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MGT677 Supply Chain Management

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MGT677 Supply Chain Management

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MGT677 Supply Chain Management

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Course Code: MGT677
University: Marshall University is not sponsored or endorsed by this college or university

Country: United States


Organizational learning theory is concerned with how learning takes place in organizations. It focuses on collective learning but takes into account the proposition made by Argyris (1992) that organizations do not perform the actions that produce the learning; it is individual members of the organization who behave in ways that lead to it, although organizations can create conditions that facilitate such learning.
The concept of organizational learning recognizes that the way in which this takes place is affected by the context of the organization and its culture.
As defined by Honey (1998), the process of learning to learn is the acquisition of knowledge, skills and insights about the learning process itself. The aims are to:

provide a basis for organizing and planning learning;
pinpoint precisely what has been learnt and what to do better or differently as a consequence;
share what has been learnt with other people so that they benefit;
check on the quality of what has been learnt;
transfer what has been learnt and apply it in different circumstances;
improve the learning process itself so that how people learn, not just what people learn, is given constant attention.

The Honey and Mumford learning styles Another analysis of learning styles was made by Honey and Mumford (1996). They identified the following four styles:
1 Activists – who involve themselves fully without bias in new experiences and revel in new challenges.
2 Reflectors – who stand back and observe new experiences from different angles. They collect data, reflect on it and then come to a conclusion.
3 Theorists – who adapt and apply their observations in the form of logical theories. They tend to be perfectionists.
4 Pragmatists – who are keen to try out new ideas, approaches and concepts to see if they work.
Individual learning comprises the processes and programmes used to increase the capabilities of individual employees. Strategies for individual learning are driven by the organization’s human resource requirements, which are expressed in terms of the skills and behaviours required to achieve business goals. Strategies should cover:

how learning needs will be identified;
the role of self-managed learning;
the facilitation of workplace learning;
the support that should be provided for individual learning in the form of guidance, coaching, mentoring, learning resource centres, e-learning and internal or external training programmes and courses.


This article will highlight three specific approaches to ensure alignment of HR policies in relation to accomplishment of business strategies of any organization. To accomplish those objectives, the organization needs human resources who will fulfill the organizational goals. (Lengnick-Hall, 2009)
As per Gardner, 2002, HR strategy is to fix the policies of any organization relating to acquirement, upgrading followed by subsequent deployment of HR with the consideration of varied factors prevalent in the market.
Respective three approaches are Rational Choice Approach, Internal Constituency-based Approach and Resource dependent Constituency- based approach. We have to analyze determining factors of these approaches to find suitable Key Concept Exercises related to HR practice. (Bamberger et al., 2014)
Rational choice approach is determined by external factors like market orientation, sector /industry factor, globalization, national culture, applicable technology, organizational behavior and threats arising of labor market.
Institutional Constituency based approach is determined by non-market factors, external in nature. This approach includes professional ethics, regulatory and legislative requirements, labor market etc.
Resource dependent constituency approach is depending upon internal factors like political interests and HR Fit system.
Being a HR leader, individual has to be clear about the organizational business strategy. This will lead to selection of HR strategy and policy for the organization. As business strategy is the main criterion for organizational success, application of external and internal approaches in the forms of above can be applied to meet the organizational objective and respective strategy.
Existing HR policies can be addressed as per the requirement of the business strategy. As business strategy is dynamic in nature, external factors are to be considered with required importance. Change in existing HR polices can be determined by upcoming external factors like introduction of new legislation and that is to be addressed with proper care and diligence to ensure successful implementation of uninterrupted business strategy.
Identification of successful HR policies can only be possible through proper analysis of organizational business strategy followed by respective compliance. In rational approach, external factors determine the success of business strategy as per requirement.
Major issues for alignment of business strategy, HR strategy and HR polices are to ensure uninterrupted business practices overcoming the hurdles faced during operation.  For these purpose external factors like market demand, legislative and regulatory demands, competitors’ activities are to be well noticed and respective solutions are to be found to overcome the challenges. (Kate Walsh, 2010)
Intended HR policies can be implemented in other forms as per demand of the changed situation. In HR management, strategies can never be considered as full proof due to volatile changes in market, which can change the business strategy of the organization. Both internal and external constituency based approach may face change of business strategy due to internal factors like change of ownership or management, and external factors like introduction of legislative or regulatory measures.  To ensure success of organization, well aligned HR strategy is to be amended as suits the changed requirement.
My personal experience reveals that intended HR strategy are to be modified as per demand of the situation. Globalization of business can cause change of HR policies to comply with the present legislation of overseas market. Hence HR policy should not be stagnant, instead flexible to match the need of the business strategy and consideration of external factors.
Bamberger, P.A., Biron, M. & Meshoulam, I., 2014. Human Resource Strategy. 2nd ed. New York.
Kate Walsh, M.C.S.a.J.L., 2010. Key Issues in Strategic Human Resources. Cornell University School of Hotel Administration.
Lengnick-Hall, L.-H.A.&.D., 2009. Human Resource Management Review.

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