What is the organizations missions, objectives, and distinctive competency b. What is its offering to the market? How can its past and present performance be characterized? What is its potential? c. What is the situation in which the manager or organization finds itself?
Leadership Assignment Title – Critically analyse why there is a need for Strategic Leadership in Organisations today. What implications may occur as a result? “I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed." Adapted from Margaret J. Wheatley Introduction The need for Strategic Leadership in organizations is subject to the past, present and future circumstances. Strategic leaders have the ability to organise, determine effective intervention angles, develop competencies and orientation, translate strategy into action and help to align people and organizations; as defined by Davies and Davies (2004).
Discuss what departments might be included in the operations function of the company. G. Discuss strategic operations management decisions related to at least three of the following concepts that would support the implementation of the company’s mission and strategy: • Design of goods and services • Design of process and capacity • Quality • Location • Layout design • Human resources and job design • Supply-chain management • Inventory • Scheduling • Maintenance 1. Discuss whether the company should adopt a consumer-focused mass customization process. H. Recommend actions to improve cost effectiveness for each of the
How does strategy affect the information systems a company develops and uses? Organizational information systems relate to a company strategic plan by following the organizations long term goals, strategies, and resources. The information system will set the company’s course and direction; this affects the company’s future survival and growth. In Petrie’s case they are focusing on growth and survival in a very completive industry. 3.
1 Executive Summary The summary includes a concise but complete description of the problem addressed in this paper, how we propose to solve it as well as recommendations. 1.1 Problem Statement FlexCon is making an effort to redefine itself by gaining a better understanding of strategic insourcing/outsourcing alternatives. This includes focusing not only on cost factors, but also the true sense of what the core competences of the organization are, and whether the product/service under consideration is an integral part of the core competences. Therefore, the company has elected to conduct an internal review in order to decide where product development efforts and strategic investment should focus. During the internal review of the company, Executive Management noted that too much capacity and talent are being allocated to simple, commodity type items, which are providing minimal product differentiation in the market place.
• Developing strategies for producing the changes needed to achieve that vision. By: • Gathering and analysing a broad range of data and look for patterns, relationships and linkages that help explain things. • Creating vision and strategies that describe a business, technology, or corporate culture in terms of what it should become over the long term. Effective business visions regularly have an almost mundane quality, usually consisting of ideas that are already well known. What is crucial about a vision is how well it serves the interests of important constituencies – customers, shareholders, employees – and how easily it can be translated into a realistic competitive strategy.
o Highlight key external trends as they impact the firm, in areas such as the economic, social, cultural, demographic, geographic, technological, political, legal, governmental, and natural environment. - List up to 20 of the firm’s opportunities and threats. o Make sure your opportunities are not stated as strategies. - Construct and explain your External Factor Evaluation (EFE) Matrix - Construct a Competitive Profile Matrix (CPM). 6.
The process of objectively justifying a project investment begins with a business plan that compellingly details the strategically based reasons why an organization should sponsor a particular project. An effective business plan addresses, issues that include 1. identifying customer needs, 2. measuring results, 3. controlling project scope, and 4. understanding stakeholders. It should also describe the key areas of concern that business case must outline, areas that include organizational impact, strategic rationale, competition, risks, staffing, schedule, and costs. A good business case is important since it sets the stage for the project by providing a firm foundation and road map for success. By involving the customer in planning process, needs become more fully understood and documented.
The aim is to critically evaluate different approaches to performance management and how they meet organisation requirements. This paper will introduce concept of reward, motivation and appraisal as a core functions in performance management as a strategic role for HR functionaries. Finally a discussion on how management have attempt to resolve their problems of converting labour potential in performance they desire by highlighting importance of motivation and reward in performance management, then attention turns into performance appraisal. 2. Performance management External forces such as competition, regulation and legislation have impact on organisational performance.