Organizational and Facilities Management Strategy - Assignment Example

 Organizational and Facilities Management Strategy Outline 1) Introduction 2) Explain how the business strategy has been developed and put into practice i) Strategic analysis ii) Strategic selection iii) Strategy implementation and management iv) The review and feedback 3) Evaluate the impact of the strategy on the services offered by the facilities management team 4) Analyze the context in which facilities management services are provided and compare different approaches to developing an appropriate strategy i) The planning approach ii) Competitive positioning approach iii) The emergent or learning approach iv) The core competence approach v) Learning and knowledge-based strategy 5) Analyze the relationship between organizational and facilities management strategies and the ways in which they influence each other. Develop a facilities management strategy for the organization of your choice and state how you would go about implementing it. i) The relationship between organizational and facilities management strategies and the ways in which they influence each other ii) Facilities management strategy for Transatlantic Airline (a) Strategic analysis of facilities requirement 1. Services audit and review 2. Assessment of expectations 3. Portfolio audit 4. Resource audit 5. Market audit (b) Developing solutions 1. Generation of options 2. Generating criteria for evaluating options 3. Selection of preferred options (c) Strategy implementation 6) Explain how you would review the facilities management strategy, listing the tools and techniques you could use to measure its effectiveness i) Fixing benchmark of performance ii) Measuring performance iii) Variance measurement iv) Taking corrective action v) Tools and techniques for measuring a strategy’s effectiveness 7) Analyze changes in the organization that may require the facilities management strategy to be changed i) Competition ii) Technology iii) Desire for growth iv) Government regulations 8) Explain how you would communicate the facilities management strategy with a wide range of target audiences i) Building a communication strategy as a strategy in its own right ii) Understand the communication channels chosen iii) Apply the appropriate packaging technique 9) Demonstrate the use of appropriate methods to communicate a variety of complex facilities management issues i) Interactive communication methods ii) Push communication method iii) Pull communication 10) Evaluate the methods used to determine the level of understanding by recipient audiences 11) Conclusion 12) References Organizational and Facilities Management Strategy Introduction Strategy thinking and management is the most important aspect of an organization whether business or public sector. The manner in which strategy activities are outlined and carried out determines the long-term success or failure of a business organization. A strategy as defined by Chandler is the process of outlining long-term goals and objectives of an organization, taking action to achieve them and allocating the necessary resources for achieving these goals and objectives (Jensen, 2011). Strategy has also been described simply by cook, (1999) as the means of achieving long-term goal (s) of an organization. Strategy happens at all levels of an organization despite the fact that it is made at the highest level of decision-making. These levels include from the highest to the lowest depending on an organization as follows: network level, corporate level, business level and functional level (Campbell, Stonehouse, & Houston, 2002). In order to manage a business strategy, decisions, also known as strategic decisions, regarding how to manage strategy at different levels must be taken and implemented. This is called strategic management. This is important for a business to survive in the end and plays the vital role of propelling the business to long-term growth and achieving competitive advantages (Litman, 2008). Explain how the business strategy has been developed and put into practice A business strategy is a process of continually orienting the business to the ever-changing environment so that the probability of surviving and prospering is improved. Strategy development and putting into practice takes on three distinct stages: strategic analysis, strategic choice and strategy implementation (Campbell, Stonehouse, & Houston, 2002). Strategic analysis In order to make important decisions in business, or indeed in life, it is wise to collect adequate and relevant information. The aim of this stage is to gather information that is relevant in making strategic decisions in a business. This is done in two stages. The first stage involves gathering and examining information on the internal environment of a business. In this stage, one looks at the internal structures and then establishes the strengths and weaknesses of the business. The second stage involves examination of the external environment of business. In this stage, two layers of the external environment are looked at; the micro or near environment and the macro or far environment. The microenvironment included analyzing information on air travel industry in which the company is competing and in the macro environment analysis of the factors affecting not only the company but also the whole industry and in which the company may have no influence on but can only learn to cope and adapt to. This was done with the assistance of several tools but mostly by the SWOT analysis (Jensen, 2011). Strategic selection This is the second stage of strategy development where the information gathered from the analysis guides strategic managers in making intelligent and informed choice of the most suitable course of action for the company’s future. It is important that we make the best decision at this stage and therefore sufficient and correct information is required. In order to do this, an examination of the information is done, and then a list of alternatives is generated depending on how each addresses the key issues. Using specific criteria, the alternatives are evaluated\, and the most appropriate one is selected. Strategy implementation and management This is the stage where the selected alternative in the previous stage is implemented. This is the stage where most work is done. The managers put into consideration a number of issues. First the organization’s facilities and resources, the readiness