The Liberalization of the Labor Market - Strategic Plan Process in Amacho Enterprise Organization - Case Study Example

The liberalization of labour market Name Course Institution Professor Date Introduction Strategic planning forms quite an integral part within any given organization. The major reason behind this is because of the competitive nature of the environment within which organizations operate. In the recent years need has arisen within the Amacho enterprise organization to create its goals as well as objectives in line with the organizational mission statement, the vision, and core values in relation to the goal theory (Grant and Robert 2003, p.510). The organization has some deficit within how its operations are carried out and the path followed to effectively and efficiently achieve its set goals and objectives.  A criterion standard is thus of great necessity for the development of a strategic plan. This paper seeks to evaluate the pre-planning phase, the strategic planning phase and the operational phase of the strategic planning process of Amacho enterprise. It places a high value on how important it is for any given organization to plan its strategies in as far as the achievements of the set goals are concerned. Pre-planning phase The Amacho enterprise organization has been seen as to spend quite a lot of time reacting to changes that are unexpected rather than anticipating and being ready for them by basically preparing before they occur. This is reflects the concept of crisis management which is quite significant if an organization is to achieve the desired level of competition with ease. This organization is currently being faced with a lot of drawbacks which have been key hindrances towards better performance. It is occasionally caught off guard which leads to it spending a lot of time and energy trying to catch up with the changes in the environment in which it operates. A lot of energy is being channeled trying to deal with problems that are at hand with little being left for anticipation and preparation of any future challenges that may be experienced. This vicious cycle has most certainly locked this organization into a reactive state (Drucker and Peter 1990, p.68). The organization proves not to have in place the capacity much less the capability to meet challenges along its path. It lacks the appropriate mechanisms of identifying potential opportunities as well as threats that have totally taken the better of the organizations finances in a bid of trying to deal with them. It basically lacks control of its future such that changes within the environment destabilize it hence impacting negatively to its success. The organization is experiencing a lot of difficulties in respect to the management of some of the routine practices that are carried out within it. Some activities that need to be coordinated in order to work well with others have been difficult to control and manage. They have resulted to a slow pace being experienced towards goal realization since much time is spent trying to provide solutions to the conflict that arises between uncoordinated operations and their incompatibility. Coordination of efforts within the organization has also been of a major concern requiring immediate attention. In regards to this it has been quite difficult to identify a link between individual efforts within the organization which necessitate coordination as a key factor for them to achieve the set goals and objectives. The organization thus desires to be able to connect all its operations and how they relate with one another towards the achievement of its common goals (Gómez-Mejía, Luis and David, Balkin and Robert Cardy 2001, p. 29). The organization also has been seen to be characterized by a poor communication system. Members of the organization have been seen as not to fully understand one another especially in the aspects that necessitate combined efforts during the times of work. It therefore so desires to have a system of communication that will ensure that all employees exchange the right information and which is in line with the stipulated goals. Trying to obtain competitive advantage is another major challenge that relates to the ability of the organization to analyze and monitor market trends and be able to secure its position while minimizing costs and at the same time maximizing on its profits. The survival of any given organization lies on its ability to obtain competitive advantage. Strategic planning phase In this case the model of strategic planning that will propel the organization towards achieving its mission and vision is the goal-based strategic planning (Renger and Titcomb 2002, p. 495). This will involve coming up with a process that will viable for the organization as far as the management of any future crisis is concerned. The organization has many aspirations. They begin with ensuring that it has objectives that are definite and that the concepts and ideas in place are in such a way that they can undergo implementation and evaluation. The organization wishes to be in a position whereby it is able to look into the future have a complete idea of its future on the basis of its current trends and some of the outside forces of factors that may affect it in one way or another. The organization’s desire is to have the capability and capacity to be able to look three years and more into future so that it may