| Flap 1 |
Flap 2 |
| Strategic planning | Procedures for making decisions about the organization's long-term goals and strategies. |
| Human resources planning | The process of anticipating and providing for the movement of people into, within, and out of an organization. |
| Strategic human resources management | The pattern of human resources deployments and activities that enable and organization to achieve it strategic goals. |
| Mission | The basic purpose of the organization as well as it's scope of operations |
| 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. |
| Core values | The strong and enduring beliefs and principles that the company uses as a foundation for its decision. |
| Enviromental scannin | Systematic monitoring of the major external forces influencing the organization. |
| Cultural audits | Audits of the culture and quality of work life in an organization. |
| Core competencies | Intergrated knowledge sets within an organization that distinguish it from its competitors and delvier value to customers. |
| Trend analysis | A quantitive approach to forecasting labor demand based on an organizational index such as sales. |
| Management forecasts | The opinions (jusdgements) of supervisors, department managers, experts, or other knowledgeable about the organization's future employment needs. |
| Staffing tables | Graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future employment requirements. |
| Markov analysis | A method for tracking the pattern of employee movements through various jobs. |
| Skill inventories | Files of personnel educatio, experience, interests, skills, and so on that allow managers to quickly match job openings with employee backgrounds. |
| Replacement charts | Listings of current hob holders and people who are potential replacements in an opening occurs. |
| Succession planning | The process of identifying, developing, and tracking key individuals for executive positions. |
| SWOT analysis | A comparison of strengths, weaknesses, opportunities, and threats for strategy formulation purposes. |
| 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. |
| Benchmarking | The process of comparing the organization's processes and practices with those of other companies |
| Balanced scorecard | A measurement framework that helps managers translate strategic goals into operational objectives. |
| Organizational capability | The capacity of the organization to act and change in pursuit of sustainable competitive advantage. |
| Five forces framework | Suppliers, new entrants, customers, substitutes, rival firms. |
| Organizations can acheive competitive advantage through people if they mee these criteria | The resources must be valuable, rare, difficult to imitate, organizaed. |
| The 7-S model | Structure, system, shared values, style, staff, skills, strategy. |
