Essays on Internal and External Factors Affecting the DEEWR Strategic Plan Case Study

Download full paperFile format: .doc, available for editing

The paper "Internal and External Factors Affecting the DEEWR Strategic Plan" is a great example of a case study on management. A strategic plan seeks to provide the organization with a sense of identity and direction towards the attainment of the set goals (Schuler, 1992). There is an old saying, which states that failure to plan means planning to fail, and therefore strategic management plan is what gives the organization the direction and path to undertake in order to attain its goals and objectives. It is therefore apparent that strategic management plans guide organizations towards success.

The plan takes into consideration the mission, vision, and goals of the organization (Skaggs & Youndt, 2004). It is important to ensure that the strategic plan is workable in order to ascertain the attainment of the goals. This paper seeks to analyze the DEEWR strategic plan, providing objective analysis and interpretation of the strategic plan. Human resource implications will be identified from DEEWR strategic plan, which will then be applied in developing a strategic plan that addresses the identified human resource implications. Priorities that DEEWR wishes to achieve in the short- to medium-term Department of Education, Employment and Workplace Relations (DEEWR) is at the core of the Australian government productivity agenda, which has the objective of making a real difference to ensure that, everyone shares in the country’ s prosperity.

The DEEWR strategic plan ascertains the department’ s pathway for the subsequent three years. The plan reflects the main concerns set forth by the government, which includes the development of early childhood by developing an optimistic start in life, quality education results at all levels, a secure, just, industrious and successful workplace, a skilled, productive and educated workforce with increased participation, and a participative and inclusive community.

These priorities are mirrored through five major goals and supporting strategies that offer a focus on the department’ s endeavor. From the plan, one of the main priorities to be accomplished within the three year period encompasses; ensuring that the different departmental areas work jointly efficiently to put into practice the government’ s agenda. In order to attain these goals, the department of education, employment, and workplace relations works jointly with the Council of Australian Government offering direction and guidance for these aims and how they are accomplished.

References

Armstrong, P. (1995). ‘Accountancy and HRM’. In Storey, J. (Ed.), Human Resource Management: A Critical Text. London: Routledge, 142–63.

Becker, B. and Huselid, M. (1998). ‘High performance work systems and firm performance: a synthesis of research and managerial implications’. Research in Personnel and Human Resource Management, 16, 53–101.

Boudreau, J. W. (2003). Strategic knowledge measurement and management. In S.E. Jackson,

Collins, A. (2007), “Human resources: a hidden advantage?” International Journal of Contemporary Hospitality Management, Vol. 19 No. 1, pp. 78-84.

Harrison, R. (2004). Learning and development. London: Chartered Institute of Personnel and Development.

Kaufman, B. (2001). The theory and practice of strategic HRM and participative management. Human Resource Management Review, 11(4), 505−533

Legge, K. (1995). Human Resource Management: Rhetorics and Realities. London: Macmillan.

Schuler, R. (1992). Strategic human resources management: Linking the people with the strategic needs of the business. Organizational Dynamics, 21(1), 18−32.

Skaggs, B. & Youndt, M. (2004). Strategic positioning, human capital and performance in service organizations: A customer interaction approach. Strategic Management Journal, 25(1), 85−99.

Download full paperFile format: .doc, available for editing
Contact Us