![]() ![]() However, since the turn of the 21st century we have seen a distinct move towards making HRM more "strategic". Is it possible to manage your employees "strategically"? What does that mean, and what would it look like? The key principles of Human Resource Management (HRM) have been around since at least the 1950s. Even if you are not in a position yet to directly influence the structure of your organisation, wouldn't it be great to at least know what the structure of your organisation should be, theoretically speaking? This week is focused on just that. And you will learn to apply a powerful 4-step process for developing an effective organisational structure for your organisation. You will learn about the key trade-offs involved in organisational structure decisions, and how to balance these trade-offs in relation to your business strategy. So how do you know which option is best? What are the main types of organisational structure, and what are their advantages and disadvantages? How do you make sure that your organisation structure enables your business strategy, instead of making strategy execution more difficult? These are the key questions that you will engage this week. But when you dig a bit deeper into this topic, you will quickly discover that there are a huge number of structural options to choose from. What would you do first if you wanted to fundamentally change the direction of your organisation? Well, if you are like most leaders, you would definitely consider changing the structure of the organisation. If you learn to master the ability to clearly define a set of key capabilities for any given strategy, and are able to align your organisation to these, you will become a truly effective leader, worthy of the term "strategic". This week you will learn what key capabilities are, why they are so important for strategically focusing your organisation, and how you can identify them. This focus on alignment brings us to the central concept for this week: key capabilities. In this first week, you will take a broader perspective across them as a basis for understanding the importance of aligning them in such a way that they can enable the execution of the business strategy. Each of these elements will be covered in depth in weeks 2-5 of the course. What does this involve exactly? How do you make sure that your organisation can deliver on the business strategy? This week you learn to understand the organisation as consisting of a number of elements: people, structure, culture, and systems. It is about ensuring that your organisation is fully focused on executing its business strategy. Have you ever wondered what it means to be more strategic as a leader? What differentiates a leader from a strategic leader? Of course, this label can mean all sorts of things some people seem to have started using it simply because it sounds good! But when it comes to leading an organisation, being "strategic" does have a specific meaning. Welcome to your first week of the Know your organisation course. ![]()
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