{"id":510,"date":"2019-07-29T18:08:11","date_gmt":"2019-07-29T18:08:11","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/?post_type=chapter&#038;p=510"},"modified":"2024-04-24T23:20:59","modified_gmt":"2024-04-24T23:20:59","slug":"strategic-analysis","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/chapter\/strategic-analysis\/","title":{"raw":"Strategic Analysis","rendered":"Strategic Analysis"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Describe strategic analysis<\/li>\r\n<\/ul>\r\n<\/div>\r\n<span style=\"font-size: 1rem; text-align: initial; color: #373d3f;\">Seneca, a Roman philosopher, statesman, and dramatist said\u00a0<\/span>\u201cIf a man does not know to what port he is steering, no wind is favorable to him.\u201d This quote is\u00a0<span style=\"font-size: 1rem; text-align: initial; color: #373d3f;\">as applicable to strategic planning as it is to sailing\u2014or any other initiative. As an organization, you need to have a common\u00a0<\/span><span style=\"font-size: 1rem; text-align: initial; color: #373d3f;\">mission or purpose and an associated operating framework, which includes your culture and core values. In order to create this framework, you need to conduct a situational analysis. In other words, you have to figure out what is important to your organization.\u00a0<\/span>\r\n\r\n<span style=\"font-size: 1rem; text-align: initial; color: #373d3f;\">An organization\u2019s mission is its purpose or reason for existence, something that Simon Sinek, best-selling author and inspirational speaker, refers to as its \u201cwhy.\u201d In one of his most famous TedTalks, emphasizes\u00a0<\/span>that \u201cpeople don\u2019t buy what you do, they buy why you do it.\u201d[footnote]Sinek, Simon. \"<a href=\"https:\/\/www.ted.com\/talks\/simon_sinek_how_great_leaders_inspire_action?language=en\" target=\"_blank\" rel=\"noopener\">How Great Leaders Inspire Action<\/a>.\" TEDxPuget Sound. September 2009. Accessed July 29, 2019.[\/footnote] And this notion of having \"a Why\" applies to your consumers, employees, candidates and stakeholders broadly. Sinek claims that your \u201cwhy,\u201d\u00a0 explains why you do business in the manner that you do as an organization.\r\n<div class=\"textbox key-takeaways\">\r\n<h3>Learn More<\/h3>\r\nYou can watch Sinek\u2019s full talk here: \u201c<a href=\"https:\/\/www.ted.com\/talks\/simon_sinek_how_great_leaders_inspire_action?language=en\">How Great Leaders Inspire Action<\/a>\u201d\r\n\r\n<\/div>\r\n<h2><img class=\"alignright wp-image-691\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/07\/05232726\/ian-schneider-TamMbr4okv4-unsplash-1024x684.jpg\" alt=\"Aerial photograph of two people standing on the sidewalk. They are only shown from the hips down. On the sidewalk are the words &quot;Passion led us here.&quot;\" width=\"400\" height=\"267\" \/>Core Values<\/h2>\r\nCore values are the formal expression of the organization\u2019s beliefs and what it values\u2014an expression of the organization\u2019s personality and a guide for organizational and individual behavior. Consider the United States National Park Service\u2019s explanation: \u201cWe have an entire universe of values, but some of them are so primary, so important to us that [throughout] the changes in society, government, politics, and technology they are STILL the core values we will abide by. In an ever-changing world, core values are constant.\u201d[footnote]\"<a href=\"https:\/\/www.nps.gov\/training\/uc\/whcv.htm\" target=\"_blank\" rel=\"noopener\">What Are Core Values?<\/a>\" National Park Service. Accessed July 29, 2019.[\/footnote].\u00a0Thus, core values are not just operating practices or business policy for your employees, they help guide or inform employees' practices and\/or policy decisions.\r\n\r\nAs the IKEA example in the <a href=\"..\/chapter\/why-it-matters-the-role-of-human-resources\/\" target=\"_blank\" rel=\"noopener\">Why It Matters section of Module 1<\/a> illustrated, core values articulate what an organization stands and thus inform a range of business decisions, including termination. Culture is how management and employees actually behave\u2014including whether\/how policies and practices are enforced. The lived culture may or may not reflect the stated values; if there\u2019s a disconnect, the culture will undermine efforts to achieve the mission. As management guru Peter Drucker famously said (or not): \u201cCulture eats strategy for breakfast.\u201d[footnote]Cave, Andrew. \"<a href=\"https:\/\/www.nps.gov\/training\/uc\/whcv.htm\" target=\"_blank\" rel=\"noopener\">Culture Eats Strategy for Breakfast. So What's for Lunch?<\/a>\" Forbes. November 9, 2017. Accessed July 29, 2019.[\/footnote]\r\n\r\nThe final step in this stage is conducting a strategic or situation analysis. Although there are a number of strategic analysis tools that are valuable under different circumstances, the essential situational analysis tool is the SWOT analysis. This tool is a variation on a model developed by management consultant Albert Humphrey, who led a Stanford University team researching how to improve corporate planning effectiveness.