Rategic Organizational Strategy, Research Paper Example

1 What steps need to be taken before we implement an organizational strategy?

The steps that need to be taken before the implementation of strategy are;

  • The first step is to identify the unique valuable position of the business, differentiated activities and tradeoffs with some ground work.
  • The next step is to make analysis of strategic organizational implications
  • Then identify the strategy delivery organizational requirements
  • After that conduct the gap analysis
  • Identify the transition and transformation needs
  • Create an organizational strategy plan
  • Establish detailed implementation plan
  • Then create communication, commitment and implementation strategies
  • After that take the key organizational strategy initiatives
  • Finally, implement the strategy

 

Why are time frames so important to the implementation of an organizations strategy?

Implementation is the procedure that changes plans and strategies into actions in so that strategic goals and objectives are accomplish. Strategic plan implementation on time is as significant as the business strategy. For such type of corporations that have a strategic plan in place, wasting energy and time on the process of planning and then non implementation of plan is very disappointing. Even though the implementation of plan may not be the most attracting thing to discuss about, it is an essential business exercise, which is critical for any type of strategy to keep on hold. The time frame is important because strategic plan determines why and what type of activities, but the implementation process addresses the where, who, how and when. The reality is that both things are crucial to success. Truly, business can reap competitive advantage with the help of implementation of strategies on time.

 

What role does the sequence of execution play?

The sequence of execution in the strategic implementation process plays very important role. However, it is not necessary to follow this proper sequence but for effective decision making and being successful it is necessary to follow the implantation process step by step. Suppose after the planning of strategy we try to control it, it would be a waste of time. Because the best time of controlling is after the implementation of strategy without its implementation it cannot be controlled.

2. How have the ideas of constant improvement such as TQM, Six Sigma and other improvement processes affected the overall strategy of organizations?

The ideas of constant improvement, using TQM, Six Sigma and other improvement processes has had significant effects of the strategies of organizations; due  possible to the perceived failure of Taylor’s scientific management philosophy which had place emphasis on production first and people second at the turn of the century.

According to Walnock (1993), the process left a legacy of declining production and quality dissatisfaction with work, loss of pride in workmanship and a complete loss of organizational pride. This necessitated the need for fresh ideas in order for a change in organizational strategies if there are going to be restorations of what has been lost. .

Total Quality Management  (TQM), according to Ross (1993), is an integrated management philosophy that places emphasis among other things on continuous improvement , meeting customers’ requirements, increasing employee involvement, team work, process designs, team based problem solving, constant measuring of results, competitive benchmarking and establishing closer relationship with suppliers.

These ideas came about due to introspective thinking by organizations that have embraced TQM in their strategic approach to ensure every stage and personnel involved in their operations are examined and evaluated to see how they impact on the quality of products and services delivered to customers. The end result was that quality was built into manufacturing processes and was continually monitored to ensure conformance.

Organizations, by plotting strategies to dominate markets will be able to have maximum confidence in their offering to the public as well as to hold their positions with little threat to their public images.

Six sigma and Lean systems are also used to improve measurable results and identify and eliminate sources of waste and activities that do not add value to the creation of maximum productivity, according to the University of California-Irvine (2012), and organizations that embrace it as well as TQM are sure to achieve win//win results in terms of profit, production, productivity and low prices, especially if the continually maintain these programs at all stages.

Health Care Institutions are not to be left out, in terms of how the ideas of constant monitoring, using quality systems have affected their organizational strategies, as according to Hughes (2008), they have  been a surge in the measuring and reporting on performance in health care systems.

The rationale behind this strategic approach according to Hughes (2008) was the commonly held belief among organizational leaders in the industry that good performance reflects good quality practice, and by comparing performance among providers, organizations will be encouraged to better their performance.

Hughes (2008), went further to mention that institutions has utilized Six Sigma, Lean TQM, and the Plan- Do-Study-Act quality systems in their strategies to ensure quality performances are clinically delivered to customers.

The attitude therefore of constant monitoring, using the  tried and proven quality assurance ideas such as mentioned by Hughes (2008), the University of California-Irvine (2012), Walnock (1993) and Ross (1993) has come as a result of the desire of organizations to survive and prosper in the different industrial environment, where poor products can be detrimental to their continuity. The trend no doubt will continue going forward.

Reference

Hughes, R.G., (2008). Tool and Strategies for Quality Improvement and Patient Safety Chapter 44    www.ahrq.gov/qual/nurseshdbk/docs/HughesR_QMBMM.pdf , 01/12/12

Ross, J. (1993). Total Quality Management: Text Cases and Readings St. Luce Press Delray Beach FL.

University of California-Irving, (2012). Six Sigma Lean The Gold Standard of Product and Process Excellence   www.unex.uci.edu/certificate/businessmgmt/leansix_sigma/ , 01/12/12

Walnock, D.S., (1993). Organizational Behavior www.statpac.org/walnock/organizational-theory.htm/ , 01/12/12

Nag, R. (2007). What is strategic management, really? New York: Wiley.