Abstract
Planning develops a foundation for management elements and a process that organizations combine all their activities and efforts related to their intended purposes, the way to achieve them, and how to pass these ways. The aim of this paper is to present scientific research about the applicability and efficiency of two strategic management tools including the analysis of value chain and stakeholder analysis in the public organizations and to suggest that strategic tools such as value chain analysis used in public organizations need to adapt themselves to presupposed conditions in order to maximize the effect of them for understanding the conditions. These studies suggest that the strategic analysis of relations that make up all or part of organizations’ values is less important if their complex relationships are mutually interdependent and unclear. This study tries to apply two models including value chain analysis and stakeholder analysis in the similar way to show that how strategic understanding increases as result of coexistence. Therefore, management should have a proper planning for its all resources. One of these resources which is strategic for organizations is human resources which are the important component for strategic planning. Some factors have caused a new approach in the strategic human resources’ planning, however; this kind of planning is not used completely in organizations due to some limitations.
1. Introduction
The use of strategic tools in the private sectors has a long history illustrates their usefulness in strategic domain (Frost 2003; Hussey 2002; Orndoff 2002; Poister, 2005; Sharma, 1999). It also sheds more light on context pecificity of such tools and their migration from the private to the public sector. The necessity for the careful adaptation of standardized private sector models when applied in the public sector is demonstrated in this work. Effective strategic management in public sectors requires the application of private sector’s tools in public sector’s activities which is often measured against target outcomes (Al Hijji, 2014; Yu, 2003).
5. Concluding
Remarks Human resource is the most valuable factor of production and the main source of competitive advantage. Humanistic factor is considered as a strategic resource for organizations; therefore, human resource planning is a part of strategic planning. The foundation of Human resource planning is recognizing the assumptions that decisionmakings are based on it and in the case of proper prediction and good judgment the expected goals realize. Recognizing the present external and internal conditions or SWOT which affecting the organization's activities in order to face the future is the subject of investigating in strategic planning realm. Therefore, evaluation of different pattern and models of human resource planning and making optimal use of them in organizational planning will be fruitful.
