آينده نگري در طراحي مدل بومي سنجش "مراوده استراتژيك

Designing a model for assessment of “strategy communication” (Human resource linked to strategy

بررسي ها و تحقيقات دهه اخير نشان مي دهد كه يكي از اصلي ترين دلايل شكست سازمانها در تدوين و اجراي برنامه هاي استراتژي، عدم انتقال و اتصال آن به كاركنان، يا به عبارتي عدم همسويي سرمايه انساني با استراتژي است. مجموعه تلاش هايي كه در زمينه انتقال و اتصال استراتژي به كاركنان صورت مي گيرد, اصطلاحا مراوده استراتژيك اطلاق مي شود. بررسي ادبيات موضوع و پيشينه تحقيق، حاكي از فقدان مدل بومي منسجم در زمينه سنجش مراوده استراتژيك در بافت صنعت كشور از جمله خودرو مي باشد. مساله اصلي تحقيق حاضر، شناسايي زيرمولفه ها و طراحي اين مدل بومي باشد. لذا هدف اصلي تحقيق، احصاء مولفه هاي مراوده استراتژيك و روابط كلي حاكم ميان آنها و تبديل آن به مجموعه ابزارهاي سنجش مراوده استراتژيك مي باشد. روش تحقيق حاضر، استفاده از شيوه تلفيقي (Mix Method) مشتمل بر تركيب روشهاي كمي و كيفي مي باشد.. يافته هاي تحقيق نشان مي دهد موارد بسيار ويژه اي براي موفقيت تلاشهاي مراوده استراتژيك در صنعت كشور حائز اهميت است كه از ميان مهم ترين آنها مي توان به تناسب فرهنگ سازماني با استراتژي سازمان و مديريت فرهنگي برنامه هاي تحول (در حوزه مشاركت استراتژيك)، اطلاع از استراتژي هاي فرادستي و شركاي تجاري (در حوزه آگاهي استراتژيك)، و ثبات مديريت و سبك رهبري تحول آفرين (در حوزه باور استراتژيك) اشاره نمود.

Reviews and investigations over the past decade shows that one of the main reasons for organizations fail in their efforts to develop and implement their strategies is failure to transfer and connect it to the staff, or in other word to lack of alignment between human resource management (HRM) and strategy. The Collection of efforts which are made to transfer and connect strategy to employees could be called as “Strategy communication”. Strategy communication consists of three elements which are: Strategy awareness, Strategy involvement, and strategy belief. A review of literature and research background reflects lack of a comprehensive customized model for assessing strategy communication in the context of country industries including automotive industry. The main research question is to identify and design subcomponent of the basic conceptual model of strategy communication which can be extracted from the research background. Therefore, the aim of thisstudyis to recognize components of strategic communication and dominant relations between them in the automotive industry of the country and turn it into a strategic communication evaluation toolbox. The current research method is mix method that involves using a combination of qualitative and quantitative methods. The design phase of communication model, expert’s interviews and content analysis template (coding and categorization) were applied and the pattern of Scott has been used as validation method. The findings show that in addition to strategic communication subcomponent that were detected in the review of literature and library reviews and research background, there are very special factors affecting the success of strategy communication efforts in the context of automotive industry among which we can mention: Continental Alignment between organizational culture with organizational strategy and managing cultural change plans (In the strategic involvement element), Being informed of upper stakeholders’ policy and strategy of international partners (In the strategic awareness element) and finally management consistency and transformational leadership style partners (In the strategic belief element)