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Managing in Practice - Doc

   

Added on  2021-04-21

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Running head: MANAGING IN PRACTICEManaging in PracticeName of the University:Name of the Student:Authors Note:
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1MANAGING IN PRACTICE Table of ContentsNarrowing down the issues, that Aurecon, Singapore faces...........................................................2Research objective...........................................................................................................................2Restating the research question.......................................................................................................2Ways to try out the real reasons......................................................................................................3Limitation of the framework............................................................................................................4Limitations of PESTLE, 5 forces and SWOT...................................................................................4Additional research on the context..................................................................................................5Concluding VUCA..........................................................................................................................7Why VUCA is relevant to the research questions stated above?.....................................................77s framework...................................................................................................................................8Why 7s framework is relevant to research question stated above...................................................9Dynamic Capabilities.......................................................................................................................9Other organizations that face the similar issues as Aurecon, Singapore......................................10Conclusion.....................................................................................................................................10References......................................................................................................................................12
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2MANAGING IN PRACTICE IntroductionThe following report provides an in-depth understanding about how managementchallenges need to be resolved with different strategic management tools and framework. In thisassessment, the research problems have narrowed down the research problems that Aurecon,Singapore, faces. The study is concentrating widely on the Singapore market to understand theeffects of the external forces. The report also pays attention to the gaps found in the strategictools such as PESTLE used in the assignment one and provides justification to those gaps. Inaddition, the assessment also provides a more detailed research on the issues considering fewstrategic framework such as dynamic capabilities, 7s framework. The assessment involves a clearjustification behind why the new frameworks are relevant to the issues faced by Aurecon,Singapore. The major purpose of the report is to conduct an intensive analysis to identify recentmanagement challenges and ways to deal with management challenges. Narrowing down the issues, that Aurecon, Singapore facesResearch objective To develop a suitable talent management strategy for intensifying a strong pool of talentRestating the research questionHow can Aurecon, Singapore deal with its organization’s talent management tointensify a strong pool of talent?The assessment 1 indicates that organization Aurecon, Singapore faces an internal issueof managing talent. Al Ariss, Cascio and Paauwe (2014) conducted a research and found thatengineering, designing and consultancy sector in Singapore observed a significant lack in
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3MANAGING IN PRACTICE regional talents, which means there is a scarcity of key human resources. On the other side, asthe demands of consulting opportunities are increasing both in domestic and global environment,it has become difficult for Aurecon, Singapore to keep and manage its existing talents. Inaddition, Aurecon, Singapore is one of the growing companies but not a fully established;thereby, it is not able to keep its talents in place by providing training and developmentprograms, which further limits the career growth opportunities for employees. On the other side,Armstrong and Taylor (2014) performed a study on global talent management and revealed thatlarge organizations due to their strengths and abilities tend to hire talents from the globalenvironment to resolve their management challenges. More specifically, from the talentmanagement article of Benitez-Amado, Llorens-Montes and Fernandez-Perez (2015), it wasfound that the large engineering and consulting group ECAS Pvt Ltd, hired human resourcesfrom Canada and Malaysia to fill out the gaps in its talents. Nonetheless, it is certainly not easyfor small and medium size firms such as Aurecon, Singapore Group to hire talents from globalconsulting market. So, the scenario including both internal and external environment implies thatAurecon, Singapore faces challenges in managing its key talents. Thus, the stated researchquestion is based on the issues Aurecon, Singapore faces and it provides the scope for ways todeal with those issues. Ways to try out the real reasons The above paragraph states few issues that Aurecon, Singapore Group faces with respectto talent management. The current scenario of Aurecon, Singapore mentioned above is achallenge because a scholarly research performed by Cappelli and Keller (2014), signifies thatcompared to other growing organizations such as Alpha Consulting Pvt ltd, Aurecon, SingaporeGroup is lagging behind in terms of talent management. The way of comparing talent
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