HRM and Marketing in Banagas - Assignment Example

HRM and Marketing in Banagas Part I Marketing Question Appreciate the different views as to the nature and strategic importance of marketing and be cognisant of a view of marketing that is relevant for the organisation. 2- Demonstrate conceptual analysis of the nature and extent of marketing orientation in a managerial context Table of Content Marketing Theories Relationship between Marketing Concepts and Banagas Strategies Marketing Theories Marketing from a management perspective is a different subject. It considers two perspectives. First, marketing must be regarded as a major viewpoint, a focus, or a purpose of the total business. Second, marketing must be viewed in terms of managing the activities of the marketing department. The influence of marketing over other functions in the organization has spread. In short, the basic philosophy of operation for most companies has changed from a production orientation to a market orientation. In corporate decision making, the central role of marketing is now emphasized. Viewed as a key component in corporate survival and growth, marketing is becoming more of a planned and goal-oriented management activity. The market information sharing has been equated closely to what Kohli, Jaworski and Kumar termed intelligence dissemination' (1993, p. 476). It is also significant to know that, Kohli and Jaworski (1990, p. 3) ascertained from research that inter-functional co-ordination should be limited to co-ordination related to market intelligence'. The competitor orientation can assist company performance. The organisation should consider how well its products suit customer but should also assess that how well they perform in comparison to competitor s (e.g. Ohmae 1982, pp. 91-98). Moreover the competitors can affect the organisation and a focus on trying to understand their strengths, weaknesses can help to prepare for competitor activity and so minimise its adverse effects (e.g. Dickson 1997, p. 209). The company that monitor the activities of competitors benefit by learning about the strategies of the competitors. Such knowledge can be helpful for sustainable growth. Marketing is regarded as more than another functional area of business, although it must operate in conjunction with other equally important functions. It is viewed as a fundamental method of managing the resources and activities of business and of making the consumers and customers the focal point for management action. Successful marketing requires recognition and authority at the top decision-making level. Marketing programs must be carefully planned and based not merely on knowledge of internal corporate affairs, but also on knowledge of external environments. A homeostatic point of equilibrium between customer wants and needs, is called for on the one hand, and corporate goals and resources on the other. Relationship between Marketing Concepts and Banagas Strategies In the beginning company was dependent on other external international companies for all marketing and sales activities. But being a progressive company such arrangement has been left behind with passage of time. Now company has its own vision and corporate objectives, these objectives are being looked after and pursued by company's own management. Local people are hired and company is confident that they will certainly meet the demands of the business. As discussed in theoretical part of this paper company is vigorously pursuing the policy of expansion and growth. Company has entered into agreement with many companies like Bapco (The Interim Agreement) for new business ventures. It will give company management confidence to management the matters independently. (Case Study) Company is also acting according to recognized corporate norms of transparency and openness. All the products are transparently tendered. Company is also using the modern technology including information technology. All these policies have helped company in achieving all the planed strategic objectives. (Case Study) References Dickson, P.R. 1997, Marketing Management, The Dryden Press, Harcourt Brace College Publishers, Florida. Doyle, P, Marketing Management & Strategy, 2nd ed. 1998 Kohli, A.K. & Jaworski, B.J. 1990, Market orientation: The construct, research propositions, and managerial implications', Journal of Marketing, vol. 54, April, pp. 1-18. Kohli, A.K., Jaworski, B.J. & Kumar, A. 1993, MARKOR: A measure of market orientation', Journal of Marketing Research, vol. 30, November, pp. 467-77. Kotler, P, Marketing Management, Millennium Edition, 2000 Ohmae, K. 1982, The Mind of the Strategist, McGraw-Hill, New York. Part II HRM Question 1-Analyse the role of line managers, HRM practitioners, employees, consultants and other business partners in strategic HRM" 2-"Distinguish between personnel management and strategic HRM 3-Evaluate the usefulness of key models in HRM and key concepts" 4-"Analyse the contribution of recruitment and selection and training and development to organisational effectiveness Table of Content Role of line managers, HRM practitioners, employees, consultants and other business partners in strategic HRM Distinguish between personnel management and strategic HRM Evaluate the usefulness of key models in HRM and key concepts The contribution of recruitment and selection and training and development to organisational effectiveness Role of line managers, HRM practitioners, employees, consultants and other business partners in strategic HRM The HRM section of a company plays an important role in its development and survival of any company. The objectives of management are to use the HR in such a way that they could become most useful. It is the responsibility of HRM to chalk out such strategies that may be useful for employees as well as for organization. The main areas to focus should be; collective bargaining at enterprise level, flexibility in relation to various forms of employment as well as in relation to working time and job functions. Human resource management plays important role in the company's quality management . Human resource managers can support quality management by training employees in team building, sponsoring educational initiatives, communicating successes, and bringing outside consultants into the company to review work processes..( HR Magazine 40 (July 1995), pp. 69-72.) Distinguish between personnel management and strategic HRM Strategic business planning and human resource planning (HRP) have been important predictors of organizational success. These two disciplines operated separately in past. Strategic planners normally viewed human resource management in general, and HRP specifically, as functions surrounding to the task of making money. This limited view of the HR function became self-confirming. Lack of recognition perpetuated HR's limited role and utility, although the fast changing business scene had already elevated human resources to a critical role in productivity and profits. When an organisation is Internationalized it changes its customer needs and technological changes provide organisations a dynamic climate. Evaluate the usefulness of key models in HRM and key concepts Scholars of business management field have put forward many theories and models that proved very useful in enhancing the performance of the organizations. Any organization that wants to remain successful must continually assess and formulate new strategies to meet the needs of its customers in more effective ways. As Morvec, Milan feels that performance reviews may not prove effective but performance review can be the most important work-relevant discussion that a supervisor and employee have. Moravec, Milan. "Partnerships Help a Company Manage Performance," Personnel Journal 74 (January 1995), pp. 104-108. The contribution of recruitment and selection and training and development to organisational effectiveness Human knowledge and competencies have strategic importance in the effectiveness of an organisation. Knowledge-based organizations have "know-how" as their main asset. Continuous development is becoming a way of organizational life. A learning environment is one that is typically slow to evolve. However, once a learning system is in place, it has the capability to influence the culture of the firm. Thus, benefits to the firm are realized long after formalized learning principles are taught The critics of the competency movement confuse the competency and job performance. It is suggested that this confusion is because of different cultures and attitudes The competencies are appraised by accomplishment. As described this confusion, Campbell (cited in Bartram, 2004, p.5) says that it is behavior. References Bartram, D. (2004). The Great Eight Competencies: A criterion-centric approach to validation. SHL Research Paper, Version 2.0, 4 March 2004. Prepared for submission to Journal of Applied Psychology. Borman, W. C., & Motowidlo, S. J. (1997). Task Performance and Bratton J and Gold J (2003) Human Resource Management: Theory and practice 3rd ed Basingstoke : Palgrave Macmillan Farnham D & Horton S (1996) Managing people in the Public Services Basingstoke: Palgrave Macmillan HR Magazine 40 (July 1995), pp. 69-72.) Moravec, Milan. "Partnerships Help a Company Manage Performance," Personnel Journal 74 (January 1995), pp. 104-108. Newell H & Scarbrough H (2002) HRM in Context: a Case Study Approach Basingstoke: Palgrave Macmillan Price A (2004) Human Resource Management in a Business Context 2nd ed London: Thomson Learning Read More