[footnote]Morrison, Mike. \"<a href=\"https:\/\/rapidbi.com\/swotanalysis\/\" target=\"_blank\" rel=\"noopener\">SWOT Analysis (TOWS Matrix) Made Simple.<\/a>\" RapidBi. Accessed July 29, 2019.[\/footnote] The approach the team developed was referred to as a \u201cSOFT\u201d analysis, based on the following logic: \u201cWhat is good in the present is Satisfactory, good in the future is an Opportunity; bad in the present is a Fault and bad in the future is a Threat.\u201d[footnote]Ibid.[\/footnote]\r\n\r\nAs illustrated in Figure 1, the acronym \u201cSWOT\u201d stands for strengths, weaknesses, opportunities and threats. Strengths and weaknesses are based on internal factors and summarize the organization\u2019s position relative to the competition. Opportunities and threats are factors external to the organization\u2014favorable or unfavorable conditions, to use the sailing analogy. For example, to identify strengths and weaknesses, consider the organization\u2019s position relative to the competition on key financial, human and operating dimensions such as leadership expertise, workforce skills, brand and financial strength, capacity for innovation, strategic networks and marketing and distribution infrastructure. To identify opportunities and threats, consider the organization\u2019s exposure to pending legislation, emerging technologies, societal trends and geopolitical or environmental risks to facilities, personnel or supply chains.\r\n\r\n[caption id=\"attachment_3912\" align=\"aligncenter\" width=\"502\"]<img class=\"wp-image-3912\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images-archive-read-only\/wp-content\/uploads\/sites\/1505\/2016\/01\/04105049\/SWOT-Analysis-Graphic-01-869x1024.jpg\" alt=\"SWOT Analysis is made of external and internal factors. External factors are opportunities and threats. They include technology, competition, economic, political, legal, social trends. Internal factors are strengths and weaknesses. They include financial, technical, competition position, human resources, product line.\" width=\"502\" height=\"591\" \/> Figure 1. SWOT Analysis[\/caption]\r\n\r\nThe objective of the exercise is to identify factors that influence success or failure and to incorporate them into strategic planning. Thus, conducting a situation analysis positions an organization to capitalize on opportunities, manage risk and results in a more realistic and achievable goals and objectives.\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/a6bba036-3001-4931-9426-81dc5f055f84\r\n<\/div>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Describe strategic analysis<\/li>\n<\/ul>\n<\/div>\n<p><span style=\"font-size: 1rem; text-align: initial; color: #373d3f;\">Seneca, a Roman philosopher, statesman, and dramatist said\u00a0<\/span>\u201cIf a man does not know to what port he is steering, no wind is favorable to him.\u201d This quote is\u00a0<span style=\"font-size: 1rem; text-align: initial; color: #373d3f;\">as applicable to strategic planning as it is to sailing\u2014or any other initiative. As an organization, you need to have a common\u00a0<\/span><span style=\"font-size: 1rem; text-align: initial; color: #373d3f;\">mission or purpose and an associated operating framework, which includes your culture and core values. In order to create this framework, you need to conduct a situational analysis. In other words, you have to figure out what is important to your organization.\u00a0<\/span><\/p>\n<p><span style=\"font-size: 1rem; text-align: initial; color: #373d3f;\">An organization\u2019s mission is its purpose or reason for existence, something that Simon Sinek, best-selling author and inspirational speaker, refers to as its \u201cwhy.\u201d In one of his most famous TedTalks, emphasizes\u00a0<\/span>that \u201cpeople don\u2019t buy what you do, they buy why you do it.\u201d<a class=\"footnote\" title=\"Sinek, Simon. &quot;How Great Leaders Inspire Action.&quot; TEDxPuget Sound. September 2009. Accessed July 29, 2019.\" id=\"return-footnote-510-1\" href=\"#footnote-510-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a> And this notion of having &#8220;a Why&#8221; applies to your consumers, employees, candidates and stakeholders broadly. Sinek claims that your \u201cwhy,\u201d\u00a0 explains why you do business in the manner that you do as an organization.<\/p>\n<div class=\"textbox key-takeaways\">\n<h3>Learn More<\/h3>\n<p>You can watch Sinek\u2019s full talk here: \u201c<a href=\"https:\/\/www.ted.com\/talks\/simon_sinek_how_great_leaders_inspire_action?language=en\">How Great Leaders Inspire Action<\/a>\u201d<\/p>\n<\/div>\n<h2><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-691\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/07\/05232726\/ian-schneider-TamMbr4okv4-unsplash-1024x684.jpg\" alt=\"Aerial photograph of two people standing on the sidewalk. They are only shown from the hips down. On the sidewalk are the words &quot;Passion led us here.