of the company’s culture and structure to undertake the proposed actions, the changes that will be made to implement the strategy and finally the readiness of the operations function to implement it and the quality issues likely to arise. The review and feedback The strategy needs to be continually reviewed and improved continuously throughout the implementation stage, which will go in a cycle to analysis stage. If conditions, both internally and externally change, the process will need to respond to these changes (International Facility Management Authority (IFMA), 2009). Evaluate the impact of the strategy on the services offered by the facilities management team To begin with, facility management team was non-existent and instead a maintenance team was in place, which was seen as a cost. The airline was educated on the role of a facility management team and its role and what it can offer to the airline (Campbell, Stonehouse, & Houston, 2002). A comprehensive facilities management strategy was drawn to respond to the current and future core business needs of the airline. A need for a new business process model to support a big in-house resource of more than 400 staff was implemented. This involved procurement of a new design property management information system. The ICT function re-engineered the information system to establish a central and accessible system capable of coordinating all information sources into an intelligible format for the facilities management function and the whole business. In Human resources management, roles were clarified, and responsibility and accountabilities outlined especially for the new and the re-designated positions. Analyze the context in which facilities management services are provided and compare different approaches to developing an appropriate strategy In the organization, Transatlantic Airline, a drop in the air travel market necessitated the need to look at its internal organization with a view to reducing the fixed cost base. The decision to outsource facilities maintenance to a single service provider led to a change in the large in-house resource of engineers and supervisors into a small team of contract managers. This necessitated the need for clarity in the definition of roles that remained. Changes to the supporting business processes and legacy systems that would need current ICT systems for meaningful information resulted. This is the point at which a facilities management consultant was to come in with the objectives of this partnership were to increase awareness of the advantages of facilities management. Develop a vigorous facilities management strategy to meet current and future needs. There are different approaches that can be used (Campbell, Stonehouse, & Houston, 2002). The planning approach This approach involves deliberate, long term planning that seeks to put in motion a strategy that achieves a that maximally bridges the gap between organizational strategy and the environment in which the company is operating on. The strategic management in this case becomes very systematized and deterministic. The limitation in this approach is that it is quite inflexible in a time when things are changing rapidly thought there is a need to set long term goals, plans and policies in order for the business to grow. The detailed long-term plans are unnecessary since businesses need to take advantage of every opportunity that come sits way to gain competitive advantage (Helmreich, 2008). Competitive positioning approach This approach is based on the idea of putting the business ‘strategically fit’ in the environment to achieve competitive advantage. The business analysis the environment first before determining the position it will take to be strategic. The limitation on this is the use of analysis tool that have their own disadvantages but as long as these are recognized, managers can be able to grasp the issues in such a complex organization and its environment. The emergent or learning approach This approach assumes that there is always a gap between what is planned and what is realized in the modern changing and hyperactive competitive business environment. This means that the organization has to adapt and change its strategy incrementally based on what it learns. This does not mean that it does away with deliberate, strategic planning but that they should be flexible. The core competence approach This is based on the idea that organizations should internally develop core competencies rather than generating them from the external environment as suggested in the competitive positioning. This one gives internal environment greater importance in determining competitive advantage giving it an inside-out approach. This way an organization examines and develops its own unique resources, capabilities and competencies and exploits them in the environment. The danger comes from ignoring the environment such as customers and their needs, technology changes and competitors among others. Learning and knowledge-based strategy Strategy here adopts a holistic view that looks into all aspects of the organization such as resources, capabilities, activities and competencies and how they interact with the external environment. What this approach advocates for is organizations developing their competitive advantage by use of new and advanced knowledge through organizational learning. Here, competitive advantage stems from adopting market driven strategies that put into consideration customer needs learned over time. At Transatlantic Airline, the approach that the consultant used was increasing the profile of facility management within the organization and a partnership geared towards re-engineering and supporting business processes that are strategic and effective. This approach is more of a leaning knowledge-based approach described above in that they sought to use and increase the value for facility management in the business while, at the same time, it responded to the factors in the external environment and adjustments will be made as necessary as they are informed by the review and monitoring process. Analyze the relationship between organizational and facilities management strategies and the ways in which they influence each other An organization is made up of people, facilities and systems that have been put in place to realize specific objectives. The systems, people and facilities interaction result into the accomplishment of certain goals. Facilities