CHANGE MANAGEMENT AND STRATEGIC LEADERSHIP.pptx

Business Management

1. CHANGE MANAGEMENT AND STRATEGIC LEADERSHIP

2. Table of Contents Introduction Key Objectives Difference Between Personnel Management and Human Resource Management Human Resource Management Strategies and Alignment with Corporate Objectives Analysis of Personal Management and Leadership Skills in Achieving Strategic Intents Corporate Structure and Managing Human Resources Corporate Culture and Managing Human Resources Current Legislations and Implications on HRM Performance Indicators for Measuring HR Performance Design and Critical Evaluation of a Human Resource Plan Contributing to Meeting Corporate Objectives Evaluation of the Effectiveness of HR Planning Customer Relationship Management Capacity Management Plan Assessment of Efficiency Strategies Strategies for Maximization of Customer Relations The Use of Traditional and Internet-Based Information Systems in Attaining Competitive Advantage Conclusion References Appendices

3. Introduction Ceylon Cold Stores in a Sri Lankan company with a strong brand presence in food and beverage industrial segment. Formed in 1866, the business is the oldest and biggest consumer products corporations of Sri Lanka. Ceylon Cold Stores is recognized for its broad variety of food and beverage products, specifically coming under the popular brand name of Elephant House. The business is concerned as a major employer of the nation, offering employment opportunities under diverse functional areas, emphasizing employee development, training, welfare, and favourable work setting (Ceylon Cold Stores, 2023).

4. Key Objectives Making a comprehensive explanation of human resource policies under selected HR areas of Ceylon Cold Stores. Showing how human resource management strategy is corresponding to business objectives.

5. Difference Between Personnel Management and Human Resource Management Element Personnel Management Human Resource Management Focus and Scope Administrative tasks Strategic approach Nature of Relationship Contractual and formal Dynamic and collective bond Employee Development Targeted at meeting career demands and attending job responsibilities Emphasis on staff development and job growth Strategic Orientation A supportive function which supports strategic decision-making Strategic approach for business planning and decision-making Source: ( Flippo , 1980) (Randhawa, 2007)

6. Human Resource Management Strategies and Alignment with Corporate Objectives Talent acquisition and retention strategies: attract and retain top talents Training and development strategies: improve employee skills Performance management strategies: influence employees to render their maximum contribution Employee engagement and retention strategies: create a positive working surrounding ( Holbeche , 2009)

7. Analysis of Personal Management and Leadership Skills in Achieving Strategic Intents Strategic thinking skills Problem-solving skills Decision making skills Communication skills Ethical decision-making skills

8. Corporate Structure and Managing Human Resources Hierarchical structure: Ceylon Cold Stores organizational structure is of hierarchical nature with clear lines of authority. Centralized HR functions: centralization has led Ceylon Cold Stores to have consistent and uniform HR policies regarding recruitment, performance evaluation, training and development, health and safety etc.. Strategic alignment: HR department demonstrates close connections with the top management in understanding corporate goals and formulating HR strategies accordingly. HR process flow: Streamlined HR procedures of Ceylon Cold Stores have reduced duplication of attempts and have enhanced efficiency of human capital practices.

9. Corporate Culture and Managing Human Resources Emphasis on cross-functional coordination and teamwork Corporate culture is focused on the promotion of collaboration, communication, and teamwork . Ceylon Cold Stores has initiated reward and recognition programs in influencing collective objective achievements. All-inclusive and supportive environment for the promotion of employee involvement and empowerment. Open communication chains have allowed free idea expression.