be able to have in place the right instruments that will enable it to continue surviving within the dynamic environment (Grant and Robert 2003, p.500). There are certain key indicators for which the organization’s management believes that if it is sufficiently able to analyze the organization will have a definitive course in regards to the nature of the business environment projected into the future. Some of the indicators include economic indicators, demographic statistics, government policies and advances in regards to technology (Drucker, Peter 1990, p.60). These factors are understood to reveal trends that are very strong in line with both the economic and political climates as well as changes that may occur within the lifestyle of people. The factors are held in high regard due to the fact that they influence the management industry and facilities planning. The organization understands that by having a comprehensive understanding of the trends within its environment it will be in a position to identify potential opportunities as well as threats that may hinder it from achieving its already set goals and objectives. The process of strategic planning will ensure that the organization is able to sustain its competitive edge among its competitors. This will encompass adapting to constant changes within its external and internal environments, ensuring that it complies with the budget modifications or constraints, bringing together the entire community of individuals within the organization in order to collaborate to better the organization and to make each an every individual within the organization to feel valued thus making them to have a positive impact to the performance of the organization (Drucker, Peter 1990, p.60). Business/ operational phase The Amacho enterprise organization needs to undergo a big change in order to be in a position to achieve it goals and objectives. In this case a strategic plan is of paramount importance if the organization if the goals and objectives are to be realized in the most efficient and effective way. Strategic planning incorporates major objectives such as facilitating the understanding of its benefits as well as promoting a continuous learning process in regards to the requirements for a strategic plan to turn out successful after its implementation. To begin with if the organization is to take a turn towards improving its performance a lot of focus need to be placed on the its operational aspects. These aspects relate may be understood to relate more to the organizational structure of organization. They form the core of all activities which the business undertakes and which have a greater impact to its performance in the end. Basically, the entire strategic plan would include ensuring that there proper organization, coordination and supervision of the day to day activities within the organization that are meant to be routinely done (Mintzberg, Henry, James Brian Quinn and Sumantra Ghoshal 1999, p.17). With this the organization will be able to have better control of how employees relate with each other preventing certain threats such as arising of conflicts in the organization. By the organization shifting its focus on routine operational tasks and projects that are long are long term t will be able to handle any future challenges that may arise reduces the chances of being caught off guard whatsoever which highly hinders its ability to ability to secure its place in future. Communication is a significant factor within any given organization for it to realize its goals and its full potential. By it being made as part of primary goals within the strategic plan it will contribute to better performance thus enabling the organization to obtain competitive advantage. Good Communication which may involve both face to face and electronic means enhances various facets of an organization and the manner in which they work with each other. The dissemination of the right information through the right communication channel and to the right department in the organization will ease the execution of duties especially in relation to the chain of command from the superior to the subordinate staff. It is quite a viable approach having the organization create and implement new ways of coordinating efforts as well as of reviewing the progress of work of the employees (Gómez-Mejía, Luis R. & David B. Balkin, and Robert L. Cardy 2001, p.25). This idea will be achieved by the plan encompassing weekly meetings. Also it is in the meetings that the organization’s management team will have an opportunity to communicate to its members and inform them of any changes as far as the operations of the organization are concerned. Frequent updates as regards to changes in the strategic plan due to the dynamic internal and environment of the organization may be communicated during such meetings. It is crucial for the an organization to have in place a good mechanism in line with the process of sharing information between the superior and subordinate staff on a regular basis. This idea being incorporated into the plan implies that employees will be able to have a sense of belonging within the organization since their ideas regarding the operations of the organization are not overlooked (Haley and George 2000, p.415). From this perspective the organization is able to gain employee loyalty and commitment as they execute their routine