are composed of buildings, infrastructure and support services while systems are the webs that link facilities and people to make a production unit. Development of strategy management occurs at various levels organizational strategy and facilities being some of them (Jensen, 2011). Organizational management strategy deals with the overall purpose and scope of a business organization and geared towards meeting stakeholders expectations. At this level, strategy management is heavily influenced by investors and guides the strategic decision making for the whole business. It is mainly stated in the mission statement (Ralph, 2002). Facilities management strategy, on the other hand, is a functional level strategy and coordinates facilities of the organizations. Facilities management strategies are geared towards upholding and contributing towards the achievement of the business-level strategies and the overall corporate-level strategies. The facilities strategy gives a vision of how facilities for the organization contribute to the overall strategy. This process can be looked at from four perspectives. First is what the business wants the facilities management to do, secondly what the market position of the firm requires the facilities management to do while the third perspective deals with what FM resources can accomplish and finally what day to day experience suggests Facilities Management should do (International Facility Management Authority (IFMA), 2009). An FM strategy should be consistent with the organization’s business plan, outlined strategy and high-level goals. The organization’s strategy is the long-term plan of action in order to achieve its goals and is characterized by two elements: the vision and mission. Again, an FM strategy is implemented within the organizational structure within the company that maps out roles and responsibilities and reporting relationships of different managers and subunits (Cook, 1999). Facilities management strategy for Transatlantic Airline The airline recognizes the need to treat facilities management strategy as a basis for its space strategy rather than an addition to it. As the consultant for the facilities management for the company, a facilities management strategy is the starting point of this partnership. This is aligned to the overall business plan of the company and its accommodation strategy. Development and implementation of facilities management strategy takes three stages (Campbell, Stonehouse, & Houston, 2002). Strategic analysis of facilities requirement The purpose of this stage is to gain an understanding of the present state of Transatlantic Airline’s real estate and the approach it uses in facilities management. This includes first establishing all facts regarding organizational objectives, needs and policies from the organization’s business plan. Secondly, getting the physical assets and space utilization of the Airline from its accommodation strategy and thirdly, doing a review of its current service provision and finally doing a cost analysis. This stage also has several phases that help understand the present state of organization’s facilities. These include the following (International Facility Management Authority (IFMA), 2009). Services audit and review At this stage, the consultant differentiates core and non-core business activities so that effort is concentrated where it is needed most. It is also at this phase that the organization carries out a review of the operations of the services provided by taking into consideration the policy of the company, its processes and procedures and service delivery. Assessment of expectations The consultants also help the organization to define the expectations and objectives of its facilities in the present situation and in the future. Things like potential extensions, additions and expansion of facilities in the future in line with the objectives and goals of the business are considered. Portfolio audit This phase involves auditing the real estate and related assets the Airline has by considering the need for and provision of support services, maintenance plans and risk assessment. Space utilization and the procedures the company uses for the charging of use of space are put in mind also. This makes the company aware of how space is utilized and how economical these uses are. Resource audit Analysis of the strategy for Transatlantic also includes an assessment of the staff involved in the provision of facilities and support services. In this case, this will include the 400 employees remaining in facility maintenance and the contracted ones. The strategy will look at human resources plans on staff needed, pattern of use of facilities, areas of intensive use and under-use within the facilities and the ICT capacity. Market audit The strategy will leave a provision for making periodic audits on the real estate market values by evaluating the service providers, real estate availability and market trends. Developing solutions In this stage, the information gathered in the previous stage will be interpreted in a vigorous and structured approach. An open and impartial interpretation of the information will generate new ideas and innovative solutions. The development of solutions takes on a four-stage approach as follows Generation of options The analysis of the airlines space and the related assets had generated the gaps that exist between them and its needs. The alternative solutions to be considered in this stage are geared towards filling the gap with innovative solutions that looks into the present and future needs. Not every alternative that is suggested should be disregarded, as its worthiness will be determined in the later stages. Generating criteria for evaluating options The criteria for judging the options are first generated with clear objectivity in separating it from application. This included the review of the best value for facilities and customer satisfaction among others. Consistent application of criteria is important from the top to the bottom of the list of options. The criteria itself is clear and open to review. If the options are found not to be mutually exclusive, they can be combined or varied to give the best way forward. Selection of preferred options In this stage, the best options are straightforward as established in the judging stage. The solutions that emerge from this stage reflect a strategy that mirrors the organization’s overall strategic plans and