Summary and further reading

 Summary Strategic management has its basis in rational thinking. In practice, strategists have accepted that there must be a place forthe unexpected. Strategy and planning provide a framework for human resource requirements over a defined period but traditional personnel managers have been accused of having difficulties in understanding and implementing strategy. Human resource strategies tend to focus on numbers and also attitudes, behaviour and commitment in line with harder 'matching' models of HRM, but their implementation is problematic.

People managers are involved in dealing with the consequences of re-organization, including closure and redundancies. In a more positive way, they are concerned with growth and strategic alliances. Some of the problems they face include relocation, changing roles and retraining for new skills. More difficult issues come from attempts at cultural change or behavioural transformations. These are notoriously expensive and unsuccessful but are sometimes inevitable and can hold the key to future success.

Further reading . 

 

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