Fundamentals of Talent Management

2017 ◽  
pp. 260-282 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Development ◽  
Global Economy ◽  
Continuous Process ◽  
Talent Management ◽  
Business Environment ◽  
Business Leaders ◽  
Emerging Trends ◽  
Related Development ◽  
Strategic Goals ◽  
Hr Managers

This chapter explains the overview of talent management (TM); the characteristics of global talent management (GTM); TM and human capital; TM and career development; the emerging trends of TM in the modern workforce; and the significance of TM in the digital age. TM is a continuous process that involves sourcing, hiring, developing, retaining, and promoting talented employees while simultaneously meeting organization's requirements. TM involves individual and organizational development in response to a rapidly changing business environment. The best TM plans should be effectively aligned with organization's strategic goals and business needs. Business leaders who implement the best TM processes are more prepared than their competitors to compete in the global economy and quickly capitalize on new opportunities. Executives and HR managers need to support the TM-related development of their talented employees to make necessary progress in the modern workforce.

scholarly journals Algorithm for developing and implementing enterprise strategy

2021 ◽  
Vol 2 (99) ◽  
pp. 302-309
Author(s):  
N. O. Blenda ◽  
◽  
I. I. Cherneha
Keyword(s):  
Development Strategy ◽  
Internal State ◽  
Continuous Process ◽  
External Environment ◽  
Business Environment ◽  
Strategy Development ◽  
Enterprise Strategy ◽  
Strategic Development ◽  
Strategic Goals ◽  
Projected Changes

The article examines the theoretical and methodological foundations and existing approaches to the process of developing an enterprise development strategy. It is established that the procedure of development and implementation of development strategy is a debatable issue among scientists, who determine different methodological approaches to the main stages of strategy development and implementation, components of this process, the relationship and interdependence between them. Based on the research, we propose to identify three stages of the strategy development process, combining 8 phases. The first stage - preparatory or analytical, includes a step-by-step comprehensive strategic analysis of the external and internal environment. The second stage defines the process of strategy development, which includes 4 phases: formulation of the mission; substantiation of strategic goals and determination of strategic gap; development of alternative strategies taking into account the limitations and possible risks, identification of promising and priority areas of development; choice of development strategy. The third stage - the realization of the strategy combines the stages of implementation of the strategy, its evaluation, and adjustment in accordance with unforeseen changes in the external environment. The defined stages of strategy development characterize the current state of the object, the forecasted goals of its development, and actions to achieve them. An important stage in developing a strategy is analytical. It determines the internal state of the system and its necessary changes, in accordance with the projected changes in the external environment, to achieve certain strategic goals. In general, the strategic development of the enterprise is a continuous process of formation and implementation of management decisions aimed at ensuring the strategic dynamism and effective operation in conditions of increased complexity and unpredictability of the business environment.

scholarly journals Global Economy Crisis and its Impact on Operational Container Carrier’s Strategy

2018 ◽  
Vol 30 (2) ◽  
pp. 187-194
Author(s):  
Vladimir Jerebić ◽  
Stanislav Pavlin
Keyword(s):  
Problem Solving ◽  
Global Economy ◽  
Management Strategies ◽  
Business Environment ◽  
Market Potential ◽  
Container Shipping ◽  
Freight Rates ◽  
New Business ◽  
Cyclic Changes ◽  
Economic And Financial Crisis

The shipping market is an economic derivative of global production and trade, being precariously subject of their cyclic changes, depressions and expansions. This paper analyses the condition of global container shipping market, caused by long-lasting economic and financial crisis that begun in 2008, but is still much visible within the container industry, particularly through overcapacity and low freight rates. It also deals with major changes of maritime container carrier’s management strategies, development and application of advanced transportation, technological, technical, economical, organizational and commercial measures in order to adapt and cope with new business environment. Finally, an attempt is made to forecast the market, potential difficulties and to propose problem-solving measures.

