Company Visions and Superordinate Goals in Relation to the Army Training and Doctrine Command - Essay Example

? Annotated Bibliography Annotated Bibliography The U.S. Army Training and Doctrine Command, established in 1973, is a command of the U.S. Army. This training and doctrine command oversees the training of army forces, procurement and development of new weapon systems, as well as development of the operational doctrine. This paper will come up with an annotated bibliography of articles that discuss company visions and superordinate goals in relation to the Army Training and Doctrine Command. Mindtools.com. (2011). The McKinsey 7S framework. Retrieved 28th August, 2012, from http://www.mindtools.com/pages/articles/newSTR 91.htm In order to make sure that all elements of an organization work in harmony, a number of organizations focus on external factors, other focus on internal factors. Some organizations combine both perspectives, yet others focus on congruence between various aspects of an organization (Mindtools.com, 2011). According to mindtools.com, nevertheless, the factor comes down to which issues to focus on that work best for an organization. Whereas a number of models of organizational success go in and out of fashion, one model that has persisted is the renowned McKinsey 7-S framework (Mindtools.com, 2011). The framework was developed in the 80’s by Robert Waterman and Tom Peters. The basic principle of the model, by these two consultants, is that there are seven internal aspects of a company that should be aligned for the organization to be successful. The 7-S framework can be utilized in a wide variety of organizations and, in this case, the U.S. Army Training and Doctrine Command, where an alignment perspective is useful to an organization’s success. The 7-S framework will help an organization to improve on its performance. It will examine the effects of future modifications within a company. The 7-S framework will help companies align departments and processes during an acquisition or merger. Finally, the 7-S framework will help organizations determine how best to impose a proposed strategy (Mindtools.com, 2011). According to mindtools.com, the McKinsey 7-S framework can be applied to elements of a project or team, as well. The alignment issues apply in a project or team, in spite of how an organization decides to define the scope of the area it studies. Some of the key elements of the McKinsey 7-S framework that could help organizations to be successful in their visions and superordinate goals include shared values, structure, skills, strategy, staff, style and systems. Shared values, according to mindtools.com should be the priority of any organization since the other six factors mainly are why the organization was created. Finally, the process of analyzing where a company is in terms of these elements is priceless (Mindtools.com, 2011). Hence, by determining the ultimate state for each factor will easily help move a team or organization forward. Lacpa.org (2011). Analyzing and improving organizational effectiveness-the 7-S model framework of McKinsey. Retrieved 28th August, 2012, from, http://www.lacpa.org.lb/Includes/Images/Docs/TC/newsletters28/18%20Iluminations.pdf According to lacpa.org, most individuals grew up only knowing the 4Ps framework of marketing which included elements such as place, price, product and promotion. Even though, the 4Ps model still works today, most developed economies have moved on to the improved 7-S framework (Lacpa.org, 2011). Lapca.org praises the 7-S framework since it focuses more on service businesses when compared to the 4Ps model. Therefore, the 7-S framework is more of service marketing when compared to 4Ps model. Lapca.org also discusses the seven elements of the 7-S framework, but it separates them into two sections, soft elements and hard elements. The hard elements incorporate structure, strategy and systems, but the soft include skills, staff, style and shared values. Nevertheless, in combination, both hard and soft elements offer a successful framework for analyzing the team or organization and their proceedings (Lacpa.org, 2011). In the U.S. Army Training and Doctrine Command, the elements could be used in exploring the extent to which the organization is working coherently towards a distinctive place in the mind of its clients. Rubel, T. (1994). Connecting the dots: Vision, strategy and execution. Chain Store Executive with Shopping Center Age, 70(1), 30-32. According to Rubel, how organizations create value in shared beliefs is not just a dry question, but also a matter of essential significance to teams or organizations seeking to maximize their efficiency. Rubel suggest that the 7-S model can be applied in any organization analysis, in a number of industries. Hence, for an interesting perspective on organizational style, staff, skills and superordinate goals, Rubel urges that retailers work together to acquire raw materials, which help them in producing something useful. Rubel argues that successful retailers in the restaurant industry have utilized the 7-S framework and combined goals, systems and strategies to run a successful business (Rubel, 1994). Such factors include procurement, human resource management, technological development and infrastructure. Retailers have assisted one another in these fields in order to come up with improved products for their clients. Also, all retailers, today, offer direct and indirect activities that meet the vital standards of their clients. Yudd, R. (2003). Real-life mentoring lights way for future leaders: Nation’s Restaurant News, pp. 48-49. According to Ron Yudd, the organizational benefits adapted from mentoring are enhanced retention of management leadership and staff development. Mentoring presents an inexpensive way of influencing employee perceptions, as well as attitudes, and reduces turnover (Yudd, 2003). Mentoring, according to Yudd, motivates individuals through offering intensity and direction to competencies. Also, monitoring benefits a well-defined organization (Yudd, 2003). The elements of a well-structured organization or team include definitions of monitoring program objectives and outcomes, identification of responsibilities and roles, as well as a method of measuring outcome achievement. Chatterjee, S. (2003). Panel: Poor leadership facilitated assaults at air force academy, Knight Ridder Tribune Business News, p.1. According to Chatterjee, if elements of the 7-S framework are not aligned properly, then it would have grim effects on the team or organization. The article in the Knight Ridder Business New suggests that poor leadership facilitated the assaults witnessed at Air Force Academy (Chatterjee, 2003). This was a result of poor alignment of the seven elements of the 7-S framework. If the seven elements are not aligned properly, then it will have stern effect to the team or organization which the framework is applied (Chatterjee, 2003). Chaston, I. (1995). A typology for evaluating branch perceptions of internal customer management processes within the UK clearing banks. The Service Industries Journal, 15(3), 332-349. According to Chaston, banks in the UK use the seven elements of the 7-S framework to implement new processes, change leadership and also to understand how the team elements are interrelated. This ensures that the impacts of changes which are made are in areas of consideration (Chaston, 1995). Banks, in the United Kingdom, use the seven elements of the 7-S framework to analyze current situations and come up with quick and permanent answers (Chaston, 1995). In conclusion, it is vital for organizations to implement a framework that guides them in their activities. Such a framework might be the 7-S, which has positive outcomes when used correctly. Organizations or teams that wish to have positive company vision and superordinate goals should implement ways that will align these elements accurately to get the best results. Read More