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Each question start with separate sheet. Do not write next question answer after or back side of previous question answer sheet. Insert the page numbers On all pages of answer sheet in continuous order. Do not restart page number when change of subject.

Assignment Page Order: i. Second Page : Acknowledgement of Student copy iii. Third Page : Index Page. Fill all the blanks e. Do not copy answer sheet of other students if noticed, the assignment of such students will be rejected.

The student can download the format of Response sheet from the website by clicking on following link. The student can download the format of Acknowledgement Paper for assignment from the website by clicking on following link. The student can download the format of Index Paper for assignment from the website by clicking on following link.

Open navigation menu. Close suggestions Search Search. User Settings. Skip carousel. Carousel Previous. Carousel Next. What is Scribd? Explore Ebooks. Bestsellers Editors' Picks All Ebooks. Explore Audiobooks. Bestsellers Editors' Picks All audiobooks.

Explore Magazines. Editors' Picks All magazines. Control System Bonus is not common; however, in few cases it is individually-based. Power Structure Although it has strong leadership, Libonatti is still suffering from centralization. The top management is fear of change and almost risk-averse which are deemed key weaknesses and maybe threaten the strategy.

Board should adopt strong corporate governance to protect the business. Organizational Structure Leadership is significant for strategy Porter, Almontaser, T. The Top eight Questions about Taxation in Libya.

Tripoli: Almontaser. Doing Business in Libya. Berlin: Amereller 3. Anil- Kumar, S. Production and operations management. New Delhi: New Age International. Barker R.

Bressler, M. How small businesses master the art of competition through superior competitive advantage. Charles Handy, , Understanding Organizations, 4th ed. London, Penguin UK, 7. The World Factbook. Faucon, B. Fleisher, C. Business and competitive analysis. Gaddum, R. Business resilience — the next step forwards for business continuity. Greiner Larry E. Handy C. London, Penguin UK, Hax, A.

Hill, C. Essentials of strategic management. Boston: Houghton Mifflin Co. IMA, Montvale: Institute of Management Accountants. Johnson, G. Exploring corporate strategy. Harlow: FT Prentice Hall. Johnston, R. Service operations management: Improving Service Delivery. Harlow, Pearson Education ltd. Kim, W. Blue ocean strategy.

Boston, Mass. Kotler P. New Jersey, Pearson Education ltd. Kotler, P. Marketing Management. Upper Saddle River, N. Lancaster, G. Essentials of marketing management. London: Routledge. Lynch, R. Strategic management. Harlow: Financial Times Prentice Hall. Mayfield, M. Production and Operations Management Overview Chapter 1. Mintzberg, H. The rise and fall of strategic planning. New York: Free Press. Oosterhout, B. Osterwalder, A. Business model generation. Parker, D. Service operations management.

Cheltenham, UK: Edward Elgar. Porter, M. Competitive strategy. Authors argue that organisations should not only indicate the targets that need to be met but also provide the necessary learning structures so that employees are able to develop the right competencies in order to meet them Roos, et.

Love and Holt argue that to a large extent, PM practices fail to accomplish what they are believed to offer because employees experience uncertainty about the process of accomplishing them. Moreover, managers set standards without acknowledging the skills and competences employees not only have but also lack Roos, et.

Kirkpatrick, argues that In an extensive study on performance reviews, researchers at General Electric came to the following conclusion: Implicit in performance appraisal programs are now structured and include two distinct objectives: 1 letting a person know where he or she stands via ratings and salary actions, and 2 motivating him or her to improve.

In this context, the process of managing the employees performance takes place together with managing their learning or development that is not immediately corresponding to the targets that need to be met. It is for this reason that Armstrong b rightly argues how: Discussions take place on ways in which the individual s role could be developed so that it becomes more challenging from the viewpoint not only of new tasks to be accomplished but also the need to acquire or extend knowledge and skills in order to carry out those tasks.

