTRACT
The article offers tips on becoming a strategic planner for human resource (HR) managers. It is recommended that such managers facilitate sessions for the whole HR so they can be clear how everyone works together. It is stated that managers who are faced with various labor-related issues can use the situation to identify and work on the root causes of labor-related problems.
ACCESSION #
24966005

 

Related Articles

  • THE ROLE OF STRATEGIC REFERENCE POINTS IN EXPLAINING THE NATURE AND CONSEQUENCES OF HUMAN RESOURCE STRATEGY. Bamberger, Peter; Fiegenbaum, Avi // Academy of Management Review;Oct96, Vol. 21 Issue 4, p926 

    We examine how managers use strategic reference points (SRPs) or benchmarks to guide their strategic decision making with regard to human resource (HR) issues and how these benchmarks can affect the performance-based consequences of such decisions. After describing the reference points that are...

  • HR Strategy forum. Gill, Marie; Mayo, Andrew // Personnel Today;11/18/2003, p16 

    The balanced scorecard is a management system — not only a measurement system — which enables organizations to clarify their vision and strategy, and translate them into action. HR views the organization from four perspectives, each of which needs objectives, measures, targets, and...

  • Power, Success and Organizational Effectiveness. Potter, John P. // Organizational Dynamics;Winter78, Vol. 6 Issue 3, p26 

    This article presents assumptions on management-personnel relationship in contemporary business organizations in the U.S. First, it is assumed that organizational goals are compatible with individual goals. Several problems get in the way of using this assumption as a basis for understanding the...

  • Goal Characteristics and Personality Factors in a Management-by-Objectives Program. Carroll, Stephen J. Jr.; Tosi, Henry L. // Administrative Science Quarterly;Sep70, Vol. 15 Issue 3, p295 

    This study correlated different characteristics of goals established in a management-by-objectives program to criteria hypothesized to represent success of the program. The correlations were calculated after personality and job factors were held constant. The results indicate that establishing...

  • Global transfer of management practices across nations and MNC subcultures. Lunnan, Randi; Lervik, Jon Erland; Traavik, Laura E. Mercer; Nilsen, Sølvi M.; Amdam, Rolv Petter; Hennestad, Bjørn W. // Academy of Management Executive;May2005, Vol. 19 Issue 2, p77 

    Our case shows how a Norwegian Multinational Firm (Norwegian Multi) introduced a new performance management practice. The initial starting point was a "best practice" developed by a U.S. consultancy based on the benchmarking of large global firms. Norwegian Multi chose to remove from this best...

  • Here's the Answer. Was There a Question? Avoiding the Top 10 Metrics Mistakes. Vaillancourt, Allison // CUPA-HR Journal;Fall/Winter2007, Vol. 58 Issue 2, p2 

    The article examines the top metric mistakes in managing a metrics program that addresses the particular needs of an organization. These errors include confusing data with information, presenting answers before developing questions, measuring activity rather than impact, focusing on human...

  • Behavioral Strategies. Gellerman, Saul // California Management Review;Winter69, Vol. 12 Issue 2, p45 

    The article discusses two strategies--cost-control and value-adding--for managing employee behavior and organizational effectiveness. Behavior that adds cost to a product includes absenteeism and militant unionism. Behavior that adds value includes skill acquisition and employee loyalty....

  • Making management more fun. Rosenzweig, Stan // Westchester County Business Journal;1/2/2006, Vol. 45 Issue 1, p10 

    The article explains ways of enjoying the process of managing people. The author stresses that a manager needs to manage a team. The manager has to realize that the only way to grow and prosper is to get the job done through people. Whenever the team is not performing well, the manager needs to...

  • FROM STRATEGY TO SUSTAINABLE COMPETITIVE ADVANTAGE: RESOURCE MANAGEMENT AS THE MISSING LINK. Finney, R. Zachary; Campbell, Noel; Orwig, Robert // Marketing Management Journal;Spring2004, Vol. 14 Issue 1, p71 

    Scholars hold that firm strategy is a key determinant of SCA (Porter, 1985). But what steps allow managers to connect strategy and SCA? We suggest that strategists operationalize firm strategy through resource management decisions. Correspondingly, we construct a series of theoretical models to...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics