A strategic look at management development

Article Abstract:

Management development activity should be integrated in the strategic planning process in order to improve an organization's performance. Two common models for management development are the hierarchical location model and the high-flyer model, however, neither of the two is able to match individual development needs to an organization's strategic needs. A model that links organizational performance, corporate strategies, and management development is presented. The model incorporates three variables: strategy content, hierarchical location, and level of strategy.

Evaluation, Organizational change, Management training, Management development programs

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Strategic HRM: what it is and what it isn't

Article Abstract:

Human resource management (HRM) is often universally perceived as a strategic activity. However, only specific types of HRM are strategic. Non-strategic industrial relations management is separated from the main goals of a business and is often based on short-term goals. In contrast, strategic HRM focuses on consistent long-term actions and decisions directed at maintaining competitive advantage. Additionally, strategic personnel management involves making personnel decisions that are directed at employees at all levels of an organization.

Decision-making, Decision making, Analysis, Goal setting

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Managing corporate identity in the diversified business

Article Abstract:

Highly diversified companies face more complications in planning human resource management strategies because subsidiary employees are likely to have different and possibly conflicting objectives compared to those employees from parent organizations. It can be difficult to develop corporate identities in diversified firms. Companies can choose to maintain high corporate profiles, or profiles which call for greater subsidiary identification. Examples are discussed to illustrate how corporate identity is managed.

Corporate image

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