Strategy Emergent or Deliberate Process - Assignment Example

Name Tutor Unit Date Q3. Strategy emergent or deliberate process Strategy can be defined as the process or course of action taken by an individual or group of individuals to achieve some set objectives and goals which include both the long term and the short term goals. It also includes the allocation of a given amount of resources e.g. Money and man power necessary to achieve the goals. Different researches have come up with explanation of strategies as either emergent or deliberate. According to Quinn (1980), the strategies are always emergent strategies since though the managers may come up with a written plan of action; this plan differs with what is done in action. Emergent strategies are the strategies which have not been planed for but are realized in the process. On the other hand, deliberate strategies are organized and planned prier to implementation. In my opinion, strategy is emergent. Manager and other workers often rely on their intellect to make decisions on how to run an organization. However, they assume the role of change in the running of any business or organization. Though they may come up with a well organized plan of how to meet or accomplish set goals and objectives, they are limited by challenges faced in the process of implementation. In addition, man is a rational being and each person has different character traits from the other. It is not obvious that a designed plan will be accepted and adopted by every one since it may favour one and be of disadvantage to the other. The uncertainty of challenges to be faced in the future including the cost of accessing and applying information diverts deliberate strategies to emergent strategies. Changing environment is one of the factors that describe strategy as emergent. For instance, a company is likely to change the cost of its products depending on the actions undertaken by the competitors not because this was planned for, but because there is need to ensure that customers are retained. Failure to do so may result to customers moving to purchase goods and services from the competitors hence reducing the market share of the company. This means that the environment at any particular time becomes the determinant of the strategy to be applied. Chaffee explains this as adaptive model. The environment of operation is continuously monitored and relevant changes applied. An organization may also plan change such as including more products, changing the brand names among others which are to be done in the future in reference to linear model. Though the changes are anticipated, the environment dictates when and how they are to be implemented defining strategies as emergent. For strategies to be considered as purely deliberate, the outcome and actions must be as planned. However, this is very rare since organizations are affected by a number of factors including political, social, environmental and cultural issues. The actions should also be common to all involved persons and the decisions must be concrete. However, even the emergent strategies some times have the managers have the intentions before undertaking a course of action. For instance, in entrepreneurial strategy, the business owners impose actions directed towards achieving some set goals. However, their planned course of action may be modified in relation to up coming challenges (Mazzucato, 63). This happens in reaction to emerging threats, opportunities or past actions. The owner hence develops another vision diverting the actions from the first vision to the second vision. In the umbrella strategy, the strategy is emergent in that different organs control the body especially in the case of challenging circumstances that call for an input of other stakeholders apart from those initially involved in formulating a strategy. Q4 A Change Agent Projects and processes of change have become a paramount part of organizations. This is due to the dynamics taking place in the environment. A change agent, therefore, is an individual within an organization who ‘creates a renewed organization’. This is achievable through sustaining the current performance of the organization and ensuring that the people within the organization are prepared enough to manage any change in the future thus ensuring the organization handles future changes positively. It also involves implementing(Emig, 89) any change that is of benefit to the organization. A competent change agent should be in a position to identify a strategy which is right. A well formulated strategy calls for some appropriate changes within an organization for it to be effective and the set goals or objectives to be achieved. For instance, in the current world, there are many changes in the ICT area. Technology has advanced; most companies are taking their services online. A competent agent of change should be able to come up with a strategy of how a company’s products can be sold online can capture as many customers as possible. The agent should have excellent communication and interpersonal skills(Erlbaum, 30). This is due to the fact the agent interacts with the workers within the organization and also the customers. When working with the staff, the agent is expected to team build and to motivate the workers so that they easily embrace the change and fully participate in its implementation. In addition, the agent has to communicate well with the customer (Ashby, 65). Good interrelationships must be part of this. When a change is to be introduces, a meeting is usually conveyed. The agent will explain it smoothly if he has the ability to communicate well in order to be perceived easily. Since this agent is constantly working with people, he or she needs to possess commendable conflict management which reflects