Objectives

The Subject offers knowledge about the process of strategic management (i.e. strategic 
planning, strategy implementation and strategic control) and performance measurement. Furthermore, it teaches students how to link the knowledge acquired from different functional courses, enabling them to better understand the linkages among different organizational levels and functional fields in the organization. Furthermore, the Subject aims at developing students' capacity to design strategic control systems and apply performance measurement framework in firms' real life, no matter what the business model is.

Prerequisites

Basics of business administration, financial accounting and organization studies are required. Furthermore, a fluent English language ability (understanding, writing, speaking) is recommended.

OUTLINE

Section I - Strategic management of the firm (20 hours about)

• Introduction to strategic management
• Environmental analysis
• Corporate strategies, Business strategies, and Functional strategies
• Competitive advantage Model
• Strategy formulation and Strategy implementation
• Strategy deployment: Strategic Map, and Hoshin Kanri Business model Sustainability and Business model
• Strategic management and entrepreneurial capabilities
• Strategy formulation and emerging markets (Iran)

Section II - Strategic control models (40 hours about)

• Strategic control systems
• Financial control vs multidimensional control approach
  Performance definition
• Organizational performance, managerial performance, social performance
• Strategic control and performance management: the role of stakeholders
• Organizational Performance management frameworks
  Strategic models, Organizational models, and Managerial models
  Balanced Scorecard
• Sustainable Balanced Scorecard
• Performance Tree by Lebas
• Performance Pyramid by Lynch & Cross
• Performance Prysm
• Tableau de Bord
• The role of Analytics
• Triple Bottom Line model
• Sustainability metrics
• Social and environmental reporting
• Intellectual capital models

Section III - Individual performance (about 12 hours)

• Managerial Performance
• Motivation and rewarding mechanisms
• 4Ps model
• Designing individual rewarding systems
• Social Performance

Didactic methods

• Teaching methods include
  • lectures
  • case studies (at list with regard to detecting key successful factors, strategy deployment, some strategic control model
  • managerial performance measurement systems)
  • site visits/seminar in class by Zhermack top managers.

Measuring Return of Investment in Human Resources

Investment Perspective of Human Resources

• HR Investment Considerations
• Investments in Training and Development
• Investments Practices For Improved Retention
• Investments in Job-Secure Workforces
• Ethical Implications of Employment Practices
• Nontraditional Investment Approaches

 Human Resource Environment

•  Technology and Organization Structure
•  Worker Values and Attitudinal Trends
•  Management Trends
•  Demographic Trends
•  Trends in Utilization of HR
•  International Development

 HR Legal Environment

• Equal Employment Opportunity
• Compensation
• Employee Relations
• Labor Relations and Collective Bargaining
• Emerging Issues
• Strategic Impact of Legal Environment

 Strategy Formulation

• Importance of HR to Strategy
• Theoretical Foundations
• International Strategy
• HR Contributions to Strategy
• Strategy Driven Roles Behaviors and Practices
• Strategic HR Activity topology
• Classifying HR Types
• Organizational Learning in International Alliances
• Integration of Strategy and HR Planning
• HR Manger and Strategic Planning

Strategic Role of HR Planning

• Developmental Planning For Strategic Leadership
• Assessment of Strategic Alternatives
• Contribution to Strategic HRM
• Strategic Salary Planning
• Managerial Issues in Planning
• Selecting Forecasting Techniques
• Forecasting Supply of HR
• Forecasting Demand of HR

 Strategy Implementation: Workforce Utilization and Employment Practices

• Efficient Utilization of HR
• Dealing with Employee Shortages
• Selection of Employees
• Dealing with Employee Surplus
• Special Implementation Challenges

Strategy Implementation: Reward and Development Systems

• Strategically Oriented Performance Management Systems
• Strategically Oriented Compensation Systems
• Employee Development

   Reward and Development Systems in Public/Private Sector of Pakistan

 Performance Impact of HR Practices

• Individual High Performance Practices
• Limitations of Individual Practices
• Evolution of Practices
• Systems of High Performance HR Practices
• Universal Practices Vs. Contingency Perspectives

Performance Impact of HR Practices in Pakistan

Human Resource Evaluation

Overview of Evaluation

Approaches to Evaluation

Prevalence of Evaluation

Evaluating Strategic Contributions of Traditional Areas

Certificates

A Certificate of Completion will be issued to those who attend & successfully complete the programme.

Schedule

  08:30 – 10:15 First Session

 10:15 – 10:30 Coffee Break

10:30 – 12:15 Second Session

 12:15 – 12:30 Coffee Break

12:30 – 14:00 Third Session

 14:00 – 15:00 Lunch

Training Methodology:

This interactive training course includes the following training methodologies as a percentage of the total tuition hours:

• 30% Lectures, Concepts, Role Play
• 20% Workshops & Work Presentations, Techniques
• 20% Based on Case Studies & Practical Exercises
• 10% Videos, Software & General Discussions
• 20% Application
• Pre and Post Test

Fees

 The Fee for the seminar, including instruction materials, documentation, lunch, coffee/tea breaks & snack is: