COMPARATIVE ADVANTAGE
Presented by: Micaella Ryza Dela Cruz
Possession of infrastructure assets
brings about a comparative
advantage to organization
1. A streamlined organizational structure
-makes communication between management
and employees easier because it eliminates
bureaucracy. As a result, job tasks and projects
are completed faster.
2. Organizational cultures aptly create
infrastructure advantage in the following
ways:
•A juxtaposition of personal, organizational,
and universal beliefs, attitudes, and values
brings about a corporate milieu that is
characterized both by divergence and by
commonality of purpose.
•Diverse interests and expectations among
members in organizations are realities
•When management philosophies contextualize
organizational thrust, they inevitably accentuate
organizational rationale and infuse substance to
its existence. expectations
•Ethical practices adopted in organizations are
viewed as infrastructure assets.
3. With high involvement work practices,
managerial and functional processes are
guided by quality management systems,
the organization inevitably possesses
intellectual capital.
•High involvement work' practices have a
substantial and positive impact on
organizational performance.
•Managerial and functional processes are
both administrative and operational
•When functional processes are trouble-free and
cost-effective, operational costs
are greatly minimized, and consequently,
profitability is increased.
•The adoption of quality standards includes having an
agreed quality philosophy, a quality policy, quality
management systems, continuous quality assurance,
and periodic quality control.
3. As the principal catalyst of change,
information technology has brought about
radical transformations in the global
skyline.
•A database of human resource skills and
competencies facilitates accurate matching of
employee abilities
•A database of customers allows
organizations to anticipate consumer needs
and requirements and be ahead of its
competitors
•A database of suppliers monitors inventory
requirements, determines lead-time and
delivery dates, and checks quality and
quantity of raw materials delivered with
precision;
• A database of buyers helps organizations
to create timely "switching costs." This
versatility helps sustain the loyalty of the
buyers.
STRATEGIC ASSET MANAGEMENT
INTELLECTUAL PROPERTY
OWNERSHIP ASSET MONOPOLY
HUMAN RESOURCES
ASSET LEVERAGE
MARKET ASSETS DOMINANCE
INFRASTRUCTURE COMPARATIVE
ASSETS ADVANTAGE
FACETS OF ASSET MANAGEMENT STRATEGIES
COMPETENCY LEARNING
ASSET MANAGEMENT STRATEGIES
STRATEGIC STRATEGIC
ENHANCEMENT ENHANCEMENT
Precise and clear job descriptions result in
the following benefits:
1. Provide employees a performance framework
with respect to requisite knowledge, skills, and
attitudes.
2. Assure management that employees
performing definite job tasks possess the
necessary competencies.
3. Streamline organizational management in
terms of ill-equipped employees,
redundancy,
low productivity, and cost-related wastes
related to inefficiency and ineffectiveness.
4. Serve as bases for evaluating work output
for reward and promotion purposes,
monetary, or otherwise.
5. Provide the blueprint for preparing and
conducting recruitment, selection, hiring, and
training development programs. Thus, only
employees with "the right fit" are recruited and
hired. Efforts are directed toward proactivity,
differentiation, innovation, smart strategies,
productivity, effectiveness, and competitive
advantage. Accordingly, organizations become
productive.
6. Allow young people possessing
competencies to move up the corporate ladder
faster than those who are inept and deficient.
As compared in the past, seniority will not be a
priority anymore. This is the new evolving
paradigm on competency learning.
CLASSIFICATIONS OF COMPETENCIES
CORE
FUNCTIONAL
MANAGERIA
L
1. Core competencies are basic. They include all
fundamental competencies expected of every
employee. They are minimum requirements set by
the organization.
2. Functional competencies are expected of
employees performing job functions in marketing,
production, human resource, technology, and
finance. Possession of functional competencies
assumes having the core competencies.
3. Managerial competencies are administrative
and attitudinal in nature. They include
competencies in planning, organizing,
delegating, staffing, and monitoring, as well as
people skills, leadership, and behavioral
maturity.
Strategic Enhancement: "Widening the
Horizon"
1. Maximize the reach of the organization's
infrastructure technology. Computers are perfect
mediums for broadening new business possibilities.
2. Corporate entities need to appreciate the business
value of knowledge, information, and communication
technology.
3. Continuously conduct formal and informal
types of training. Training is a good source of
knowledge generation and enhancement.
4. Systematize a process of enriching job pathing
of employees beginning from being starters with
zero or negligible knowledge to becoming
learners through supervised apprenticeship; from
being performers with average output to
becoming masters and excelling as experts.
5. Empower employees to reach sustainable self-
development by promoting valuable knowledge,
rewarding those who unselfishly share their
knowledge to others and to the organization.
6. Interact with experts who have proven their
worth and expertise in their specialized fields.
6. Interact with experts who have proven their
worth and expertise in their specialized fields.
7. Prepare programs for employees leading to
attitudinal change.
8. Provide access to needed resources.
9. Broaden networking through strategic
alliances, which can come from within and from
the outside.
10. Analyze cultures.