objectivity and not subjectivity or being biased. This is because within the work place, there are normally many conflicts among the staff and also between the staff and customers. The ability to solve these conflicts without causing any division within the organization is very vital. It leaves the team in a position of being able to pursue the company’s goals as a team which makes the easily achievable. In addition, the staffs are comfortable around each other thus motivated. In addition to the above qualities, a change agent needs to be a risk taker. This is because when dealing with change, sometimes it becomes hard to predict the outcome and so one has to take a risk. A change agent being one who ‘lives in the future’ in that he or she is always focused on the vision of the organization and how to keep on enhancing it to fit in with the changes around, taking risks because inevitable and in fact paramount. An agent should be vision focused. It should direct him towards the company’s destiny. He is entitled to get a sense of direction from it and work hand in hand with other people towards its accomplishment. This indeed should limit him from diverting his focus towards other activities which aren’t beneficial to the company. A change agent should in a position receive a problem, evaluate and offer a solution to it. This can be demonstrated like in a case where a company is collapsing due to poor management and irresponsibility of some of the workers (Edelman and Tononi, 32). This agent should find out where the problem is arising from and provide a valid solution. Commitment in a person’s work is needed. In so doing he will be a hard working person who finishes his work in good time to ensure the set goals of the company are met (Senge, 24). In addition, he should be quick to learn, update himself by reading and watching news. Q5 Organization A is merging with Organization B that is known to be performing poorly by the fact that Organization A is able to contribute a larger amount of capital. In practical sense, company B has more advantages as compared to A. on the other side, Organization A ought to restructure their management and operational skills in order to be in a position to equally benefit and advance. The possible challenges it could be undergoing as they are merging would be criticism by stakeholders who feel that the company will go at a loss (French and Bell, 99). Organization A can adopt Organizational Development as a change to intervention. To start with we can define Organizational Development including how this can be applied in practice to bring advancement (Brown and Harvey, 20). It can be defined as a designed, orderly progression to boost an organization’s value and capability (Beckhard, 9). In simple words, how will Organization A respond to the alteration and manage to better itself (Bennis, 12). In order to emerge benefit as the other organization betters itself, they can combine their capital and find where to invest. They can buy more products and sell them for much profit. This is because, with more capital you can buy in bulky, get discounts from the producers unlike the time before when the goods and services purchased were limited to a certain amount. The two organizations can agree to come up with project which can generate profits very fast (Jacobs, 122). They can start with simple ones as they stabilize. They can first start by establish a project to produce some of the goods by their own instead of buying stock from manufactures. This will surely benefit them because afterwards they can reduce the expenses and maximize profits by reducing buying prices for customers. This will eventually help them maintain their costumers and even attract more. The other way to adopt is to reduce the number of workers. After merging some of the employees could be playing the same role thus being ineffective. They can lessen them, and thus reduce the amount of money used in paying salaries and wages. In return, both organizations will have more profit to receive. In addition to the above, the two organizations had quite different visions before joining. In order to motivate all members, they should sit and come have with a vision that will be used to give out a layout of how the running of the merged organization. Since, the two will have set goals, it is obvious that they will eventually, if achieved maximize profit. In goal setting, they should state short-time goals and also the long term ones. After the period which the goals had been set has come to pass, they should way out their achievements. if they find that they have not attained their goals they should come up with strategies to help them. All stakeholders including employees and shareholders need to be empowered. For the success of the two organization, there is a need motivate them. This can be done through offering different training to the executive and managerial boards together with employees. This will help them to enhance their skill and rejuvenate them. In so doing, their efficiency and effectiveness is increased (Rothwell, Sullivan, and McLean, 51-69). If the above principles are carefully adopted by Organization A, they can really assist them to mutually benefit as Organization B grows. Question 7 In entrepreneurship, the entrepreneur enters into business with an aim to make profit. This profit is used to sustain the business, pay force labor and as income for the entrepreneur. To obtain this, he must apply some principles to drive him. This is called strategy. A strategy is an action that assists a business firm to operate efficiently and meet both short term and long –term set goals. Strategy has four approaches namely, classical, systemic, evolutionary and processual approaches (Mazzucato, 45). Classical approach is a logical