tasks. Better outcomes are maybe forecasted by the organization after encouraging and seeking trust from employees with such an approach. There are tools that the organization is required to make use in order for the strategic planning process to turn out as successful (Drucker, Peter 1990, p.60). These tool include the return on investment analysis which will serve the purpose of enabling the managers to evaluate the worth of an investment over given period of time and at the same considering some factors such as the strategic objectives of the evaluation itself, measuring both costs and returns and the manner in which the evaluation relates to the overall operational processes within the organization as well as the external organization. Despite the benefits that the organization is going to receive from these strategic plan there are certain drawbacks that the organization will have to put into consideration and come up with the way forward to overcome them. Due to the ever increasing scientific knowledge in the production of goods and services it might not be easy for the organization to timely implement the new technologies that are cropping up in the market place. Another drawback involves the lack of high quality information within the plan as well as failure to consider the aspect of human creativity within the plan. Nevertheless, the hypothetical strategic plan outlined best assures that the organization is definitely in apposition to experience increased effectiveness and productivity. Conclusion In conclusion, this strategic plan has clearly outlined the model for which the organization has opted to adapt for its strategic planning process which is basically goal-based. In order to ensure that the organization attains success it will have to thoroughly foster and encourage commitment to the organization’s plans in areas that seem to impact the implementation of the strategic plan (Hellriegel, Don and John W. Slocum, and Richard Woodman. 2001, p. 480). As seen from the entire analysis process of strategic planning it remains that success for an organization cannot be achieved without having in place the proper tools and approaches to sensitive aspects of an organization. This means that if an organization lacks a strategy on how it is deemed to survive in future then it is bound to experience costs that are hidden such as a reduction in its potential to generate revenue. With this strategic plan the Amacho enterprise organization will definitely secure a better share of the market have a promising future within the environment in which it operates no matter the level of competition. Retrospective commentary I have learned a lot of ideas from this paper which I was not anticipating. To begin with, any given successful strategic plan reflects quite a range of benefits for an organization. In this case the outlined strategic for the Amacho enterprise organization highlights certain important aspects as far as learning is concerned. A lot of understanding has been provided on the entire concept of strategic planning. It allows for additional opportunities as far as promotion of growth and success is concerned (Goodstein, Leonard, Timothy Nolan and J. William Pfeiffer 1993, p. 8). Certain learning opportunities are revealed in this hypothesis. This paper serves as a tool that forms a valuable basis in line with strategic planning. It provides sufficient knowledge in relation to the evaluation that is to be used providing resources and feedback that indicates what is working for the organization within the strategic plan in place. Another aspect on knowledge learnt from the strategic plan is that the planning process ensures that the organization is able to maintain and sustain its share within the market through a competitive process. It is presented that the organization needs to have adequate knowledge and understanding on the dynamic market trends within its environment in order to survive. It is clearly indicated that the plan demonstrates not only personal satisfaction in line with taking control over the future of the organization but also presents other reason that facilitates the implementation process of the strategic plan. Some of the reasons learnt under this include; The strategic plan looks into the future of the organization thus providing a reliable opportunity geared towards having an influence on the future of the business. It provides awareness the needs as well as facilities in line with various issues and the entire environment. There is also a clear definition of the mission of the organization and stipulation of the goals and way forward of dealing with challenges within the organization. A sense f direction has been provided, continuity as well as effective management which are quite fundamental for any given organization to survive. Basically, I have learnt that the entire process of strategic planning is the path towards aiding an organization to have full control over its future destiny. Certain concepts of the strategic planning process have been revealed in the research which is very important in fostering better understanding on how a strategic plan is to be developed. They essentially include the need to have a workable plan in place that encompasses having the need to have background information on both the trends and issues within the organizational environment (Thompson, Arthur and Strickland 2003, p.344). This