Posted at 12.11.2018
Strategic Management is defined as consisting of analysis, decisions, and the activities and group undertakes to be able to set-up and preserve competitive advantages. It is worried about the examination of the inner and external environment of the business.
Strategy is alone the ideas, decisions and activities that enable a good to succeed in the long and short run. It is their way to getting their goals and aims achieved with core values and beliefs that induce an organizational coherence in strategy path. The strategy is their plan of action that will allow them to succeed better than existing and future competitors. Strategy allows for planning how to handle threats of the business enterprise environment while allowing the business to recognize new opportunities internally and externally.
All stakeholders of the organization have to be a part of formulating the strategy so that the strategy will be the one which will serve all and succeeds creating increases for any stakeholders.
A strategy must be revaluated to make certain that the surroundings it was designed for has not evolved but if it has sometimes the strategy must be evolved to succeed by adapting to the new business environment. Strategies must encompass long-term and short-term goals to remain competitive and to access the ability of the environment to maintain long-term success.
Robin Hood is having troubles aligning the existing strategy with the changing inner and external conditions without disappointing or dropping support from members who have the new strategy will hypocritical. He would like to charge a set tax to all travelers that feel the forest to encourage more travelers to go through the forest because the threat of the confiscation of all goods will be reduced, hence allowing them so have a greater number of people to adopt money from since anticipated to all or any practice of total confiscation of goods has brought on many travelers to steer clear of the forest completely causing a decrease in revenues.
Rob the High to Give to the indegent That is their current motto
His lieutenants claim that charging a duty on all travelers through the forest will be taxing their allies (townspeople and farmers), which will lower support and create more amount of resistance increasing the threat of Sheriff to business operations.
The corporation is facing the trade- offs between efficiency and effectiveness. Efficiency will lower the costs and increase output but how effective will that strategy be if the stakeholders do not believe in the principles of the business. Efficiency increase profitability but at the cost of sacrificing support because our beliefs walk does not match the have a discussion. The support and excitement for the business can be quickly lost if participants/ employees feel that older management s activities are not constant with the principles and beliefs which should guide the strategy. Therefore the decision of strategy changes must deal with this tradeoff and it must involve the input of all stakeholders.
The purpose of strategy is to accomplish set objectives, which can be measurable, specific, appropriate, practical and timely.
Strategic Problems/ Issues:
1. Management of Corporate and business culture and beliefs:
a. Management is weak
b. New members lack core values
c. Commercial culture is eroding (lowered vigilance and discipline)
d. Have values and beliefs improved? As long as they change?
2. Management of Human Resources:
e. No constraints regarding membership
f. Command is not utilized whatsoever levels
g. Intellectual capacity is not realized and remains undiscovered and those resources are of no advantages until they may be analyzed
h. Keeping member support even after downsizing
3. Increasing costs and reduced gains:
i. How to trade-off efficiency and effectiveness
j. Resolved cost transit duty (value confliction?)
4. Increasing hazard from the Sheriff:
k. Increased influence and powerful people at his disposal
l. Increased pressure from the Sheriff
m. How to get back anonymity?
n. Allocating resources to keep an eye on his activities ?
o. Getting rid of the Sheriff (amnesty issues and confliction with beliefs)
5. Strategy Redesign:
p. Performance vs. Efficiency
q. Aligning the new strategy with current beliefs and values
r. Communication with such a huge organization
s. Impact implementation
6. Very dangerous opportunity to generate high results:
t. Sign up for the Barons to free ruler Richard, risky and high returns
u. Amnesty issues.
v. Getting rid of stakeholder support
7. Sustaining the organization within an environment that cannot support the current growth of the business growth:
w. Decentralization of electric power (Selection)
x. New areas to develop to?
y. Accessing the large membership for new suppliers, contacts and looking beyond for new alliances that can support the expansion
z. Decentralizing the organization without triggering a rift between regions and departments.
. Communication could be more difficult if expansion occurs
8. Concerns about possible disbandment:
The Role of the Organizational Innovator as Strategist and an Articulator of Global Goals:
1. Leaders must have an integrated view of the organization and evaluate how all the useful areas and activities fit together to attain goals and objectives.
2. Market leaders must develop and put into action a eye-sight. The vision is the essential statement of an organization s values, dreams, prices and goals. Leaders must be aware while formulating the vision it can rot the company if:
a. The walk will not match the talk
b. The perspective is not anchored in reality
c. The perspective must be relevant and appropriate
3. The leader must create an organizational objective, a purpose of the business, a basis of competition and a competitive gain. The mission must incorporate stakeholder management and respond to all the concerns of constituencies which have a stake in the business. The objective must vary and special and should and can transform when confronted with new risks and opportunities.
4. Hence, all stakeholders must be recognized and communication and major decisions must include them. Due to plans to possibly increase the target of stakeholders must be broadened.
5. The first choice must also established the objectives of the organization and this also needs to involve stakeholders. Shared short-term and long-term vision and quest should set the organizational aims. A hierarchy of goals should be made out of the shared worth and values of the stakeholders included. Basic and specific time horizons should be separated and well communicated within the business and stakeholders. The strategy must be able to set goals that are:
iii. Appropriate Realistic
Objectives should be continuously adjusted to the business environment so that new risks and opportunities can be dealt with. Challenging objectives help to motivate and inspire employees. The business must guide good sort out bonuses and rewards, to steer a larger sense of equality, fairness and allocation. Consistency must be ensured. Market leaders should, ask high quality questions, pay attention and give consideration for new ideas or concerns and they must see opportunities.