approach where in business; the main aim is to maximize profit. This is done through sound planning. Systemic approach is an approach that is based on customers. In this case, they are allowed to have say as far as their manner of living which is based on traditional customs and principles is concerned. There is notable difference between the two approaches. To start with, classical approach is confined to profit making whereas systemic is controlled by external factors basically the costumers. In the former, the business is the one that controls the exterior factors. This means that their goals are very clear and wall stated in order to maximize profit. International strategy is an approach were business people are in a position to market their products and services to other countries. This is done so as to give the local firms a chance to venture into other countries and meet new costumers. In so doing they maximize on profit. Businessmen get a chance to sell out their products which were not marketable in their home country. In my own view, the most appropriate approach which should be applied in international strategy is classical approach since it corresponds to its purpose. Firms extend to international fields to look for more market opportunities in order to make more profit. This process requires people who make plans on how to venture into the international market and have come up with strategies the possible ways to maximize on the opportunities. On the hand, if systemic approach is applied, consumers will limit the firm’s performance. This is because, they will not allow for introduction of new product into the market. Using classical approach, firms can advertise their products and enlighten consumers. Once they are aware of the products it is to convince them without necessarily majoring on their customs and beliefs (Senior and Fleming, 48). Classical approach is mainly applicable because it gives firms the opportunity to be logical. The firms are able to carry out transactions in a reasonable way. For instance, a firm will first investigate the kind of goods they can sell to another country based on a number of factors. In the first case, the firm will consider if the products are already in the market or they are to be introduced. In so doing, if they are new, the firm must strategize in how to advertise and if not they can carry research to see how it can outdo its competitors (Quinn, 89). To add on, classical approach is appropriate because it also considers the society preferences. When a firm is going out to make profit, they must have put into account the possible needs in the market. They look for new opportunities basing their arguments on the needs that have not been meet. If a firm allows outside factors to control it, it can go on loss and eventually collapse. System intervention strategy System intervention strategy (SIS) provides a way of analyzing all business systems with the goal of achieving change. It is a strategy which was developed in the 1980s by Mayon-White and it is more quantitative in nature. It has three major sub steps which include diagnosis of the problem, designing a way of solving it and implementing the designed way or strategy (Mabey, 11). Diagnosing is an analytical step. It involves a thorough evaluation which is done to assess the situation within a company. In this company that needs to introduce a systems approach to improve its provision of customer services, a detailed research will be done within its customer care department in order to assess the situation as it is at the moment and see if there is indeed the need for this change and if present, how much is it needed. This thorough evaluation will help in creating understanding. Secondly, there will be need to identify the objectives. In this case, the objective will be to provide the customers with better services thus ensuring their satisfaction and happiness. On the other hand, an important evaluation will be done on the possible constraints. These may include the resources required for use to bring about these changes in the customer services provision. On top of describing the problem, identifying the objectives together with constrains involved, there will also be a step involving measuring of these objectives in order to know how achievable they are. In our case, one of the objectives could be improving customer services in order to win back the confidence of any customer who is not satisfied with the service provision of the company in question. Since SIS is quantitative (Senior, 25), the number of these customers will be taken in order to assist in even estimating the resources required. The second major step of this process involves design. After thoroughly evaluating the problem, clearly outlining the objectives, and measuring how possible it is to achieve them, and constrains, then the next step involving identification or development of options to use in achieving these planned changes. In this case of the organization with the plan to introduce the system approach to improve the customer service will have to look into all the options available; what they can do to tackle the problem at hand effectively. After developing these options, the organization then creates models of the various options identified. At this point, diagrams are mainly used. These models created should be as simple, to understand and implement, as possible. In the case of the company in question, systems approach that needs to be introduced will have to be evaluated and modeled. Since this approach is centered on the customer and their attitudes which are largely influenced by their culture, the option likely to be chosen will be the one that puts this into consideration. The third major step of the SIS involves implementing the model