Vocabulary / key term - By Ian McGonigal
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| Strategic planning | Procedures for making decisions about the organization's long-term goals and strategies.
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| Human resources planning | The process of anticipating and providing for the movement of people into, within, and out of an organization.
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| Strategic human resources management | The pattern of human resources deployments and activities that enable and organization to achieve it strategic goals.
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| Mission | The basic purpose of the organization as well as it's scope of operations
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| Strategic vision | A statement about where the company is going and what it can begome in the future; clarifies the longterm direction of the company and its strategic intent.
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| Core values | The strong and enduring beliefs and principles that the company uses as a foundation for its decision.
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| Enviromental scannin | Systematic monitoring of the major external forces influencing the organization.
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| Cultural audits | Audits of the culture and quality of work life in an organization.
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| Core competencies | Intergrated knowledge sets within an organization that distinguish it from its competitors and delvier value to customers.
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| Trend analysis | A quantitive approach to forecasting labor demand based on an organizational index such as sales.
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| Management forecasts | The opinions (jusdgements) of supervisors, department managers, experts, or other knowledgeable about the organization's future employment needs.
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| Staffing tables | Graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future employment requirements.
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| Markov analysis | A method for tracking the pattern of employee movements through various jobs.
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| Skill inventories | Files of personnel educatio, experience, interests, skills, and so on that allow managers to quickly match job openings with employee backgrounds.
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| Replacement charts | Listings of current hob holders and people who are potential replacements in an opening occurs.
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| Succession planning | The process of identifying, developing, and tracking key individuals for executive positions.
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| SWOT analysis | A comparison of strengths, weaknesses, opportunities, and threats for strategy formulation purposes.
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| Value creation | What the firm adds to product or service by virtue of making it; the amount of benifits provided by the product or service once the costs of making it are subtracted.
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| Benchmarking | The process of comparing the organization's processes and practices with those of other companies
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| Balanced scorecard | A measurement framework that helps managers translate strategic goals into operational objectives.
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| Organizational capability | The capacity of the organization to act and change in pursuit of sustainable competitive advantage.
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| Five forces framework | Suppliers, new entrants, customers, substitutes, rival firms.
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| Organizations can acheive competitive advantage through people if they mee these criteria | The resources must be valuable, rare, difficult to imitate, organizaed.
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| The 7-S model | Structure, system, shared values, style, staff, skills, strategy.
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