space strategy. In this case, various elements are contained in the facilities management strategy. They include the financial objectives, customer requirements, goals and vital success factors, technical issues, in-house and outsourcing strategy, supporting ICT and risks and areas of uncertainty, business processes, procurement strategy, human resources plan, methodology of managing change and targets for potential efficiency gains and quality improvements. Strategy implementation At this stage, operational plans are drawn and put in place. A process of change management was put in place. The broader support services were provided through engaging a team of expert facilities managers, project managers, procurement experts, electrical and mechanical engineers, building and quantity surveyors, health and safety specialist and administrative staff all provided by the consultant. The second activity involved educating the airline about the role of facilities management and the benefits it can bring in return as its profile was very low in the organization. The informed client function (ICF) was then developed. Again, the property management was used to managing its staff and framework existed for contract managers for facilities management to work with the other function of the business. The consultants together with the airline managers worked together to draw a comprehensive facilities management strategy to suite its present and future business needs (Ralph, 2002). The ICT system was re-engineered to provide a central and accessible information system that interlinked all information sources and elements within the organization and not just within facilities management. This meant that the facilities management function was now in the flow of the business rather than being an addition as it was the case before. The human resources management part of the organization, clarity, responsibility and accountability for the newly created or re-designated positions was done. Change of titles, responsibilities, roles and reporting relationships was tested for suitability in adapting to changing business and economic environments. The consultant was also in charge f managing the process of change within HRM context by the use of input-output model that only looked at personnel requirements instead of personnel names or existing structures, which would have introduced bias. The operational managers in the property department mainly operated on reactive basis prior to restructuring. The consultant helped them to design a business plan that reflected their aspirations for the business that would help them to optimally support their customers. A series of workshops on a collaborative basis between the management teams of both the airline and the consultant were held. These were organized to openly exchange knowledge and information in a coordinated manner. This resulted in initiating the re-engineering project and preparation of execution plan. First, the goals and objectives of the project were outlines and the tangible measures that would result from the project. Then key processes were outlined as reflected by the goals and objectives of the project. This resulted to four processes, which included customer-relationship management, estates-related and facilities management planning, service delivery and service and organizational development. From this stage, small teams were formed led by senior airline manager to redesign the processes and define a clear set of deliverables. These were outlined as customer property plans, customer profiles, property guidance, property portfolio, cost and charging, service delivery feedback, details, master schedule and property management framework among others. Explain how you would review the facilities management strategy, listing the tools and techniques you could use to measure its effectiveness A review of a strategy as described by Litman, (2008) means carrying out an appraisal of the fundamental factors and trends that govern the success of a business. This process irrespective of the methods that are used to evaluate answers the following three questions. First, whether the objectives of the business are appropriate, secondly, whether the policies and plans are appropriate and finally, whether the results obtained so far confirm or rebut vital assumptions upon which the strategies are based. The process of facilities management strategy evaluation takes the following steps (Cook, 1999). Fixing benchmark of performance This involves considering the benchmarks to set, how to set them and how they will be expressed. Performance indicators that identify and express the outlined benchmarks are used in evaluation. Qualitative and quantitative criteria can be utilized for compressively understanding the facility strategy management performance. Quantitative criteria could include calculating net profit, ROI, earning per share, cost of production and rate of employee turnover among others. Qualitative criteria on the other hand are subjective assessment of things such as skills and competencies, risk taking potential and flexibility among others. Measuring performance Having outlined the benchmark to be used in the evaluation as the standard measure of the actual performance, this stage involves reporting and communicating the actual outcomes in order to measure real performance. This process is easier if the measures used for measuring performance and the standards are set properly. It is important that evaluation is done at the right time and measuring of performance and financial statements are prepared at the right time annually. Variance measurement The actual performance of a strategy measured against a standard performance measure leaves a gap or variance, which must be analyzed. Facility management must outline the degree of tolerance limits of a variance is acceptable or not acceptable. Positive deviation in the measurement will indicate a better performance while a negative one indicates the opposite and in this case corrective action must be taken. Taking corrective action At this stage, a corrective action must be planned for. Consistently less desirable performance means facility management must take action to find out what is responsible for poor performance. If they discover that the organizational potential is lower than the requirements, lowering standards will be inevitable. Another corrective action, which is quite drastic, is going back to the