Competitive strategy for the Commission on Human Rights

• Main Author: Antazo, Benedicto G.
• Format: text
• Language: English
• Published: Animo Repository 1997
• Subjects: Business Administration, Management, and Operations
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/2076
• Institution: De La Salle University

Competitive strategy is a new development in strategic management that is equally applicable to organizations like the Commission on Human Rights (CHR), an independent constitutional human rights protection body. Its applicability draws from the analogous circumstances of competition which likewise confronts the CHR as it takes on political and social elements opposing the primacy of human rights. Within the framework of competitive strategy, the Commissions target clientele is defined by matrix of buyer-based and product-based segmentation variables. The former consist of groups where intervention is expected either to create immediate impact, short-term impact, or long-term impact and which are further segmented into type of distribution system (direct-selling or channel selling), generic type of channels (government or private), and specific type of channels (government organizations/institutions, Barangay Human Rights Action Centers, non-government organizations/institutions, peoples organizations, and the media). These arrayed against current CHR programs and services, the segmentation process yielded a total of twenty-two industry segments the Commission is presently serving. This makes the CHR in fact a broadly-targetted competitor. Upon analysis of CHR value activities by programs and services, five business units emerged: Mobilization Program • Investigation Service Assistance Service Legislative Research and Liaising Program Human Rights Instruments Monitoring Program Two related strategies were proposed: differentiation strategy and horizontal strategy. Prior to pinpointing of sources of differentiation, reconfiguration was done on five CHR value chains to enhance differentiation. Then, sources of differentiation were identified-numbering eighty-seven. These sources involve links upstream and downstream, as well as within the Commissions a value chains. Horizontal strategy, on the other hand, was proposed in view of the Commissions diversified nature. To effect the differentiation and horizontal strategies, the recommendation include the adoption of horizontal structure, systems, and human development practices that go along with them, the building up of interpersonal skills among managers, and fostering a personal relationship-oriented management style responsive to the needs of business unit interrelationships. Finally, as a superordinate goal, it was suggested that the Commission train its sight beyond the bounds of current operations into the global arena where it could set the tone for global action against the enemies of human rights.