&quot;\" width=\"400\" height=\"267\" \/>Core Values<\/h2>\n<p>Core values are the formal expression of the organization\u2019s beliefs and what it values\u2014an expression of the organization\u2019s personality and a guide for organizational and individual behavior. Consider the United States National Park Service\u2019s explanation: \u201cWe have an entire universe of values, but some of them are so primary, so important to us that [throughout] the changes in society, government, politics, and technology they are STILL the core values we will abide by. In an ever-changing world, core values are constant.\u201d<a class=\"footnote\" title=\"&quot;What Are Core Values?&quot; National Park Service. Accessed July 29, 2019.\" id=\"return-footnote-510-2\" href=\"#footnote-510-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a>.\u00a0Thus, core values are not just operating practices or business policy for your employees, they help guide or inform employees&#8217; practices and\/or policy decisions.<\/p>\n<p>As the IKEA example in the <a href=\"..\/chapter\/why-it-matters-the-role-of-human-resources\/\" target=\"_blank\" rel=\"noopener\">Why It Matters section of Module 1<\/a> illustrated, core values articulate what an organization stands and thus inform a range of business decisions, including termination. Culture is how management and employees actually behave\u2014including whether\/how policies and practices are enforced. The lived culture may or may not reflect the stated values; if there\u2019s a disconnect, the culture will undermine efforts to achieve the mission. As management guru Peter Drucker famously said (or not): \u201cCulture eats strategy for breakfast.\u201d<a class=\"footnote\" title=\"Cave, Andrew. &quot;Culture Eats Strategy for Breakfast. So What's for Lunch?&quot; Forbes. November 9, 2017. Accessed July 29, 2019.\" id=\"return-footnote-510-3\" href=\"#footnote-510-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a><\/p>\n<p>The final step in this stage is conducting a strategic or situation analysis. Although there are a number of strategic analysis tools that are valuable under different circumstances, the essential situational analysis tool is the SWOT analysis. This tool is a variation on a model developed by management consultant Albert Humphrey, who led a Stanford University team researching how to improve corporate planning effectiveness.<a class=\"footnote\" title=\"Morrison, Mike. &quot;SWOT Analysis (TOWS Matrix) Made Simple.&quot; RapidBi. Accessed July 29, 2019.\" id=\"return-footnote-510-4\" href=\"#footnote-510-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a> The approach the team developed was referred to as a \u201cSOFT\u201d analysis, based on the following logic: \u201cWhat is good in the present is Satisfactory, good in the future is an Opportunity; bad in the present is a Fault and bad in the future is a Threat.\u201d<a class=\"footnote\" title=\"Ibid.\" id=\"return-footnote-510-5\" href=\"#footnote-510-5\" aria-label=\"Footnote 5\"><sup class=\"footnote\">[5]<\/sup><\/a><\/p>\n<p>As illustrated in Figure 1, the acronym \u201cSWOT\u201d stands for strengths, weaknesses, opportunities and threats. Strengths and weaknesses are based on internal factors and summarize the organization\u2019s position relative to the competition. Opportunities and threats are factors external to the organization\u2014favorable or unfavorable conditions, to use the sailing analogy. For example, to identify strengths and weaknesses, consider the organization\u2019s position relative to the competition on key financial, human and operating dimensions such as leadership expertise, workforce skills, brand and financial strength, capacity for innovation, strategic networks and marketing and distribution infrastructure. To identify opportunities and threats, consider the organization\u2019s exposure to pending legislation, emerging technologies, societal trends and geopolitical or environmental risks to facilities, personnel or supply chains.<\/p>\n<div id=\"attachment_3912\" style=\"width: 512px\" class=\"wp-caption aligncenter\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-3912\" class=\"wp-image-3912\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images-archive-read-only\/wp-content\/uploads\/sites\/1505\/2016\/01\/04105049\/SWOT-Analysis-Graphic-01-869x1024.jpg\" alt=\"SWOT Analysis is made of external and internal factors. External factors are opportunities and threats. They include technology, competition, economic, political, legal, social trends. Internal factors are strengths and weaknesses. They include financial, technical, competition position, human resources, product line.\" width=\"502\" height=\"591\" \/><\/p>\n<p id=\"caption-attachment-3912\" class=\"wp-caption-text\">Figure 1. SWOT Analysis<\/p>\n<\/div>\n<p>The objective of the exercise is to identify factors that influence success or failure and to incorporate them into strategic planning. Thus, conducting a situation analysis positions an organization to capitalize on opportunities, manage risk and results in a more realistic and achievable goals and objectives.