netrashetty
Netra Shetty
Hastings Entertainment is a regional retail chain that sells books, music, movies, and video games. It also rents movies and video games and buys used books, music, movies and video games for resale.
The current CEO and President of Hastings Entertainment is John Marmaduke, son of founder Sam Marmaduke.
) Strategic
In contributing to corporate strategy of which are capable of being translated across culture, the changes within the hotel business in the last twenty years or so drive the significant changes internally including better performing through restructuring and continuous system integration. These have profound impact on financial, managerial, planning, decision-making, organizational structure and industrial relations. Overall, the success of the restructuring in hotel industry is dependent on strong positive attitudes and commitment of the staff as underpinning of a culture of continuous improvement. To wit, efficiency and productivity are only supplied by the people of highest possible skills, flexibility effectiveness and willingness.
HRM that hones performance, commitment and quality transforms all of these into corporate strategy and integrate them into the existing culture. These are done in several ways. For example, within the hotel industry HR managers are very particular with identifying key value drivers that will contribute to corporate performance. From a personal standpoint, these are the initiative onwards leveraging and benefiting from intellectual capital; finding, developing and retaining skilled and talented workforce, creating the win-win situation for both people and company through B2E systems and ensuring real work-life-balance for the people in a top-down and bottom-up, organization-wide approach.
2) Fusion
In creating new management discipline and function, there had been a system-wide integration, But prior to the implementation of such, hotels consider the long-term benefit of systems to HR management and the cost of the maintenance of such which may in the future only hurt the performance and productivity of the hotel or hotel chain. Hotels always aimed at sophisticated reporting processes and better data quality.
Faced with rapid change organizations need to develop a more focused and coherent approach to managing people. In just the same way a business requires a marketing or information technology strategy it also requires a human resource or people strategy.
In developing such a strategy two critical questions must be addressed.
What kinds of people do you need to manage and run your business to meet your strategic business objectives?
What people programs and initiatives must be designed and implemented to attract, develop and retain staff to compete effectively?
In order to answer these questions four key dimensions of an organization must be addressed. These are:
Culture: the beliefs, values, norms and management style of the organization
Organization: the structure, job roles and reporting lines of the organization
People: the skill levels, staff potential and management capability
Human resources systems: the people focused mechanisms which deliver the strategy - employee selection, communications, training, rewards, career development, etc.
Frequently in managing the people element of their business senior managers will only focus on one or two dimensions and neglect to deal with the others. Typically, companies reorganize their structures to free managers from bureaucracy and drive for more entrepreneurial flair but then fail to adjust their training or reward systems.
When the desired entrepreneurial behavior does not emerge managers frequently look confused at the apparent failure of the changes to deliver results. The fact is that seldom can you focus on only one area. What is required is a strategic perspective aimed at identifying the relationship between all four dimensions.
If you require an organization which really values quality and service you not only have to retrain staff, you must also review the organization, reward, appraisal and communications systems.
The pay and reward system is a classic problem in this area. Frequently organizations have payment systems which are designed around the volume of output produced. If you then seek to develop a company which emphasizes the product's quality you must change the pay systems. Otherwise you have a contradiction between what the chief executive is saying about quality and what your payment system is encouraging staff to do.
There are seven steps to developing a human resource strategy and the active involvement of senior line managers should be sought throughout the approach.
The current CEO and President of Hastings Entertainment is John Marmaduke, son of founder Sam Marmaduke.
) Strategic
In contributing to corporate strategy of which are capable of being translated across culture, the changes within the hotel business in the last twenty years or so drive the significant changes internally including better performing through restructuring and continuous system integration. These have profound impact on financial, managerial, planning, decision-making, organizational structure and industrial relations. Overall, the success of the restructuring in hotel industry is dependent on strong positive attitudes and commitment of the staff as underpinning of a culture of continuous improvement. To wit, efficiency and productivity are only supplied by the people of highest possible skills, flexibility effectiveness and willingness.
HRM that hones performance, commitment and quality transforms all of these into corporate strategy and integrate them into the existing culture. These are done in several ways. For example, within the hotel industry HR managers are very particular with identifying key value drivers that will contribute to corporate performance. From a personal standpoint, these are the initiative onwards leveraging and benefiting from intellectual capital; finding, developing and retaining skilled and talented workforce, creating the win-win situation for both people and company through B2E systems and ensuring real work-life-balance for the people in a top-down and bottom-up, organization-wide approach.
2) Fusion
In creating new management discipline and function, there had been a system-wide integration, But prior to the implementation of such, hotels consider the long-term benefit of systems to HR management and the cost of the maintenance of such which may in the future only hurt the performance and productivity of the hotel or hotel chain. Hotels always aimed at sophisticated reporting processes and better data quality.
Faced with rapid change organizations need to develop a more focused and coherent approach to managing people. In just the same way a business requires a marketing or information technology strategy it also requires a human resource or people strategy.
In developing such a strategy two critical questions must be addressed.
What kinds of people do you need to manage and run your business to meet your strategic business objectives?
What people programs and initiatives must be designed and implemented to attract, develop and retain staff to compete effectively?
In order to answer these questions four key dimensions of an organization must be addressed. These are:
Culture: the beliefs, values, norms and management style of the organization
Organization: the structure, job roles and reporting lines of the organization
People: the skill levels, staff potential and management capability
Human resources systems: the people focused mechanisms which deliver the strategy - employee selection, communications, training, rewards, career development, etc.
Frequently in managing the people element of their business senior managers will only focus on one or two dimensions and neglect to deal with the others. Typically, companies reorganize their structures to free managers from bureaucracy and drive for more entrepreneurial flair but then fail to adjust their training or reward systems.
When the desired entrepreneurial behavior does not emerge managers frequently look confused at the apparent failure of the changes to deliver results. The fact is that seldom can you focus on only one area. What is required is a strategic perspective aimed at identifying the relationship between all four dimensions.
If you require an organization which really values quality and service you not only have to retrain staff, you must also review the organization, reward, appraisal and communications systems.
The pay and reward system is a classic problem in this area. Frequently organizations have payment systems which are designed around the volume of output produced. If you then seek to develop a company which emphasizes the product's quality you must change the pay systems. Otherwise you have a contradiction between what the chief executive is saying about quality and what your payment system is encouraging staff to do.
There are seven steps to developing a human resource strategy and the active involvement of senior line managers should be sought throughout the approach.