starting point of strategic management process if it found out that the strategy requires reformulating according to the new resources allocation inclination (Rumulet, 2003) Tools and techniques for measuring a strategy’s effectiveness Various tools and techniques can be used in facilities management strategy evaluation. These include the following 1) Michael Porter’s five forces of attractiveness of a market 2) Richard Rummelt’s four criteria of consistency, consonance, feasibility and advantage 3) The SWOT Analysis 4) Strategy evaluation assessment matrix 5) Action research 6) Change management Analyze changes in the organization that may require the facilities management strategy to be changed Change management is an aspect that deals with ensuring that the organization responds to the changes in the environment in which it operates. This is characterized by four features, which include dissatisfaction with the strategy in use, developing a strategy to implement change, creating a vision for a better alternative and resistance to strategy (Jensen, 2011). In the evolving world, demands change creating the necessity for new products and services and businesses have to change in response to these changes in order to remain competitive. How flexible a business is to the changing needs determines its survival and growth. There are various factors that may require the facilities management strategy to change in the organization either arising from within or in the external environment in which the organization operates (Rumulet, 2003). Competition The entrance of a new competitor in the air travel market can necessitate Transatlantic to change its marketing strategy. This means the other departments in the organization may be touched in one way or another. Technology New innovations in technology can force the organization to change so as to keep up or simply to be more effective. In facilities management, a new ICT system in place that connects the function to the rest of the organization may mean training of employees who may never have used computers before or retaining others to be able to use the new system. A good case is the adoption of technology to be able to implement email-ticketing o as to increase efficiency and better customer service. This requires even facilities management to orient their actions towards this technology (Cook, 1999). Desire for growth A company can also change the methods of operation so as to grow. This is bound to affect all facets of the business as well as force them to rethink their strategy. Government regulations Changes in the regulations of government that affect the air travel industry will affect how the organization does business. New regulations on safety procedures will change the way facilities management strategy to create a safer working environment. The same procedures might apply to the airplane, which will mean facilities are affected (Campbell, Stonehouse, & Houston, 2002). Other factors within the organization may include desire to increase profitability, depreciation of assets, conflicts between departments and employee de-motivation or poor business relationships. Other factors outside the organization but which have the potential to impact on facilities management include uncertain economic conditions, political interests, globalization and change in the nature and composition of the staff (Ralph, 2002). Explain how you would communicate the facilities management strategy with a wide range of target audiences Communication of the strategy to all stakeholders determines the level of success of a facilities management strategy. It is important that stakeholders are involved in throughout the process. Stakeholders are people who have legitimate interests in the business or process and include employees, shareholders, investors, customers, relevant authorities, neighbors, unions and the public among others in varying levels. This brings about a wide range of target audiences for communication a facilities management strategy (Kaplan, 2008). This is no mean task considering that in the Transatlantic Airlines, many changes are taking place with the restructuring process, many people will be affected, and their support is important in the implementation of the facilities management strategy. The best way to device to communicate with this wide array of target audiences will be first designing a communication strategy. This will take the following process as discussed by Laban & Green, (2003). Building a communication strategy as a strategy in its own right This stage starts with developing a big-picture communication strategic goal complete with a vision and mission statement. The objectives are then clearly defined bearing in mind that changes are bound to occur over times and between one functional departments of the company to another and therefore adjustments are made appropriately. The next item is identifying specifically what messages to deliver to where and to whom. This introduces the two-way communication mechanism where the communication team is able to get feedback from the target audience, which helps, in evaluating the strategy. Having feedback from the target audience is not enough if mechanism for connecting this to the implementation is not there, therefore it should be put in place and enable changes to be made appropriately so as to improve the strategy. Understand the communication channels chosen The communication channels chosen for various target audiences should be evaluated for limitations and preferences the audience have and adjusted properly. For example if employees are checking their emails via a dial-up connection, large slide show presentations might not work because they take long to open. After evaluating the channels, they should be matched to the desired level of interaction and feedback needs. If the consultancy team wants to communicate high-level strategy issues, video conferencing may be appropriate because off the content, feedback and interaction while communicating a simple company policy to employees can be appropriately communicated through a memo. Due to the wide target, multiple channels are necessary to communicate to different audience groups. Functional departments within the company have different circumstances or levels of involvement in the facilities management strategy issues and that calls for use of different channels of communication. Apply the appropriate packaging technique It is