Download Now Emerging technologies such as the Internet and biotechnology have the potential to create new industries and transform existing ones. Incumbent firms, despite their superior resources, often lose out to smaller rivals in developing emerging technologies. Why do these incumbents have so much difficulty with disruptive technologies? How can they anticipate and overcome their handicaps?

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Airtel; Vodafone; Reliance Replaced monopoly or dominant market share with larger C i. In Monopoly customer was at the mercy of seller. In todays Competitive environmentsellers run behind the With changes in Indian Business Environment, there are customers, making customer an integral part "of the business.

Companies are trying to reduce their overheads so that they can, i sell better; ii increase their marginal profits iii maintain minimum surplus to run the business.

Flatter Organization Runs on the principles of now become , where one employee works at place of two and desired to give output of five. Why we have flatter organization? Labour Only Area to cut the cost 2. Limited reduction in, 1. Production 2. Marketing 3.

Quality 4. Technology Customers, gets 3. Operationally its easier to deploy,control,get output from smaller and flexible workforce. Appropriateness of Organization Structure in context of change demands. Outer Context Outer context is the pressure and demands that external environment put on a company. Inner context is the state of readiness and the ability of an organization to cope with the pressures and demands that external environment would make on it.

Levels of H. Today H. Level 1-Thebottom most level activity. Includes documentation, data gathering, record keeping and MIS. Level 2-revolves around monitoring and execution in which the focus is on collecting information, reminding people ,getting forms filled and statutory obligations fulfilled.

Here H. Here ,managers realize that there can be no business without talented people at all levels and particularly at the top. They believe in philosophy that people make business and therefore people-driven talent management "is essential. Todays H. Role of H. Today Today H. Managers today are growing to be CEO of the Organizations. Retention of Key People By managing change Improving work culture Handling surplus employees and making redundancy cost-effective.

This is how O. Organization is made up of 3 essential components: 1. Technology 2. People 1. Technology a To compete with the competitors b To give quality products c To satisfy needs of the customers O. Structure a Division of work b Defines the levels c Authority positions 3.

People a They control all other resources b Use their potential to complete the job c Ultimately determines the effectiveness of the strategy development, its implementation and subsequent competitive success.

R For the organization to achieve its competitive success ,it is H. With this H. By giving O. Take a lead role in shaping organization design. Support organization in major change and organization design. One of the basic objectives of any organization is growth. Growth and prosperity are closely associated with the Strategic planning of the organization. Strategic H. Environmental changes and increasing competition among organizations contribute to fostering an integrated approach towards the human resource management strategy and corporate strategy.

This approach links H. Function with the long term corporate strategy. An organizations choice of strategy determines its approach to competitive advantage and provides the basis for action in the various functional areas, including H. The achievement of the goals and objectives of the organization depends on the people "in the organization, how they are made available, developed, motivated and retained in the organization, all is done by H.

The essence of H. Strategic function of H. Like senior H. Requires business knowledge, financial skills as well as consulting skills. Strategy is the way organization plans to utilize its human resources. Any Business Strategy has effect on H. This makes H. In essence ,an organizations competitive advantage is more likely obtained when its H. The benefit of H. Strategic Competence: understand what competencies needed, available and plan to close the gap.

Leadership: build leadership pipeline.


Strategic Alignment Maturity Model

Originally written as a graduate or advanced undergraduate level textbook, if you update several of the excellent but turn of the century examples, even now the book provides good baseline reading to the subject of IT management. The chapter on IT processes, even though it was written before the new versions of Cobit and ITIL, provides a good overview on the variety of ways IT activities may be grouped into processes from 9 processes to over 70 processes and I would definitely recommend reading it before plunging into any IT management framework. I would also recommend reading chapter 13 Measuring, Reporting and Controlling which includes some very practical and very sound advice on Service Level Agreements SLAs. Chapter 9 Human Resource Considerations is well researched and covers interesting ground, even though I feel the ethics of IT deserves a chapter to itself and chapter 10 Management of Change was a careful, well developed chapter. On the other hand the chapter on Organizing IT was disappointing, as was the chapter on IT Governance; IT Business Communications was cursory, while I found the last chapter Assessing the Value of IT unfortunately exclusively focused on financial value and incomprehensible due to my admittedly very weak knowledge on financial management.


Managing the Information Technology Resource: Leadership in the Information Age


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