10. Current Legislations and Implications on HRM Employment act: regulate contracts, working hours, leave entitlements, termination procedures, and employee welfare . Labor laws: regulate minimum wages, overtime, industrial disputes, trade unions, occupational safety, and health regulations Equal opportunities A ct: prohibits discriminations Data protection and privacy legislations: handling and protection of employee personal data (Sims and Sauser , 2014)

11. Performance Indicators for Measuring HR Performance Turnover rate Absenteeism rate Time-to-hire Training and development metrics (Institute and smartKPIs.Com , 2015)

12. Design and Critical Evaluation of a Human Resource Plan Contributing to Meeting Corporate Objectives Elements of HR Objective Business Factors Recruitment Attracting and hiring suitably qualified individuals Market demand Workforce diversity Succession planning Development Improving skills and knowledge base of employees in support of their professional growth Current skill gap analysis Technological advancements Leadership development Retention Fostering employee satisfaction and loyalty and retaining top talents Competitive compensation Work-life balance Career development Rewards Rewarding and recognizing employee contributions in line with business performance and value systems Employee benefits Performance-based incentives Performance Management Establishing a performance driven culture Periodic feedback Performance development plans Communication Establishing effective communication channels for assuring transparency and clarity Corporate structure Organizational changes Employee engagement Source: (Walker, 2017) (Lam and Schaubroeck , 1998)

13. Evaluation of the Effectiveness of HR Planning Alignment with overall business strategy Flexibility and adaptability Sufficient resource allocations Legislative and ethical considerations (Rothwell and Kazanas , 2003)

14. Customer Relationship Management Elements of Customer Relations Management Description Customer segmentation Segment 1: Retail networks Segment 2: Hotel companies Segment 3: Independent retailers Segment 4: Wholesalers Customer engagement In-person meetings, digital customer portals, general inquires over the phone and e-mails Customer communication Periodic newsletters Monthly product updates Tailored offers and customized communications Proactive communications for product shortages Personalization and Customization Analysis of consumer purchase history Personalized product offers Flexible pricing options Feedback and Surveys Periodic customer satisfaction surveys Customer channels to provide feedback Follow-up communication Source: (Kumar and Reinartz , 2018)

15. Customer Relationship Management Elements of Customer Relations Management Description Customer Loyalty and Rewards Point-based reward system Special discounts Customer referral programs Customer Service Excellence Comprehensive product training and support Proactive issue resolution Efficient order processing Committed consumer service team Continuous Improvements Periodic review of customer feedback Competitor analysis Co-creation of new products with consumers On-going employee training and education Source: (Kumar and Reinartz , 2018)

16. Capacity Management Plan Capacity Management Approaches Critical Evaluation Demand Forecasting Based on historical data, market trends, and customer insights, accurate customer demand prediction is possible. Production Planning and Scheduling Based on the assessment of inventory management, lead times, and production capacity utilization, grading the efficiency of production planning and scheduling is possible. Supply Chain Management Timely availability of raw materials, minimize disruptions, and optimize inventory levels would assure effective supply chain management. Facilities and Infrastructure Advanced warehouses, storage facilities, and transportation capabilities assure on-time meeting of customer demands. Technology and Automation Advanced forecasting tools, production planning software, or warehouse management systems improves accuracy of capacity planning. Continuous Improvements Performance monitoring, data analysis, and process optimization attempts would guarantee ongoing advancements to capacity management. Source: ( Grummit , 2009)

17. Assessment of Efficiency Strategies Efficiency Strategy Key Elements Lean Enterprise Wastage reduction Continuous improvements Standardized workflows Lean supply chains Total Quality Management Customer-centricity Process standardization Continuous training and development Supply Chain Efficiency Stock management Strong supplier relationships Technological integration Source: (Brown  et al ., 2007) (Black and Porter, 1996) (Smeds, 1994)

18. Strategies for Maximization of Customer Relations Customer centric approach Effective communication channels Tailored customer interactions Exceptional customer services

19. The Use of Traditional and Internet-Based Information Systems in Attaining Competitive Advantage Information System Description Enterprise Resource Planning (ERP) Integrated business functions enhancing efficiency, reducing spendings, and improving decision-making Customer Relationship Management (CRM) CRM systems are allowing effective management of customer interactions, tracing consumer desires, and tailoring marketing attempts. Supply Chain Management (SCM) SCM permits the optimization of supply chain operations, enhancing visibility, and collaborating with vendors and distribution partners. Business Intelligence (BI) BI systems supports the analysis and interpretation of data from multiple sources in gaining valuable insights and making informed corporate decisions. Traditional Information Systems Source: ( Harindranath   et al., 2012 )

