STRATEGIC HUMAN RESOURCE
MANAGEMENT EXAM MN325 QUESTIONS
WITH THE MOST CORRECT VERIFIED
SOLUTIONS
Human resource management (HRM) is a strategic, integrated and coherent approach to the
employment, development and well-being of the people working in organizations (Armstrong, 2012).
Managing people in a way that both maximises and rewards the contribution each person makes to the
organisation. - answer ✔✔-HRM
A strategy is the set of actions through which an organisation, by accident or design, develops resources
and uses them to deliver services or products in a way which its users find valuable, while meeting the
financial and other objectives and constraints imposed by key stakeholders.
Strategy is the approach selected to achieve specified goals in the future. - answer ✔✔-Strategy
Strategic management is a way of managing a business which stresses the need to think and act
strategically. It involves where a business is going and how it is going to get there, in other words it deals
with both ends and means. As an end it describes a vision of what something will look like in the future.
As a means, it shows how it is expected that the vision will be realised.
SM provides overall direction to a business, which involves specifying objectives, developing policies and
plans to achieve those objectives, and then allocating resources to implement the plans. - answer ✔✔-
Strategic Management
The strategy that an organization hopes to execute. Intended strategies are usually described in detail
within an organization's strategic plan. - answer ✔✔-Intended Strategy
An unplanned strategy that arises in response to unexpected opportunities and challenges. - answer
✔✔-Emergent Strategy
,The portion of the intended strategy that the firm continues to pursue over time. - answer ✔✔-
Deliberate Strategy
The strategy that an organization actually follows. Realized strategies are a product of a firm's intended
strategy (i.e., what the firm planned to do), the firm's deliberate strategy (i.e., the parts of the intended
strategy that the firm continues to pursue over time), and its emergent strategy (i.e., what the firm did
in reaction to unexpected opportunities and challenges). - answer ✔✔-Realized strategy
Economic & Socio-Political.
Economic - Cost-Effective Labour, Organisational
Flexibility, & Human Resource Advantage.
Socio-Political - Social Legitimacy & Managerial Power. - answer ✔✔-Aims of SHRM
The regulative (legal), normative (moral) and cultural cognitive (cultural). L2. - answer ✔✔-Forces that
influence Organizations
Organizations are influenced by a wide range of forces operating in the wider society. It is not an
unconstrained economic actor. They need a cost-effective approach.. But also need legitimacy in
societies they operate in.
Tensions often lead to Trade-offs. - answer ✔✔-Tensions & Trade-offs in SHRM
• Labour Market Competitiveness
• Employee Control & Cooperation
• Change Tensions
• Management Power - V - Social Legitimacy
• Complexity & Politics in Management - answer ✔✔-Tensions in SHRM
• Forward looking, a declaration of intent.
• It recognises that the organizational capability of a business depends on its resource capability (the
resource-based view).
, • Aims to achieve strategic fit - the need when developing functional strategies to achieve congruence
between them and the organization's business strategies within the context of its external and internal
environment. - answer ✔✔-Strategic Management Characteristics
• Where the organization will be active - what type of products and services it will offer, what markets it
will serve.
• How it will operate - where it will operate or get its products and services.
• How it will win - what its competitive advantage will be.
• What its moves will be - how it will change and grow.
• How it will be profitable - what business model it will follow. - answer ✔✔-Strategic Management
Content
Strategic decision making is difficult in 2 key ways:
1. Cognitively Tough - Bounded Rationality
2. Politically Fraught - Firms of coalitions of stakeholder groups - answer ✔✔-The Strategies of Firms
Occurs when an organisation acquires or develops an attribute or combination of attributes that allows
it to outperform its competitors (possibly in the form of superior resources).
Organisational strategies serve for gaining competitive advantages. - answer ✔✔-Competitive
Advantage
1 - Innovation: being the unique producer.
2 - Quality: delivering high-quality goods/services.
3 - Cost Leadership: the planned result of policies aimed at 'managing away expense'. - answer ✔✔-
Three major ways to achieve competitive advantage
1 Define the mission.
2 Set objectives.
3 Conduct internal and external environmental scans to assess internal strengths and weaknesses and
external opportunities and threats (a SWOT analysis).
4 Analyse existing strategies and the business model to determine their relevance in the light of the
internal and external appraisal.
