1. Describe MHC's strategy in terms of market position. Also, identify the type of external environment MHC is operating in and the degree to which the strategy matches the environment.
2. Identify the type of structure MHC currently uses in its primary businesses. Describe the fit between the structure and the competitive strategy. Describe any structural adjustments MHC should make to maximize the effectiveness of the strategy.
3. Identify any areas where current management KSAs are not aligned with effective implementation of the competitive strategy.
4. Issues for Analysis: Answers to this question will depend on how the student has approached the previous questions. However, without a clear understanding of the current employee competencies, little can be done by way of matching employee KSAs to the needs of the competitive strategy. Thus, students should indicate that the development of the HRPS would provide critical data for the shaping of the HR strategy and tactics.
5. Assume that you are the HRD manager and the competitive strategy was given to you prior to its adoption. Using principles and concepts from the chapter, what recommendations would you give to the Strategic planning team?
6. Given the strategy, what tactical activities can the HR unit in general, and HRD specifically, develop to support the strategy (be sure to include the implementation of the HRIS)? Identify sources of support and sources of resistance to these tactical activities and point out any areas in which collaborating with the OD unit would be advisable.