week 2 DQ
Q.1 Select an organization that you know about. It could be one that you currently work for, one that you used to work for, or one that you just know of. Identify the organization by name or by industry type (if you would rather not reveal the name in the discussion).
Selected org: HRM of Amazon Organization
Complete a bit of research on your selected organization.
Determine the organization’s process for strategic management, planning, and implementation and monitoring.
How effective is their strategic management process?
How well does their strategic management process align with their results? How can you tell?
What factors contribute to their overall effectiveness?
Briefly present and discuss such factors.
Q.2 write a reply for this article(Mon)
While there are different approaches and frameworks for strategic management, there are generally the same steps in the process. A vision statement describes the way you envision your business. A mission statement describes what you do currently. It often describes what you do, for who, and how. Focusing on your mission each day should enable you to reach your vision. Core values describe your beliefs and behaviors. SWOT Analysis provides businesses with a situational investigation into their position in the market. Long-Term Goals usually start three years out and extend to around five years into the future, directly aligning with the mission and vision statements. Developing yearly objectives provides each long-term goal with a few one-year objectives that advance your goals. Each objective should be asSMARTas possible: Specific, Measurable, Achievable, Realistic, and Time-based. Action Plans should have a plan that details how it will be achieved. The amount of detail depends on the amount of flexibility you want your managers and team to have. The more detail provided the less flexibility exists for those that follow the plan (Nowak, 2021).
Now that I have reviewed what a strategic management process is, I have determined that there are quite a few steps already articulated within my company. Currently, the strategic process is that the company aims to provide high-quality assessments and data to our small pool of clients, resulting in high return rates and referrals. The current process is a stringent quality assurance process that includes an internal and external review of data before it is released to clients. These customized reports are different than any of the competitors in our industry. A cursory review of the SWOT of this company reveals that there is a lot of strength in the commitment of the staff and owner to the work that is done, but this is also fragile. The topic of my course project is to explore this commitment as it relates to the goals of the company without perpetuating the inevitable staff burnout.
Staff seems to resonate with the mission, but the gap between duty and compensation has grown. Staff buy-in can be maintained with engagement, involvement, and efficacy (Maslach, 2003). A lack or an imbalance of either of these perpetuates employee burnout.
The organization’s process for strategic management, planning, implementation, and monitoring has not been fully developed. However, I can tell that there are strategies, while they are not formally articulated, that align with the results. We provide high-quality assessments. We make more money each year. We gather more clients each year. The staff has been with the company for 5-10 years. The organization I work for is a for-profit, privately-owned property condition assessment firm. It is operated by the owner alongside one full-time and one part-time employee. Management decisions are made organically, often reactively, as opposed to strategically.
The overall effectiveness of the shell of strategic planning is influenced by several factors. First, the leadership of the organization is such that the employees have remained for more than five years and there is no intention of anyone leaving even with one being in retirement age. Two, the clients of this company are pleased with our product. Finally, the perspective of the staff is integral to management effectiveness. Communicating this perspective can have “profound effects on the overall effectiveness of the staff” (Thomson, Kevin & Hecker, Lorrie, 2000, p. 5) and therefore the organization as a whole.
Maslach, C. (2003).Burnout: The Cost of Caring.Cambridge: Prentice-Hall.
Nowak, R. (2021). Process of strategic planning and cognitive diversity as determinants of cohesiveness and performance.Business Process Management Journal,27(1), 55-74.
Thomson, Kevin & Hecker, Lorrie. (2000). Value-adding Communication: Innovation in Employee Communication and Internal Marketing.Journal of Communication Management, 48-58.