Mkt306
UGB 320. Critical Analysis the London Ambulance Service’s Human Resource Strategy.
Andrew Scott.
This report will focus on the Human Resource Strategy of the London Ambulance Service (LAS) and will critically evaluate the extent to which the academic theories, concepts, models and considerations are evident in the strategy and will discuss how the HR strategy is integrated within the organisation.
Different approaches to the strategy making process.
Beardwell & Claydon (2007) describes a range of approaches to producing a strategy that have been identified by Whittington (2001). The first approach mentioned is the classical approach, this approach analyses factors in the internal and external environment and then uses the findings to assist with the development and implementation of a strategy that meets the requirements of these factors. There is also a clear goal, normally profit and the strategy will be designed to ensure the organisation meets their goal. Mintzberg (1990) identifies the classical approach as being “the disciplined readiness and capacity of managers to adopt profit-maximising strategies through rational long-term planning. Whittington (2001: 15). Mitnzberg does however critique this approach as he believes there is not much flexibility and is very much like a military school of thought.
The second approach identified by Beardwell & Claydon (2007) is the evolutionary approach. This approach has been described by Whittington (2001) as “the natural law of the jungle”. The concept behind this approach is markets dictate strategies and because markets are ever changing and unpredictable it focuses on cost management and efficiency opposed to the analysis of the internal and external environment.
The processual approach is the third approach discussed by Beardwell & Claydon (2007). It suggests that nobody has all of the answers to complex problems and people have to move forward without knowing all of the details that they
Andrew Scott.
This report will focus on the Human Resource Strategy of the London Ambulance Service (LAS) and will critically evaluate the extent to which the academic theories, concepts, models and considerations are evident in the strategy and will discuss how the HR strategy is integrated within the organisation.
Different approaches to the strategy making process.
Beardwell & Claydon (2007) describes a range of approaches to producing a strategy that have been identified by Whittington (2001). The first approach mentioned is the classical approach, this approach analyses factors in the internal and external environment and then uses the findings to assist with the development and implementation of a strategy that meets the requirements of these factors. There is also a clear goal, normally profit and the strategy will be designed to ensure the organisation meets their goal. Mintzberg (1990) identifies the classical approach as being “the disciplined readiness and capacity of managers to adopt profit-maximising strategies through rational long-term planning. Whittington (2001: 15). Mitnzberg does however critique this approach as he believes there is not much flexibility and is very much like a military school of thought.
The second approach identified by Beardwell & Claydon (2007) is the evolutionary approach. This approach has been described by Whittington (2001) as “the natural law of the jungle”. The concept behind this approach is markets dictate strategies and because markets are ever changing and unpredictable it focuses on cost management and efficiency opposed to the analysis of the internal and external environment.
The processual approach is the third approach discussed by Beardwell & Claydon (2007). It suggests that nobody has all of the answers to complex problems and people have to move forward without knowing all of the details that they
Bibliography: Beardwell, J & Claydon, T. (2007). Human Resource Management, A Contemporary Approach. 5th Edition. Prentice Hall. Wittington, R. (2001). What is a strategy is and does it matter? 2nd Edition. Thompson Learning. Mintzberg, H. (1990) The design school: Reconsidering the basic premises of strategic management. Strategic Management Journal, 11, 171-195. Mintzberg, H. (1987). Crafting Strategy. Harvard Business Review, July – August, 65-75. Boxall, P. & Purcell, J. (2003). Strategy and Human Resource Management. Palgrave Macmillan. Torrington, D, Hall, L & Taylor, S MacDuffie, J.P. (1995) Human resource bundles and manufacturing performance. Industrial Relations Review, 48, 2:199-221. Huselid, M.A Luthans, K.W. and Sommer, S.M (2005) The impact of high performance work on industry-level outcomes, Journal of Managerial issues, 17, 3:327-346. Author, J. (1994) Effects of human resource systems on manufacturing performance and turnover, Academy of Management Journal, 37, 3:670-687. Hamel, G and Prahald, C Barney, J.B. and Wright, P.M (1998) On becoming a strategic partner: the role of human resources in gaining competitive advantage. Human Recourse Management, 37, 1.