Human Resource Management HRM - Qp2

The statement suggests that coming up with a strategy is relatively easy, but executing or implementing it is the challenging part. This implies that the actual implementation requires effort, resources, and careful planning to ensure success. Therefore, the correct answer is true.

The given statement is true because the structure of an organization refers to how tasks, responsibilities, and authority are divided, coordinated, and controlled among employees. It determines the flow of information, decision-making processes, and communication channels within the organization. The structure helps in defining roles and relationships, establishing reporting lines, and ensuring efficient coordination and collaboration among employees. Therefore, the structure plays a crucial role in distributing and organizing the activities of the business among its personnel.

The HR strategic plan is integral to the corporate plan and other functional plans because it aligns HR goals and initiatives with the overall objectives of the organization. By integrating HR strategies with the corporate plan, HR can contribute to the achievement of business goals and support the organization's overall success. Additionally, aligning HR strategies with other functional plans ensures coordination and collaboration across different departments, leading to more effective and efficient operations.

Corporate social responsibility (CSR) refers to the actions and initiatives taken by organizations to address their wider responsibilities towards society. It involves considering the impact of their activities on various stakeholders, including employees, customers, communities, and the environment. By engaging in CSR, companies aim to contribute positively to society and demonstrate their commitment to ethical and sustainable practices. Therefore, the correct answer is "social".

The statement suggests that the culture of an organization is deep-rooted but easy to change, which is contradictory. In reality, organizational culture is often deeply ingrained and can be difficult to change. Culture is formed over time through shared values, beliefs, and behaviors, and it influences how employees think and act. Changing culture requires a concerted effort, including clear communication, consistent reinforcement of new values, and alignment of organizational practices. Therefore, the given statement is false.

Visionary planning is the correct answer because it emphasizes the understanding that the business world is unpredictable and constantly changing. This approach acknowledges that conditions may shift rapidly, rendering long-term strategies obsolete. Instead, visionary planning focuses on adaptability and flexibility, allowing for adjustments and changes as needed. By taking a broader view and anticipating potential shifts in the market, visionary planning enables businesses to stay ahead of the curve and remain competitive in turbulent environments.

The process of strategic management involves several key parts. First, it is important to imagine the future position, which means envisioning where the organization wants to be in the future. Then, examining the current position is necessary to understand the organization's current strengths, weaknesses, opportunities, and threats. Strategy selection is the next step, where the organization decides on the best course of action to achieve its future goals. Finally, implementing and monitoring the chosen strategy ensures that it is effectively executed and progress is tracked.

An organisation having an ethical culture helps to manage the risk of doing the opposite by promoting and enforcing ethical behavior among employees. This reduces the likelihood of legal and regulatory violations, reputational damage, and financial losses. Additionally, an ethical culture contributes to superior organisational performance by fostering trust and loyalty among employees, attracting and retaining customers, and enhancing the company's reputation. By prioritizing ethics, organisations can create a positive work environment, improve employee morale, and ultimately achieve better financial results.

The scope of strategic management is certainly much greater than that of operational management. Strategic management involves setting long-term goals, formulating strategies, and making decisions that affect the overall direction and success of an organization. It focuses on the big picture and requires a broad understanding of the business environment. On the other hand, operational management deals with the day-to-day activities and processes required to produce and deliver goods or services. It is more focused on efficiency, productivity, and ensuring smooth operations. While both types of management are important, strategic management takes a higher-level perspective and has a broader impact on the organization.

The explanation for the answer "False" is that the operation strategy does not necessarily have to match the organization's capabilities. While it is important for the operation strategy to consider the available resources, it does not have to be limited to the organization's current capabilities. The operation strategy can also aim to improve and expand the organization's capabilities in order to achieve its goals. Therefore, the statement that the operation strategy must match the organization's capabilities is incorrect.

Organisational climate refers to the overall atmosphere and working conditions within an organization. It encompasses factors such as the relationships between employees and managers, the level of trust and communication, and the overall morale of the workforce. Employee commitment and engagement are crucial for a positive organizational climate. A supportive and inclusive management style also contributes to a healthy climate. While organizational culture also plays a role, the emphasis here is on the immediate working conditions and interpersonal dynamics, making climate the most fitting answer.