MANAGEMENT EXAM MN325 QUESTIONS
WITH THE MOST CORRECT VERIFIED
SOLUTIONS
Human resource management (HRM) is a strategic, integrated and coherent approach to the
employment, development and well-being of the people working in organizations (Armstrong, 2012).
Managing people in a way that both maximises and rewards the contribution each person makes to the
organisation. - answer ✔✔-HRM
A strategy is the set of actions through which an organisation, by accident or design, develops resources
and uses them to deliver services or products in a way which its users find valuable, while meeting the
financial and other objectives and constraints imposed by key stakeholders.
Strategy is the approach selected to achieve specified goals in the future. - answer ✔✔-Strategy
Strategic management is a way of managing a business which stresses the need to think and act
strategically. It involves where a business is going and how it is going to get there, in other words it deals
with both ends and means. As an end it describes a vision of what something will look like in the future.
As a means, it shows how it is expected that the vision will be realised.
SM provides overall direction to a business, which involves specifying objectives, developing policies and
plans to achieve those objectives, and then allocating resources to implement the plans. - answer ✔✔-
Strategic Management
The strategy that an organization hopes to execute. Intended strategies are usually described in detail
within an organization's strategic plan. - answer ✔✔-Intended Strategy
An unplanned strategy that arises in response to unexpected opportunities and challenges. - answer
✔✔-Emergent Strategy
,The portion of the intended strategy that the firm continues to pursue over time. - answer ✔✔-
Deliberate Strategy
The strategy that an organization actually follows. Realized strategies are a product of a firm's intended
strategy (i.e., what the firm planned to do), the firm's deliberate strategy (i.e., the parts of the intended
strategy that the firm continues to pursue over time), and its emergent strategy (i.e., what the firm did
in reaction to unexpected opportunities and challenges). - answer ✔✔-Realized strategy
Economic & Socio-Political.
Economic - Cost-Effective Labour, Organisational
Flexibility, & Human Resource Advantage.
Socio-Political - Social Legitimacy & Managerial Power. - answer ✔✔-Aims of SHRM
The regulative (legal), normative (moral) and cultural cognitive (cultural). L2. - answer ✔✔-Forces that
influence Organizations
Organizations are influenced by a wide range of forces operating in the wider society. It is not an
unconstrained economic actor. They need a cost-effective approach.. But also need legitimacy in
societies they operate in.
Tensions often lead to Trade-offs. - answer ✔✔-Tensions & Trade-offs in SHRM
• Labour Market Competitiveness
• Employee Control & Cooperation
• Change Tensions
• Management Power - V - Social Legitimacy
• Complexity & Politics in Management - answer ✔✔-Tensions in SHRM
• Forward looking, a declaration of intent.
• It recognises that the organizational capability of a business depends on its resource capability (the
resource-based view).
, • Aims to achieve strategic fit - the need when developing functional strategies to achieve congruence
between them and the organization's business strategies within the context of its external and internal
environment. - answer ✔✔-Strategic Management Characteristics
• Where the organization will be active - what type of products and services it will offer, what markets it
will serve.
• How it will operate - where it will operate or get its products and services.
• How it will win - what its competitive advantage will be.
• What its moves will be - how it will change and grow.
• How it will be profitable - what business model it will follow. - answer ✔✔-Strategic Management
Content
Strategic decision making is difficult in 2 key ways:
1. Cognitively Tough - Bounded Rationality
2. Politically Fraught - Firms of coalitions of stakeholder groups - answer ✔✔-The Strategies of Firms
Occurs when an organisation acquires or develops an attribute or combination of attributes that allows
it to outperform its competitors (possibly in the form of superior resources).
Organisational strategies serve for gaining competitive advantages. - answer ✔✔-Competitive
Advantage
1 - Innovation: being the unique producer.
2 - Quality: delivering high-quality goods/services.
3 - Cost Leadership: the planned result of policies aimed at 'managing away expense'. - answer ✔✔-
Three major ways to achieve competitive advantage
1 Define the mission.
2 Set objectives.
3 Conduct internal and external environmental scans to assess internal strengths and weaknesses and
external opportunities and threats (a SWOT analysis).
4 Analyse existing strategies and the business model to determine their relevance in the light of the
internal and external appraisal.