important that the message sent to different audiences apply the language that the audience will understand. This shows them that the management recognizes that they have a unique point of view. At this point, it is important to recognize that a good communication gives the managers and chance to disseminate and reinforce the corporate culture and therefore nothing should be underestimated. Facilities managers, and indeed the whole organization, should understand that organizations comprises of social, communicative human beings and in order to see the process of restructuring and successful implementation of the strategy, they need to keep communicating with the people to bring them together in a cooperative and communicative team and make them understand that it is only then that they can achieve great things. Demonstrate the use of appropriate methods to communicate a variety of complex facilities management issues Some communication methods are effective while others are not when used in different environments. The following are communication methods that are used in complex issues of facilities management as described by Laban & Green, (2003) Interactive communication methods Some complex management issues require that stakeholders concerned to communicate and respond to the messages in real time. In this case, interactive communication methods such as face-to-face meetings, video conferencing, phone calls and messengers’ charts are the most appropriate. Face-to-face meeting are the most effective here since one is able to gauge the body language and facial expressions of stakeholders as they respond to the message. In communicating complex issues in facility management, interactive communication methods are favored since solutions or responses are generated promptly. In this case, of brainstorming which is very useful is effectively done through an interactive communication method. In case of Transatlantic Airline, many changes are taking place, which affect many people and are making people anxious, it best that complex issues are communicated in an interactive method. Push communication method In some circumstances, interactive communication methods are not suitable and facility managers have to apply other methods. Push communication is where information is distributed without any expectation for feedback from the receivers. Example of such a situation is when sending meeting notes generated from a brainstorming session or a report of the progress of the projects being carried out in the organization or department to keep members informed or satisfied. Press releases are another push method that is directed towards shareholders and the public (Jensen, 2011). Pull communication In other situations the facilities management team want to communicate to a large audience but their discretion since information is not urgent or need response. The most effective method to use in this case is pull communication. In the course of restructuring and making facilities management a functional and effective part of the company, workshops are held or training programs for employees. The training and workshop materials can be uploaded via the corporate intranet so that those who participated and those interested can access them when need arises. This is most appropriate in avoiding information overload since a lot is happening in the company during this period of time (Kaplan, 2008). Evaluate the methods used to determine level of understanding by recipient audiences Effective communication is vital for the success of implementing a facilities management strategy at Transatlantic Airline. The situation is made complex by the restructuring and changes taking place in the organization. In using the above methods to communicate complex issues, ideas or maters, it is important to evaluate the level of understanding of the target audience. This has been done through the following (Helmreich, 2008) 1) Identifying i) The range of audience that will be involved in communication ii) Communication differences they might have such as level of knowledge and skills, context and cultures of audience, degree of confusion or clarity, levels of familiarity with the subject matter, preferred language and sense of reality. iii) Wider situational factors, issues and risks such as changes taking place and are outside the audience’s control such as history of poor communication or misunderstanding associated political issues and clashes of personalities or organizational styles. 2) Anticipating barriers to communication and acting on them 3) Communicating in a manner that is in line with the existing company legislation, policies and procedures 4) Taking action to produce accurate and complete records consistent with existing rules and regulations 5) Communicating with audience in a form and manner, which is consistent with their level of comprehension, culture and backgrounds, and taking into consideration their preferred language. 6) Adopting a form and manner of communication that is suitable for the purpose of communication and the level of complexity and context, and 7) Ensuring the manner and form of communication encourages contribution and achievement constructive outcome. Conclusion Strategy thinking and management is the most important aspect of an organization whether business or public sector. Developing a business strategy is a process that seeks to continually orient the business to the dynamic business environment. There are various approaches of developing a business strategy such as the planning approach, competitive positioning approach and learning and knowledge-based strategy among others. A facilities management strategy falls under the functional level strategy are geared towards upholding and contributing towards the achievement of the business-level strategies and the overall corporate-level strategies. Once a strategy has been developed, communicating it to all stakeholders is important which again requires developing a communication strategy that effectively delivers the messages and gets feedback from them. References Campbell, D., Stonehouse, G., & Houston, B., 2002. Business Strategy: An Introduction. UK: Butterworth Heinemann. 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Strategic Management and Organisational Dynamics: The Challenge of Complexity to Ways of Thinking About Organisations. USA: Prentice Hall. Rumulet, R., 2003. Evaluating Buaisness Strategy. USA: McGraw-Hill. Read More