Managing Strategy in Action Calls for Employment Assignment Sample

Management - Answer-3

Making strategies in action is a very important task because many times organization make strategies but forgets to bring them in action for the benefit of the organization. Managing strategies helps in directing the business to achieve predetermined goals (Beech and MacIntosh 2017). The strategies for conducting business can vary and their actions determined the result. It is a planning, monitoring and assessing of all the things required by the organisation and based on the findings actions are implemented. Here are some areas where the organization needs to think over for creating their strategies and employing factors for the growth of the organization.

Organisational Control Systems

Organizational control systems are important for executing vital strategies as it helps in tracking the performance and also finds out the areas where there is a need for adjustments. The organizational control systems are divided into three categories these include output control, behavioural control and clan control. Output control keeps a track on the result while behavioural control regulates the activities of the organization (Verburg et al. 2018). It does not pay attention to the outcomes whereas clan control is an informal type of control. It relies on values, traditions and norms of the organization to lead the people. Google success lies in the use of clan control. It gives 20 per cent of the week hours for employees own innovative projects. The major function of the organizational control system is to create strategies, policies and procedures for different departments like finance, human resource and so on. The control of these systems can depend on one person or can be required by the multiple parties to agree on the action. This system helps in making the organization work better. The company can achieve this by organizing regular meetings to improve the performance of the employees and thereby help in increasing revenue and profitability.

Leadership and Change

Leaders play a significant role in communicating the policies, making the employees aware of their targets and help the organisation to define and reach the gaols. But their role becomes more important when the organization introduces some change in its processes because it is difficult to accept the sudden change. If the change is introduced by the leaders, they must communicate it to their employees perfectly and also support them. It will help the employees to feel satisfied and their trust towards the leader will also increase. The employees start embracing the change and start working based on the new models and procedures (Li et al. 2016).It is often seen that changes in an organization bring inconsistencies but with effective leadership, the change can result in consistent development. The change when introduced by the leader helps the organization to bring every employee on board to achieve the real results. There are different phases of the organizational change these include understanding, decision making, evaluation and action. It is also identified that an organization can easily accept the changes introduced rather than integrating unplanned changes because of external forces. Thus, the changes must be such explained to the employees rather than forcing it on them.

Organisational Structure

Organizational structure helps in guiding employees about the official reporting relationship that is it tells about the person who is going to govern the work. Besides, it is also found that it becomes easy to add a new position of the employees. It provides flexibility and also helps in the growth of the organization. Two types of organizational structure are practised by the organization. These include flat organisation structure and hierarchical or tall organizational structure (Egeberg et al. 2016). In flat organisation structure, all the front line managers of the organization have the power to make decisions while in hierarchical one top authority members have the right to take action or decision for the benefit of the organization. The information flow in the hierarchical system is from the top to bottom whereas in flat structure it can be from right to left or left to right. To run an organization successfully, the organization needs to have a solid structure. It should be designed carefully so that each member of the organization know what is his or her duty and to whom he or she is required to report to.

Reconstruction or Turnaround Strategy

Turnaround strategy is a process by which a company that is bearing some loss is converted into profit earning organization by making some changes and adopting systematic efforts. Thus, the aim can be defined as changing the organization from negative to positive outcomes. It is a corporate practice designed for recovering the loss and transforming the company into a profit- making one. This strategy helps to find the root cause of the failure and try to solve it with long-term strategic plans. It helps in overcoming the industrial sickness of the company and help it grow substantially in the business market (Shahri and Sarvestani 2020). The success of the turnaround or reconstruction of the strategy depends on the top-level management of the organization. It is most important for the survival of the organization. It is a sustained positive change in the functioning of the organization to get the desired results. The three phases of the turnaround strategy include diagnosis, selection and implementation of the correct strategy in the organization by bringing the industrial units back to its position. The turnaround strategy is known for reversing the trend of a declining business firm as t improves the performance of the company and increase profit percentage.

References for Managing Strategy in Action Calls

Beech, N. and MacIntosh, R. 2017. Managing change: Enquiry and action. Cambridge University Press.

Egeberg, M., Gornitzka, Å. and Trondal, J. 2016. Organization theory. In Handbook on theories of governance. Edward Elgar Publishing.

Li, M., Liu, W., Han, Y. and Zhang, P. 2016. Linking empowering leadership and change-oriented organizational citizenship behaviour. Journal of Organizational Change Management.

Shahri, M.H. and Sarvestani, M.N. 2020. Business model innovation as a turnaround strategy. Journal of Strategy and Management.

Verburg, R.M., Nienaber, A.M., Searle, R.H., Weibel, A., Den Hartog, D.N. and Rupp, D.E. 2018. The role of organizational control systems in employees’ organizational trust and performance outcomes. Group & organization management, 43(2), pp.179-206.

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