The Rise of Transnational Corporations from Developing Countries in the Second Half of the 20th Century

Istoriya ◽  
2021 ◽  
Vol 12 (11 (109)) ◽  
pp. 0
Author(s):  
Alexey Kuznetsov
Keyword(s):  
Developing Countries ◽  
Foreign Direct Investment ◽  
Direct Investment ◽  
Global Economy ◽  
World Order ◽  
Developed Countries ◽  
Global South ◽  
Business Environment ◽  
Outward Foreign Direct Investment ◽  
Foreign Direct Investment Stock

The article highlights three stages of the formation of multinationals from developing countries. Although first Argentine TNCs appeared at the turn of the 19th — 20th centuries, in the majority of the Global South countries TNCs appeared in the 1960s — 1980s. With the collapse of the bipolar world order, which in many developing countries was accompanied by significant internal political and economic transformations, the second stage of foreign expansion of TNCs from the Global South began. Indeed, in 1990 they accounted for 6 % of global outward foreign direct investment stock, while the figure was 10 % by the end of 2005. We date the beginning of the third stage to the financial and economic crisis of 2007—2009, since multinationals from developing countries as a whole are more successfully overcoming the period of turbulence in the global economy. By the end of 2020, they accounted for 22 % of global outward foreign direct investment stock, and during the COVID-19 pandemic crisis they generally exported more than 50% of the capital. The modern foreign expansion of such TNCs has many reasons, differs greatly from country to country, and often differs slightly from the specifics of Western multinationals. At the same time, initially, “late internationalization” in developing countries had two main vectors — the use of new opportunities for South — South cooperation and overcoming, through the creation of subsidiaries in highly developed countries, the shortcomings of the business environment of “catching up” countries.

scholarly journals The Relationship of Talent Management and Organizational Development with Job Motivation of Employees

2016 ◽  
Vol 64 (2) ◽  
pp. 653-662 ◽  
Author(s):  
Parvaneh Rastgoo
Keyword(s):  
Health Services ◽  
Organizational Development ◽  
Educational Research ◽  
Pearson Correlation ◽  
Talent Management ◽  
Medical Sciences ◽  
Statistical Population ◽  
Research Student ◽  
Job Motivation ◽  
The Relationship

The present research was aimed to the study the relationship between talent management and organizational development and job motivation of the employees in educational, research, student, and cultural deputies of Bushehr University of medical sciences and health services. The method of this research was practical in terms of objectives, descriptive-correlational in terms of data collection method. The statistical population of the research was the entire employees in educational, research, student, and cultural deputies of Bushehr University of medical sciences and health services (consisted of 301 individuals) among whom 170 individuals were chosen as sample size using Morgan table and simple random sampling method. In order to collect data, the three standard questionnaires of Talent management of Oheley (2007), organizational development of Peter Lok and John Crawford (2001), and job motivation of Herzberg (1965) were used. In order to evaluate the reliability of the questionnaires, Cronbach’s alpha coefficient was used, and the value of this coefficient was higher than 0.7 for each of the questionnaires. For evaluation of the validity, the content validity was used, and for this regard, the questionnaires were confirmed by the related experts. The analysis of the obtained data was performed through SPSS software in two parts of descriptive and inferential (Kolmogorov-Smirnov test, Pearson correlation test and multiple regression). The research findings indicated that there is a positive and significant relationship between talent management and organizational development and job motivation of teachers.

scholarly journals Family Businesses in Global Economy and Evaluating their Financial Health Using Bankruptcy Models

2021 ◽  
Vol 129 ◽  
pp. 03031
Author(s):  
Maria Truchlikova
Keyword(s):  
Financial Distress ◽  
Global Economy ◽  
Agricultural Sector ◽  
Prediction Models ◽  
Predictive Accuracy ◽  
Value Added ◽  
Business Environment ◽  
Bankruptcy Prediction ◽  
Family Businesses ◽  
Financial Health

Research background: Predicting and assessing financial health should be one of the most important activities for each business especially in context of turbulent business environment and global economy. The financial sustainability of family businesses has a direct and significant influence on the development and growth of the economy because they still represent the backbone of the economy and play an important role in national economies worldwide accounting. Purpose of the article: We used in this article the financial distress and bankruptcy prediction models for assessing financial status of family businesses in agricultural sector. The aim of the paper is to compare models developed by using three different methods to identify a model with the highest predictive accuracy of financial distress and assess financial health. Methods: The data was obtained from Finstat database. For assessing the financial health of selected family businesses bankruptcy models were used: Chrastinova’s CH-Index, Gurcik’s G-Index (defined for Slovak agricultural enterprises) and Altman Z-score. Findings & Value added: This article summarizes existing models and compares results of assessing financial health of family businesses using three different models.

