Ch 2: Aligning strategy with Training Flashcards
What is the strategic planning process?
A process used to determine how best to pursue the organization’s mission while meeting the demands of the environment
Involves setting plans for the future and thus guides future operations
What are the areas of strategic development?
Organizational Mission- why the org exists(or its main purpose/goal): outlines what the strategy is designed to achieve
-this describes products/services offered, to whom, and what it wishes to accomplish
Strategic choices: which competitive strategy you are going with - market leader vs cost leader
External Environment- - competition, economy, societal norms, technology, laws and regulations politics etc.
- Environmental uncertainty- determined by complexity(# of factors in envi and degree of their interrelatedness) and stability(rate of change)
Technology: How things are done/methods. Core tech- main activities associated with producing org principal goods & services
Routine tech (on a spectrum)- applied to tasks whose outcomes are highly predictable, demonstrate few problems, well-defined solutions
Structural choices: division of labour, hierarchy- how we will organize ourselves to get things done
Org design- Nuber and formality of rules, policies and procedures to direct employee behaviour
Mechanistics design: Highly defined tasks, rigid. vertical communication, high reliance on authority
Organic design: Flexibility in its rules, loosely defined tasks, high reliance on expertise(more autonomy ig) etc.
Decision Autonomy
Division of labour
How to Align external strategy with internal strategy(how we will internally fulfil our aims- system changes, personnel changes, design comp of org. would be affected)
Done through use of technology: a revision of how we do things internally to match what we aim to achieve externally
What is the relationship between the envi, mission, tech, structure and external and internal strategy?
So external strategy feeds from the environment and mission.
The internal strategy produces the tech (how we do things/what we do) and the structure (org. of how we will get things done)
The technology is the aligning factor- based on external strategy, we derive methods for internal strategy
Internal strategy should support external strategy)
What is OD?
Best defined as the process of enhancing organizational effectiveness. It is concerned with bringing about changes to continually improve performance.
Implementing a strategy will involve some amount of change (OD). What are three core issues companies must resolve in developing and implementing strategy?
Technical design: this issue surrounds how the product/service will be determined, created and delivered
Cultural/Ideological issues arise based on shared values and beliefs that employees need to hold for effective strategy implementation.
Political Issues: shift of power and resources- ensure those with less power and resources can survive and voice their concerns
Generic Planned change model
- Establish a compelling need for change.
- Develop, in collaboration with the concerned parties, the goals to be achieved.
- Determine what is causing the need for change.
- Identify and evaluate alternative approaches for addressing the need for change.
- Select an approach for addressing the need for change.
- Implement the approach.
- Evaluate the results.
- Feedback the results to the organization.
a. If results are favorable, go to step 9.
b. If results are unfavorable, go back to step 4.
- Internalize the change. The changes made become routine and the normal way the
organization conducts its business
What are the levels of change
Org level itself
Group level and interrelationships
Individuals within groups
Resistance to change
We know what that is
- Force field analysis
What are the differences between OD and Trainers
OD Trainer
Role Strategic Tactical
Client Top Mgmt Mid to Low
Resp. to
prob with
org. politics.. Challenge/ Work
Confront around/
with system
Org. Perception Overly Gets
Analytical things
done
Relationship between OD and training
OD brings change to enhance performance; training prepared HR to support those changes
Why do training professionals need OD competencies?
OD Planning procedures help clarify what is needed in a given organizational situation
Why do OD professionals need training Competencies/ associate with some who does
A collaborative relationship between those who are trainers can help OD make use of internal training resources in change efforts
Can help diffuse conflicts and align the change with internal tactics
If OD understands how training works and bears that in mind, they could probably bring about a change that is more practical and enforceable
HRD and other functions
Recruitment and selection
Performance Appraisal and compensation
How to develop a HRD Strategy
Analyse Organization(org analysis in ch4, by extension the other analyses) and HR Unit
Based it on competitive strategy
How to integrate OD and Training Activities
Develop pilot collaborations focusing on a particular business problem- this allows them to learn from each other
Have the also work together to identify barriers to collaboration and how they can remove those barriers
Strategic training alternative:
Key strategic decision- whether to outsource, keep in-house or a mixture
explain these strategic choices
Internal: Most effective in stable environment- best for cost-leader companies. Adv- control over training content and delivery; tailored to company needs. Does require large centralized training staff
Outsourcing- having outsiders for all or most training activities/ HRD would only select and manage suppliers. Better fo larger companies with training needs that vary over short periods of time. Better for large market leader firms
Mixture: Most use a combination- have ongoing internal training, contract external providers for “new” training(training required after a change).
Allows for adaptability
Reduces size of training staff somewhat- as you outsource
May be appropriate for organization with training needs extremely diverse from one sector of the org. MASCO Corp- home improvement and building products company.
-Would be expensive to utsource for all its training activities for all divisions; but when a time came for culture change- it would be more cost-effective to outsource
Reasons for which owners do not plan strategically
Not enough time- too busy with day to day operations
Unfamiliarity- lack of awareness of strategic planning/ failing to see its value
Lack of skills don’t have or take time to learn)
Lack of trust (don’t want to share info with outsiders)
