The young boy asked the old man, “why a fast running horse is better than the slow running horse”? The old man said, “it has developed the habit to produce more power so that it can run up to ten times faster than the slow horse” The youngster said, “and what if the horse is running in the wrong direction”? The old man smiled and said, “then definitely it has the proportionate factor for wasting the efforts ten times quicker than the slower horse” The young man said, ” and what if other horses are following him too” The older man said, “off course it will mislead all those horses too!” “Then why all other horses follow the faster horse” “Because that attracts them but all that glitters is not gold sometimes”.
This essay critically analyzes the need and the linkage between the Strategic Human Resource Management (SHRM) practice and the HR functions of both BANK X and Organization Y, an independent organization and currently the sole IT service provider for BANK X. The essay pinpoints the issues that are hindering BANK X and Organization Y HR from aligning their services with the corporate strategic goals and provides insights and solutions for the sake of realizing SHRM practices in terms of achieving integrative linkage with the bank strategy and goals, following a proper Human Resource Planning (HRP) process, linking individual/group/organizational activities with the corporate goals for the purpose of measuring, managing, and realizing better performance, adopting a Strategic Human Resource Development (SHRD) process, utilizing Electronic HRM systems (E-HRM), and enhancing Employee Relations (ER).
The article “Aim, Fire, Aim—Project Planning Styles in Dynamic Environments”, is part of a larger study conducted by Simon Collyer (over 15 years of project management experience), Clive Warren (PhD in property and facilities management and workplace efficiency), Bronwyn Hemsley (20 years of management experience in the use of communication), and Chris Stevens (extensive management experience in delivering transformation and change within large corporations), to develop a theory or model to help project managers in dealing with dynamism and uncertainty of today’s work environments. The authors pinpoint three main drivers for change; particularly changes in materials and resources, changes in relationships and interdependencies among projects, and changes in business environment goals and government policy. In an effort to better manage rapid change, the article stresses on five planning approaches: change resistance, staged release, iterative planning, competing experiments, and alternate controls. A qualitative research study out of 37 interviews with 31 practitioners from a range of industries was conducted to explain how and why these practitioners use the above five approaches, in what circumstances these approaches become effective, and how these approaches can be optimized to achieve new dynamic management strategies.