20. The Use of Traditional and Internet-Based Information Systems in Attaining Competitive Advantage Internet-Based Information Systems Source: ( Harindranath   et al., 2012 ) Information System Description E-commerce platforms Supports reaching a broader consumer base, extending the market reach, and providing easy online ordering and delivery choices. Digital consumer support Live chats-based customer support systems are providing responsive and effective assistance to consumers. Social media and internet-based marketing Digital marketing has enabled building brand awareness and promoting the product portfolio in an efficient manner. Data analytics Online data analytics techniques and platforms are allowing the business in analyzing substantial data volumes, gaining valuable insights and driving data driven decision making.

21. Conclusion HR policies of Ceylon Cold Stores is closely linked with the organizational strategic intents. They demonstrate compliance with specific legislations in assuring fairness, legality, and ethical conduct within the organization . It is evident that HR policies are well-communicated to staff members. They are helping the personnel in understanding rights and accountabilities, and the anticipated standards of behavioral conduct. Further, HR policies are periodically assessed and updated in adapting to altering corporate demands, industrial trends, and legislative needs. The measurement and evaluation of the effectiveness of HR policies be based on policy compliance, employee satisfaction, and implications of HR policies on business outcomes.

22. References Black, S.A. and Porter, L.J. (1996) 'Identification of the critical factors of TQM*,' Decision Sciences , 27(1), pp. 1–21. https://doi.org/10.1111/j.1540-5915.1996.tb00841.x. Brown, S. et al. (2007) Strategic Operations Management . Routledge. Ceylon Cold Stores (2023) Annual Report . Ceylon Cold Stores. Flippo , E.B. (1980) Personnel management . McGraw-Hill Companies. Grummit , A. (2009) Capacity Management - a Practitioner guide . Van Haren. Harindranath , H. et al. (2012) New perspectives on information systems Development: Theory, Methods, and Practice . Springer Science & Business Media. Holbeche , L. (2009) Aligning human resources and business strategy . Routledge. Institute, K.K. and smartKPIs.Com (2015) The Human Resources KPI Dictionary: 370+ Key Performance Indicator Definitions . CreateSpace. Kumar, V. and Reinartz , W. (2018) Customer Relationship management: Concept, Strategy, and Tools . Springer. Lam, S.S.K. and Schaubroeck , J. (1998) 'Integrating HR planning and organisational strategy,' Human Resource Management Journal , 8(3), pp. 5–19. https://doi.org/10.1111/j.1748-8583.1998.tb00170.x. Randhawa, G. (2007) Human resource management . Atlantic Publishers & Dist. Rothwell, W.J. and Kazanas , H.C. (2003) Planning and managing human resources: Strategic Planning for Human Resources Management . Human Resource Development. Sims, R.R. and Sauser , W.I. (2014) Legal and regulatory issues in human resources management . IAP. Smeds, R. (1994) 'Managing Change towards Lean Enterprises,' International Journal of Operations & Production Management , 14(3), pp. 66–82. https://doi.org/10.1108/01443579410058531. Walker, J.W. (2017) 'Human resource planning,' in Routledge eBooks , pp. 73–94. https://doi.org/10.4324/9781315256894-16 .

23. Appendices Objective Action Critical Success Measure Target Completion Date Further developing the competencies and qualities to formulate the directions for followers Completing the leadership development program Completion of assessment surveys Providing the superiors with an evaluation report 31 st May 2024 Delegating task responsibilities to the followers during the meetings Formal and informal appraisal of the successfulness of the task 30 th June 2024 Contributing to my capabilities in setting a vision for my organization and reach this vision via accomplishable targets Completing the leadership development program Completing the assessment surveys Providing the superiors with an evaluation report 31 st May 2024 Communicating the strategic vision and targets of the company to the followers Building a team of staff members Conducting a survey among the teammates 31 st July 2024 Widening my comprehension of leadership Completing the leadership development programs Completing the assessment surveys Providing the superiors with an evaluation report 31 st May 2024 Observing and learning from more experienced leaders via the attainment of their meetings Assuring that I have joined all prevailing meetings. 31 st July 2024