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Strategic Analysis/Competing Globally - Essay Example

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Strategic Analysis/Competing Globally Name: Institution: STRATEGIC ANALYSIS/COMPETING GLOBALLY Describe the needed alignment between values, mission, vision, organization-wide metrics, strategic plans with metrics, action plans with metrics, and process performance metrics in order to develop a highly effective organization…
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Download file to see previous pages They can also be aligned to action plans with metrics by aligning the performance of the workforce to the organizational goals and linking the satisfaction of the employee to the loyalty of the customer. Alignment with strategic plans with metrics aims to align the employees, technology and processes to the performance goals that inform the organization’s mission and driving performance measures to drive making of decisions. Finally, alignment with organizational-performance metrics involves alignment financial performance, resource performance, workforce performance, and departmental performance. Organizational alignment requires for there to be compatibility between cultural and strategic paths and that there be consistency within them (Dyck, & Mitchell, 2010: p27). The organizations goals have to be compatible with its goals. For example, an organization that values flexibility should avoid goals that focus on the development of tight systems of control. The organization’s day-to-day behaviour needs to be consistent with the organization’s values. Like goals, values are necessities in business. Aligning an organization successfully requires clarity of goals, strategies, and values. For example, to get and maintain market share needs relevant goals, as well as testing actions and decisions for these goals. It also needs the communication of the relevant organization values while ensuring that the organization’s typical behaviour is reflective of the values. How did Bob Galvin change the culture and strategy at Motorola and why? Bob Galvin changed Motorola’s culture to one based on personal accountability, proactive empowerment, and participation (Fitz-Enz, 2012: p44). He insisted on uncompromising integrity and constant respect for people and hoped that this would result in trust and, consequently, creativity and long-term survival. He did this because he felt that the key to the company’s long-time prosperity effectively relied on better service to the community, shareholders, employees, and customers. Galvin was of the opinion that the key to his company’s prosperity in the long term lay in effectively serving the community, shareholders, employees, and customers (Fitz-Enz, 2012: p48). For the customers, the new culture aimed to serve them better than its competitors did with services and product of high quality and value in order to earn their continued support and trust. For the employees, the organization treats all with dignity to maintain an atmosphere of openness. Direct communication with them set out to allow the employees contribute to their full potential, as well as foster a unity of purpose with the company. For the shareholders, the objective of Motorola’s new strategy is to have the shareholders prosper, thus making the company’s equity securities attractive as an investment (Fitz-Enz, 2012: p48). Finally, the new culture’s objective for the community was to contribute to its social and economic well-being while encouraging employees to be involved in community affairs. Explain what Porter’s 5-force model brings to the understanding the external environment a business faces Five forces shape the external environment of a company. These are the threat of new entrants, bargaining power of the buyers, bargaining power of the suppliers, rivalry among competitors, and threat of substitute services and prod ...Download file to see next pagesRead More
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