netrashetty
Netra Shetty
AK Steel Corporation is an American steel company whose predecessor, Armco, was founded in 1899 in Middletown, Ohio. Today, the company's corporate headquarters is situated in West Chester, Ohio, (a suburb of Cincinnati) after having moved from Middletown, Ohio, in August 2007.[3]
The idea was to bring together the essential functions to work more closely together in achieving the company’s new strategic goals. Thus, states the matrix system can be effective in the complex changing environment and the style is applicable to a high need for information processing. The firm has very much shifted its focus from technology to market-driven and there appears to be a danger of the marketing function dominating authority, thereby leading to operational problems along with the shift towards decentralized units and product differentiation within the need to restructure the essential skills of its engineering workforce. The major increase in the development of HR systems was achieved through a combination of upskilling of existing, and creation of a new entry-level grade of service oriented representatives. The majority of the new business initiatives had been implemented to reasonable success. Through various tactical changes made and the new product strategy, the company’s financial situation had stabilized and things were back to normal in the short term. During the period of the financial crisis, it appeared that there was a complete buy-in to the new strategy once the company had started to stabilise, the realisation that the cultural issues still very much remained, began to dawn. In order to achieve the long term strategic goals of the company, that after initial resistance, people gradually started to understand the concepts of the new strategy and the importance of human resources in gaining competitive advantage.
It is assumed that one of the biggest issues in the firm’s HRM strategy had been addressed eventually Shift from Personnel and HR Planning: In response to the significant changes that had been made to the overall strategy of the firm came the need to expand the HR aspect of the organization in lieu to the personnel aspect. The was a significant shift from personnel values such as industrial relations and employee relations towards a much broader, strategic and critical viewpoint of the company’s human resources with an emphasis on competitive advantage as it appears that the focus had shifted from the ‘soft’ to the ‘hard’ side of HRM. In order to achieve its new strategic goals and to ensure long term stability, the personnel function needed to actively forecast the firm’s future HR needs based widely on manpower planning and skills retention through a series of new processes including appraisals, pay flexibility, assessment and career planning. It managed to address most of the major HR issues associated with the implementation of a new business strategy and also added a new dimension to the personnel function of the organisation. A change in culture entails a change in individual beliefs, values and attitudes and the members of the organization require reasons to be willing to make changes to what is of personal assumptions.
In order to integrate an efficient HR strategy with the business strategy, it is vital to stress the goals of the organisation and also to place an emphasis on the needs and wants of the individual. The other area in which the strategy could be made more efficient is in the re-structuring of the firm. Taking into consideration the environmental factors affecting the company, the matrix structure appears to be ideal as it can be argued that every form of organizational structure has both strong and weak points, a structure that is applicable to the HR context that could be applied. In a growing number of organizations human resources are now viewed as a source of competitive advantage. There is greater recognition that distinctive competencies are obtained through highly developed employee skills, distinctive organizational cultures, management processes and systems. Increasingly it is being recognized that competitive advantage can be obtained with a high quality workforce that enables organizations to compete on the basis of market responsiveness, product and service quality, differentiated products and technological innovation the HR function as a strategic partner in the formulation of the company’s strategies in the implementation of strategies through HR activities such as recruiting, selecting, training and rewarding personnel.
The idea was to bring together the essential functions to work more closely together in achieving the company’s new strategic goals. Thus, states the matrix system can be effective in the complex changing environment and the style is applicable to a high need for information processing. The firm has very much shifted its focus from technology to market-driven and there appears to be a danger of the marketing function dominating authority, thereby leading to operational problems along with the shift towards decentralized units and product differentiation within the need to restructure the essential skills of its engineering workforce. The major increase in the development of HR systems was achieved through a combination of upskilling of existing, and creation of a new entry-level grade of service oriented representatives. The majority of the new business initiatives had been implemented to reasonable success. Through various tactical changes made and the new product strategy, the company’s financial situation had stabilized and things were back to normal in the short term. During the period of the financial crisis, it appeared that there was a complete buy-in to the new strategy once the company had started to stabilise, the realisation that the cultural issues still very much remained, began to dawn. In order to achieve the long term strategic goals of the company, that after initial resistance, people gradually started to understand the concepts of the new strategy and the importance of human resources in gaining competitive advantage.
It is assumed that one of the biggest issues in the firm’s HRM strategy had been addressed eventually Shift from Personnel and HR Planning: In response to the significant changes that had been made to the overall strategy of the firm came the need to expand the HR aspect of the organization in lieu to the personnel aspect. The was a significant shift from personnel values such as industrial relations and employee relations towards a much broader, strategic and critical viewpoint of the company’s human resources with an emphasis on competitive advantage as it appears that the focus had shifted from the ‘soft’ to the ‘hard’ side of HRM. In order to achieve its new strategic goals and to ensure long term stability, the personnel function needed to actively forecast the firm’s future HR needs based widely on manpower planning and skills retention through a series of new processes including appraisals, pay flexibility, assessment and career planning. It managed to address most of the major HR issues associated with the implementation of a new business strategy and also added a new dimension to the personnel function of the organisation. A change in culture entails a change in individual beliefs, values and attitudes and the members of the organization require reasons to be willing to make changes to what is of personal assumptions.
In order to integrate an efficient HR strategy with the business strategy, it is vital to stress the goals of the organisation and also to place an emphasis on the needs and wants of the individual. The other area in which the strategy could be made more efficient is in the re-structuring of the firm. Taking into consideration the environmental factors affecting the company, the matrix structure appears to be ideal as it can be argued that every form of organizational structure has both strong and weak points, a structure that is applicable to the HR context that could be applied. In a growing number of organizations human resources are now viewed as a source of competitive advantage. There is greater recognition that distinctive competencies are obtained through highly developed employee skills, distinctive organizational cultures, management processes and systems. Increasingly it is being recognized that competitive advantage can be obtained with a high quality workforce that enables organizations to compete on the basis of market responsiveness, product and service quality, differentiated products and technological innovation the HR function as a strategic partner in the formulation of the company’s strategies in the implementation of strategies through HR activities such as recruiting, selecting, training and rewarding personnel.
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