designs created. After modeling of all the options chosen, the anticipated outcome of each model is then weighed leading to elimination of some; only the best in terms of ease of implementation, cost and effectiveness are chosen. After the elimination and remaining with the best, implementation is then done and the change process begins. In this case of customer care services improvement, only the best option will be implemented. This will ensure that the customers are served well, thus being compelled to be loyal to this particular organization. The idea of being thought of will make them feel more appreciated and esteemed. How, when and where, this model will be implemented are vital things to know before any actual implementation 9 Use of power levers by change agents to facilitate the ability to change The change agents in any organization or company are major determinants of how easily a change will be accepted by the involved parties. A person’s ability to influence change lies on ones ability to apply the power levers. Failure to adapt to the changing environment has resulted to the failure of many organizations. Empowerment is one lever that managers can use to influence change in the way the organization operates. Empowerment includes inclusion of employees as important share holders in the decision making process, high involvement of all stakeholders and power sharing. According to previous researches, change is easily adopted if the actors were involved in the determination of the change required and where they are well informed (Senior, And Fleming, 357). However, empowerment as a facilitator of change has not been easily accepted especially by those in positions of power as they feel threatened. Empowerment results to motivation of the employees. This in turn raises their self efficacy hence increased performance and reduced resistance to change (Hornstein, 6). Increasing skilled man power is also a means to influence change. For instance, mathematic teachers have been reluctant in integrating the use of ICT in teaching mathematics. However, in areas where teachers have been trained on effective use of computers, the change has been adopted easily (Buchannan and Boddy, 140). The agents of change should therefore search on the skill that is lacking in the employees to enhance acceptance of a change and thus offer the training as a reward or incentive. In addition, the availability of the equipment required for change reduces resistance to change. In this case, the leaders and other decision makers have a role to purchase and ensure availability of require equipment. Communication need to be effective in enhancing change (Senior and Fleming, 12). The change agents can explain the importance of a given change hence enhancing its acceptance. In addition, they can prevent the discontinuation of change by use of reinforcing messages and establishing lasting relationships with the other workers as well as with the clients. In the case where change is likely to be rejected, the agents of change can use compulsion to reinforce change (Badham, And Buchannan, 34). Power is apllied ensure that people adopt change. For instance, employees found to be corrupt may be subjected to a jail term or be retrenched to warn others from doing the same. In a case where force cannot be used, persuasion can be applied. The authority aims at convincing individuals that the desired change is important and beneficial to all. He or she looks at the problem from the employee’s view point. This can be achieved through offering gifts and other form of rewards. However, this may result to more problems than solving the existing ones as employees become dependent on gifts. Assuring employees of their safety also plays a major role in influencing change. Many employees fear change as they think it may result to redundancy. The fear of losing a job thus increases resistance to change. However, if the employees and customers are assured that there will be no threats; they are likely to adopt the change. Understanding is another controllable lever. If the agent of change does not clearly understand the scope of change and its implications, he or she is likely to fail in supporting it. The stakeholders should understand the effects and benefits of change including what is expected of them if they are to support it. Work cited Ashby R. An Introduction to Cybernetics. London: Methuen, 1964. Badham, R. And Buchannan,D. Power, politics and Organizational Change: winning the turf game, Sage Publications, 1999 Beckhard, R., Organization development: Strategies and models. Reading, MA: Addison- Wesley, Reading, MA, 1969, p. 9. Bennis, W., Organization development: Its nature, origin and prospects. Addison-Wesley, Reading, MA, 1969, p. 12. Brown, R. and Harvey, D. Organization Development 7th Ed., Pearson Prentice Hall. 2006 Buchannan,D. And Boddy, D. The expertise of the change agent. Prentice Hall, 1999 Edelman G. and Tononi G. A Universe of Consciousness: How Matter Becomes Imagination. New York: Basic Books, 2000. Emig J. The Web of Meaning: Essays on Writing, Teaching, Learning and Thinking. New Jersey: Boynton/Cook Publishers, 1983. Erlbaum L. Writing: The Nature, Development and Teaching of Written Communication. Vol. II. Lawrence Erlbaum Associates, 1982. French, W., & Bell, C., Organization development: Behavioral science interventions for organization improvement. Prentice-Hall, Englewood Cliffs, NJ, 1990, p. 99. Hornstein, A. empowerment as a way to facilitate change: can process consultation help, Vol. 38, No.1, 2006. Jacobs, R., Real Time Strategic Change. San Francisco: Berrett-Koehler Publishers, Inc., San Francisco, 1994, p.122. Mabey C. et al. Managing the Change Process: A Systems Approach. 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