Towards a Systemic Approach to Business

2021 ◽  
Vol 14 (4) ◽  
pp. 450-459
Author(s):  
Ram Ramanathan
Keyword(s):  
Cultural Values ◽  
Business Leaders ◽  
Systemic Approach ◽  
Family Obligations ◽  
Angel Investor ◽  
Professional Management ◽  
Emerging Trends ◽  
Corporate Leader ◽  
The One ◽  
Over 40 Years

Ram’s career has spanned over 40 years, during which he has donned multiple avatars: corporate leader (CEO), business builder, government advisor, angel investor and runaway monk internship. He is presently a systemic leadership coach. In this article, he argues that Indian leaders are schizophrenic. On the one hand, they are torn between the inherited cultural values of harmony and family obligations, and on the other hand, a product of imbibed Western B-School concepts of professional management and profit above all else. This dichotomy leads to hypocrisy and duplicity in Indian business. This is evidenced by treating people as means to an end rather than resources, much talked about, but not practised. Unlike their more forthright Western counterparts, who make no bones about profit making, Indian business leaders pretend to be of service to society and the system; yet acting only for personal gains of wealth and power through manipulation and lack of transparency. Ram shares his experiences on Indianness and the Indian business leaders. He explores where the hypocrisy may possibly emanate from, how this behaviour is at odds with changing generational needs and what are the likely fallouts even while pointing to emerging trends of systemic approach moving from diversity to unity, built on people engagement and collaborative teamwork in leadership. Indian companies and leaders, he argues, have what it takes to be far better and greater than they are now.

Leisure Time Marketing in the Context of the Entertainment Industry

2014 ◽  
pp. 1338-1355
Author(s):  
Ozgur Cengel ◽  
Yaman Oztek
Keyword(s):  
Leisure Time ◽  
Business Environment ◽  
Effective Field ◽  
Theory And Practice ◽  
Entertainment Industry ◽  
Target Market ◽  
Field Of Study ◽  
Emerging Trends ◽  
Categorization Model

Leisure time marketing is a big concern and an effective field of study in today's business environment due to the fact that emerging trends and applications may be applied. In this chapter, the concept of leisure time marketing is being revealed as well as its importance to marketers. Evidence from literature is included in this manner. In addition, several initiatives and implications have been debated by the putting the main focus on theory and practice of leisure time activities. Emerging marketing aspects and strategies are introduced as a means to satisfy the need of the target market in this field of study. Competitive dimensions of leisure time marketing are also noted in an attempt to meet the goal of exceeding the expectations of the market and its dynamics. Finally, a leisure time marketing categorization model is discussed.

A Model for Improving the Adoption of Sustainability in the Context of Globalization and Innovation

2012 ◽  
pp. 500-521 ◽  
Author(s):  
David L. Rainey
Keyword(s):  
Sustainable Development ◽  
Global Economy ◽  
Driving Forces ◽  
Business Environment ◽  
Leading Change ◽  
Negative Effects ◽  
Strategic Innovation ◽  
Doing Business ◽  
Regional Markets ◽  
Global Corporations

This chapter presents the foundations of a conceptual model for connecting the key elements necessary for corporations to adopt sustainability in the context of the global economy and strategic innovation. While there are numerous theories and practical methods for managing in a national or even regional markets, most of them lack the sophistication necessary for leading change in a global business environment. With the advent of globalization, the complexities of doing business on a global basis have increased dramatically over the last two decades. While sustainability involves many perspectives, strategies, actions, and management constructs, the chapter focuses on how global corporations employ strategic innovations in response to the driving forces in the global economy and how they can improve their level of management sophistication in a turbulent business environment. The model incorporates the concepts of sustainability and sustainable development in creating the solutions, systems and structures for doing business in the global economy. It focuses on strategic innovations that provide more positive aspects and fewer negative ones. Sustainability and sustainable development are based on proactive strategies and actions that exceed expectations and outperform peers and competitors alike. Strategic innovations are dramatic changes that have the potential to create dramatic new solutions that create exceptional value and eliminate or reduce negative effects and impacts. Strategic innovations include radical technological innovations, business model innovations, product developments, and organizational developments that are game changers.

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