includes learning about the various factors that have the potential of impacting the performance of the organization in one way or another and the manner in which it conducts it operations. Some of the internal factors highlighted in the research include aspects that relate employees can gain motivation and work for an organization with trust, loyalty and commitment and the manner in which the organization needs to consider how the relationship between supervisors and employees necessitates improvement in a bid to better the performance of the organization. On the other hand external factor learnt from the study include such things as challenges posed to the environment due to its dynamic nature as well as threats that force the organization to work towards ensuring that it safeguards its position to survive in the competitive environment. The research has also provided information indicating the prioritization of both the expectations and the needs emanating from the entire strategic plan assessment which form quite a reliable basis in line with setting the objectives of the strategic plan. The strategies that have been presented indicates how important it is to critically evaluate all aspects of an organization ranging from its strengths and weaknesses in order to know where specifically to form the foundation towards finding the solutions to challenges that hinder the growth and the progress of the organization. Another very important aspect learnt is that for any given strategic plan within an organization to turn successful necessitates that there be in place credibility, commitment and good communication with the organization (Hubbard, Morkel, Davenport, and Beamish 2000, p.66). This means that the team at the forefront of the implementation of a strategic plan needs to fully follow the entire process. Commitment is a prerequisite for the implementation of the strategies that have been recommended under the strategic plan itself. This way there is hope that in the end the strategic plan will take effect in the organization and yield positive outcomes. It is also quite clear that the burden for the implementation of the strategic plan lies in the hands of the members of the organization. This therefore means each individual within an organization who participates in the operational aspects of an organization is of great significance. Therefore the developed strategic plan in order for it ultimately make a difference in an organization necessitates that it be followed by all the members of the organization due to the fact that they are moving towards achieving common goal or rather objective. A key concern learnt is that understanding the entire strategic plan process and how it addresses challenging issues within the organization is from the beginning to the end is quite important. It demonstrates that the process is both participatory and cooperative one. This means that each and every person within the organization should have some contribution in the organization and also have that feeling of the sense of ownership as far as the final strategic plan is concerned (Mintzberg, Henry, Quinn and Ghoshal 1999, p.10). All these have been understood to make easier the implementation process of the plan. From all that has been learnt from the research it goes without saying that strategic planning is basically the road towards assuring any give organization preparation for the future that is in line with prospective challenges to be experienced in the future. The various issues that are bound to crop up during the development of strategic plan have basically been seen as the basic assumptions towards having in place a feasible and realistic plan for an organization. References Drucker and Peter (1990). 'Winning Strategies'. In: Managing the Non-Profit Organisation. Harper Collins, New York: P. 59-71. Gómez-Mejía, Luis R. & David B. Balkin, and Robert L. Cardy. (2001). 'Planning and Implementing Strategic HR Policies'. In: Managing Human Resources. 3rd ed. Prentice Hall, Uper Saddle River, New Jersey: P. 20-29. Goodstein, Leonard, Timothy Nolan and William J. Pfeiffer (1993). Aplied Strategic Planning: How to Develop a Plan that Really Works. McGraw-Hill: San Francisco, P. 8. Grant and Robert M., (2003). 'Strategic Planning in a Turbulent Environment: Evidence from the Oil Majors'. In: Strategic Management Journal, vol. 24, no. 6, P. 491-517. Haley and George T. (2000). 'A Strategic Perspective on Overseas Chinese Networks' Decision-Making'. In: Strategic Management in the Asia Pacific. Usha C.V. Haley, ed. Butterworth Heinemann, Oxford: p. 411-422. Hellriegel, Don and John W. Slocum, Jr. and Richard W. Woodman. (2001). 'Strategic Choices'. In: Organisational Behavior. 9th ed. South-Western College Publishing, Mason, Ohio: 478-501. Hubbard, Morkel, Davenport, and Beamish, eds. (2000). Cases in Strategic Management. Pearson Education Australia, Frenchs Forest. P.66 Mintzberg, Henry, James Brian Quinn, & Sumantra Ghoshal (1999). 'The Strategy Concept'. In: The Strategy Process. Pearson Education Limited, Essex, England: p. 3-21. Renger, R. and Titcomb A. (2002). A Three Step Approach to Teaching Logic Models. American Journal of Evaluation, P. 493-503 Thompson, Arthur A. & A. J. Strickland (2003). 'Competitive and Managerial Resource Fits'. In: Strategic Management: Concepts and Cases. 13th ed. McGraw-Hill Irwin, New York: p. 344-353. Read More