Greggs plc Greggs is a large bakery retailer that has a leading position in the UK s bakery market. With 1, shops nationwide, Greggs has been expanding its market share by maintaining a reputation for quality and freshness that has won the trust of its consumers, overtime. Some of the products include freshly-baked savoury products like pies, pasties and sausage rolls, plus sweet lines like doughnuts and drinks. Taking into account the difficult logistical demands Gregg has to meet, its employees play a critical role in helping support the large manufacturing and selling targets.

Despite the fact that its products are distributed from central bakeries around the country, the personal interaction with the customers at the time of selling remains an important activity for achieving customer satisfaction. By examining the company s report and published information, it is clear that Greggs does not seem to position the role of its employees at a strategic level for its envisaged expansion. The employees seem to play a supportive role in the company s functions which is not perceived as critical.

Scarce information is provided for example in the company s website for outlining how the employees play an important part in the company s current performance or future expansion.

The company advertises its Values online as an indication of the importance attached to them. It states: Our Values We will be enthusiastic and supportive in all that we do, open, honest and appreciative, treating everyone with fairness, consideration and respect. Moreover, in the Interim Results Report by its long standing director Sir Michael Darrington, reference to the employees remains scarce.

Mention is then swiftly made to the company s relationship with the wider social environment and how the employees involvement within the wider community which in turn helps improve the image of the corporation.

In addition to the above the company provides little information about the specific skills and competencies that potential employees might need in order to apply within its different departments. Reference is made to a number of sections such as recruitment e.

However, no further link is made for how the changes and developments within those departments may affect the company s performance. Even though the above presentation of Gregg s treatments of its employees might not reflect in full the internal workings of its staff environment, it is clear that the company does not place strategic importance on its people. In contrast, the emphasis is repeatedly mentioned to be dependent on the expansion of its products, the use of more robust advertising and marketing practices and opening of more stores in existing UK cities.

If the company was to perceive a strategic correlation between its performance and people at a strategic level it would position the areas of training, learning and employee development as more central to its growth. For example, a performance appraisal system can be introduced in order to assist the management of the company to identify current areas of improvement as well as strengths.

Even though the company s shops operate within different parts of the UK, the company could improve the exchange of learning between the shops and employee within the different locations. Moreover, the company could identify more explicitly areas of improvement within its HRM that would be supplemented with a specific strategy that would be committed to addressing the identified needs. This would be an indication of the seriousness with which the company is committed towards introducing an SHRD strategy.

Even though the distinction is made by the company in regards to the working environment compromised by the retail selling employees against those working in the more administrative areas, there is absence of the different forms of involvement and empowerment which they are subject to.

Greggs plc could make more explicit the link between the opportunities and challenges present within the different working environment that may raise interest in future employees. Instead of promoting a traditional approach to HRM, Greggs plc could be keen on outlining the innovating role of its staff and how they have contributed to its current achievements and growth.

In addition to the above, performance needs to be more integral and formally incorporated within the language Greggs plc uses on its electronic publications. Despite the size of the employees it employs, it can be surprising how the presentation of the performance targets Greggs plc needs to meet are loosely defined and become insignificantly intertwined within the company s values. As we have seen from the literature, practices of assessing performance and showing commitment to training and development are important qualities for any organisation that is willing to integrate its HRM within its wider corporate strategy.

Greggs plc might already be serious about its performance targets but nevertheless needs to assure that it explicitly communicates them to the current and future employees. Conclusion The aim of this assignment has been to investigate the connection between the function of an organisation s HRM within its wider strategy. This essay argued that the development of strategic HRM in the literature is a clear indication of the changing role of HRM as compromising a much more critical and corporate role than it received in the past.

This essay provided a literature review and identified four areas which are critical for developing a strategic approach to HRM. All of the above practices aim at integrating the role and performance of the employees in a way that is more explicitly measured as well as managed within the wider corporate strategy.

Students are required to attempt the assignments which are prescribed for that semester. To be eligible to appear in the Term-End Examination TEE , it is compulsory for you to submit the assignments as per the prescribed dates.

Before attempting the assignments, you should carefully read the instructions given in the Student Handbook and Prospectus. Since assignments are valid for two admission cycles.