L1 & 2

Question 1

SKA’s

Answer 1

Skills, Knowledge and Abilities.

These are the organizations most critical resources.

Very important to know that these three are human resources and not people persay, we should not hire/staff/keep the “right people” but hire/staff/keep the right human resources (SKA´s)

Question 2

What are the three overall parts in HR?

Which functions are managing funtions and which ones are developing functions?

Answer 2

1. Process: The process in every step of the employee life cycle such as integration of employees, training and development, evaluation and promotion, salary, exit and retirement of the employee.
2. Functions: These are the functions that are formally assigned to people who work together to achieve the organization’s goals.

• Managing functions = HR Planning, Job design and staffing, training and development, performance appraisal, compensation and reward)
• Developing functions = Training and development, performance appraisal, compensation and reward, protection and representation, organization improvement

3. Responsibilities: The person who is doing the processes in every function is sometimes the one responible for having the right resources at the right time, and sometimes another person is carrying that responsibility.

Question 3

5 theories behind HRM & SHRM

Answer 3

1. Behavioral thinking (commitment)
2. Motivation thinking (intrinsic/extrinsic, total reward, AMO)
3. Competence and resource thinking (Resource based theory)
4. Context thinking (contingency theory)
5. Process thinking (Agency Principal theory)

Question 4

3 sets of mechanisms that takes HR to S-HR

Answer 4

1. Alignment: The functions must interact with each other to make sure they strive towards the same vision and strategy, both horizontally and vertically. (internal)
2. Consistency: The eternal triangle, what is done in the strategy must be consistent with whats done in the culture and in the structure. Each function has their own eternal triangle. (internal)
3. External fit: What we do inside the organization must fit the external environment. (external)

Question 5

Explain the eternal triangle

Answer 5

An organization consists of a structure, a culture and a strategy, which is commonly explained with a triangle shape. Inside this triangle there are different functions, such as HR for example. The structure, the culture and the strategy (CSS) must be consistent with each other which means that if you change one the others must change as well. There must be an alignment, both horizontally and vertically between the functions. The overall organizational CSS effects the HR CSS and the other functions CSS. Every function has their own eternal triangle that needs alignment and consistensy with the overall organisations CSS.

CSS = Culture, Strategy and Structure

Question 6

Strategic fit

Answer 6

Grants strategic vision. What’s done inside the organization must fit with what going on outside the organization.

Inside the organisation is:
- Goals and values
- Resources and capabilities
- Structure and systemt

Outside the organisation is:
- Competitors
- Customers
- Suppliers

(SWOT = Strenghts, Weaknessess, Opportunities and Threats)

Question 7

Three core areas of Corporate Strategy

Answer 7

Strategic analysis:
Strategic formulation
Strategic inplementation

Question 8

Describe Content, Context and Processess

Answer 8

The content consists of the main actions of the proposed strategy.

Context is the environment within which the strategy operates and is developed.

The process is how to make actions link together or interact with each other.

Context and content is used for developing strategies, the processess are used for following the strategy, in the processess the most problems appear.

Question 9

Difference between prescriptive approach and emergent approach

Answer 9

Prescriptive = Framework, already descided in advance.

Emergent = Developed over time.

Question 10

PESTEL

Answer 10

PESTEL = Political (government policys, political instability etc), Economical, Social (trends, age distribution, lifestyle/health), Technological, Environmental/Ecological, Legal

(External elements that affect an organization)

Question 11

5 + 1 P’s, Multi-perspectives on strategy

Answer 11

We must look at strategy from multiple perspectives:

5 P’s (Mintzberg)

PLAN - Two characteristics: made up purposly and in advance. Criticed in regard to actual implementation, reality will end up differently.

PLOY - Specific tactics. Criticiced for risk of losing sight of the own strategy when focusing on competitors.

PATTERN - Strategy as pattern is accouring from everyday actions that we continue to enhance since it worked in the past.

POSITION - Ones nisch. How to be differentiated from competitors.
Example through being the cheapest, having the most features, having world-beating customer service etc.

PERSPECTIVE - Having the same perspective internally for everyone in the organization. The organizations culture and personality.

+1 PRACTISES -