<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_a6bba036-3001-4931-9426-81dc5f055f84\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/a6bba036-3001-4931-9426-81dc5f055f84?iframe_resize_id=assessment_practice_id_a6bba036-3001-4931-9426-81dc5f055f84\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe>\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-510\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Strategic Analysis. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>Image: SWOT Analysis. <strong>Provided by<\/strong>: Lumen Learning. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/courses.lumenlearning.com\/wmopen-introductiontobusiness\/chapter\/planning\/\">https:\/\/courses.lumenlearning.com\/wmopen-introductiontobusiness\/chapter\/planning\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Specific attribution<\/div><ul class=\"citation-list\"><li>Untitled. <strong>Authored by<\/strong>: Ian Schneider. <strong>Provided by<\/strong>: Unsplash. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/unsplash.com\/photos\/TamMbr4okv4\">https:\/\/unsplash.com\/photos\/TamMbr4okv4<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em>. <strong>License Terms<\/strong>: Unsplash License<\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">All rights reserved content<\/div><ul class=\"citation-list\"><li>Start With Why - TED Talk Short Edited. <strong>Authored by<\/strong>: Simon Sinek. <strong>Provided by<\/strong>: Chico Lima. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/youtu.be\/IPYeCltXpxw\">https:\/\/youtu.be\/IPYeCltXpxw<\/a>. <strong>License<\/strong>: <em>All Rights Reserved<\/em>. <strong>License Terms<\/strong>: Standard YouTube License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-510-1\">Sinek, Simon. \"<a href=\"https:\/\/www.ted.com\/talks\/simon_sinek_how_great_leaders_inspire_action?language=en\" target=\"_blank\" rel=\"noopener\">How Great Leaders Inspire Action<\/a>.\" TEDxPuget Sound. September 2009. Accessed July 29, 2019. <a href=\"#return-footnote-510-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-510-2\">\"<a href=\"https:\/\/www.nps.gov\/training\/uc\/whcv.htm\" target=\"_blank\" rel=\"noopener\">What Are Core Values?<\/a>\" National Park Service. Accessed July 29, 2019. <a href=\"#return-footnote-510-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-510-3\">Cave, Andrew. \"<a href=\"https:\/\/www.nps.gov\/training\/uc\/whcv.htm\" target=\"_blank\" rel=\"noopener\">Culture Eats Strategy for Breakfast. So What's for Lunch?<\/a>\" Forbes. November 9, 2017. Accessed July 29, 2019. <a href=\"#return-footnote-510-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-510-4\">Morrison, Mike. \"<a href=\"https:\/\/rapidbi.com\/swotanalysis\/\" target=\"_blank\" rel=\"noopener\">SWOT Analysis (TOWS Matrix) Made Simple.<\/a>\" RapidBi. Accessed July 29, 2019. <a href=\"#return-footnote-510-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><li id=\"footnote-510-5\">Ibid. <a href=\"#return-footnote-510-5\" class=\"return-footnote\" aria-label=\"Return to footnote 5\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":8,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Strategic Analysis\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"copyrighted_video\",\"description\":\"Start With Why - TED Talk Short Edited\",\"author\":\"Simon Sinek\",\"organization\":\"Chico Lima\",\"url\":\"https:\/\/youtu.be\/IPYeCltXpxw\",\"project\":\"\",\"license\":\"arr\",\"license_terms\":\"Standard YouTube License\"},{\"type\":\"cc-attribution\",\"description\":\"Untitled\",\"author\":\"Ian Schneider\",\"organization\":\"Unsplash\",\"url\":\"https:\/\/unsplash.com\/photos\/TamMbr4okv4\",\"project\":\"\",\"license\":\"cc0\",\"license_terms\":\"Unsplash License\"},{\"type\":\"cc\",\"description\":\"Image: SWOT Analysis\",\"author\":\"\",\"organization\":\"Lumen Learning\",\"url\":\"https:\/\/courses.lumenlearning.com\/wmopen-introductiontobusiness\/chapter\/planning\/\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"}]","CANDELA_OUTCOMES_GUID":"c7f685f8-a527-4a08-ad85-d504296ff80e, 08a1ea91-2438-42a8-b23f-7c5d945daa0c","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-510","chapter","type-chapter","status-publish","hentry"],"part":482,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/510","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":16,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/510\/revisions"}],"predecessor-version":[{"id":3297,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/510\/revisions\/3297"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/parts\/482"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/510\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/media?parent=510"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapter-type?post=510"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/contributor?post=510"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/license?post=510"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}