6. Leaders must be sure coherence in strategy. So that employees and leaders at every level must strive towards common goals and objectives.
7. Organizations must concentrate and preserve valuable resources and work collectively regularly.
Issues in the External Environment:
1. Measure the Resources available:
a. Trained manpower is lacking
b. Travelers have dropped because our strategy of confiscating almost all their goods have required them to incur extra cost and trouble to steer clear of the forest.
2. The external environment is becoming very alert to the organization which has crippled their capability to gain an advantage through anonymity, which had been a competitive advantages before.
3. The chance to free ruler Richard with the Barons could be a gain with high comes back but it is rather risky.
4. Growing hazard and pressure from the well linked Sheriff
5. Lack of associates, suppliers, and allies beyond the organization and region. More connections is necessary with the exterior environment to realize new advantages and connections
6. The surroundings cannot sustain organization growth, e. g. scarce game and the encampments are too big to be hidden.
The Marriage of the internal Composition to its Environment:
1. Unsustainable internal structure:
a. The organization is too large
b. It really is become too Casual to be so large
c. Insufficient communication and executive direction from the very best to bottom
d. Has triggered loss of anonymity
e. Easy infiltration by spies through a very lazy recruitment practices
f. Changing culture and values (lack of willpower and vigilance)
2. Opportunity to expand organizational procedures:
g. Decentralization of power
h. Possibility of lack of culture and values
i. Increased opportunity of departmental/ local separation of goals.
j. Management of new enlargement from small headquarters?
k. Resources to be allocated to this new inner restructuring
l. Issues in communication could arise
m. More overall flexibility and adaptability to new environments
n. Likelihood to get more revenue, scheduled to expansion where business operations take place. Travelers will have to proceed through us
o. More resources will be available and make long-term sustainability more stable and likely.
3. Human Reference Management:
p. The choice and recruiting should be better able to filter spies and be able to choose the best human resources that can deliver high quality work and whose prices and beliefs can be aligned with those of the business.
q. Training is essential therefore recruiting of these who can teach and lead are needed, draw in a high quality of people who have the abilities that will give us an edge and develop them in their opportunities so that they invest in the long-term goals, mission and vision of the organization. Selection must be more vigilant because the training should create value in those chosen that surpasses the worthiness of the inputs out to their training
r. There should be a separation in account (more external) and management (more internal). Support is vital so divide the group into leaders who take part in important short-term decisions, who are secretive about their position/ account and have perspective of long-term success through reality based value guided strategies. These should the key people who listen to people by any means levels of the business and then these leaders must have functions of the organization that they point so that important issues such as resources are constantly checked, leaders such as this will be needed in every new areas:
i. Local Duty Leaders These are responsible for revenue and damage as well as investment opportunities.
ii. Executive Leaders Champ and guards of values and beliefs, they must create learning infrastructure and set up a timely and useful way to make decisions and do something.
iii. Internal Networkers those who make management through communication and by clarifying ideas and missions and visions. They promote corporate culture, pay attention to those who they work with and have the ability to discover people who raise the business. They hear for new people, ideas, and they speak the views, thoughts and attitudes of a lot more general people to other market leaders.
Group Beliefs or Culture s Impact on Strategy Making:
1. All stakeholders must share values, vision, mission and objectives. It generates support and determination. Without that support strategy won't work.
2. Group prices will not allow members to steal of their family since it contradicts the communities values.
3. Stakeholders need to understand why the new strategy will be of better gain to them, they must understand and converse their concerns continually through the formulation, implementation and the execution.
4. Group beliefs and values must be aligned with the new strategy in order maintain coherence and dedication in goals.
5. If stakeholder prices and values have altered the strategy must be redesigned to incorporate and consider these views.
6. Group values are seen to be almost like Holy Grail that view must be changed into that principles and values that change and adjust to the surrounding business environment to accomplish competitive advantages and opportunities in a world that is constantly changing.
7. All members must feel valued and as part of the organization so even though not all members are standard leaders or professionals they should be inspired to lead by arranging an example, supplying ideas, plus some incentives should result from being a contributing member of the business.
Values impact the strategy by the defining the way the strategy will be put in place and executed as well as the objectives it aims for. The culture is cultivated through distributed, values and norms. This culture creates an organization cohesion and goal positioning. The strategy must be aligned with the culture and values, if those change then it must be realigned and changes must be plainly communicated, grasped and accepted by stakeholders.
What Strategies Robin Hood can Apply:
1. Communicate the reality, concerns, opportunities and issues to the Merry Men and all other invested parties who should be produced alert to the organizations.
2. Recruiting and selection should become more stringent so that the organization can catch the attention of and select expertise that will profit the music group for a long-term and resources can be invested in quality human being capital that gives back a high return.
3. Decentralization of capacity to other regions that have the business environment where the band can successfully thrive in.
4. The transit fixed duty can be levied on travelers who are strangers to the land. They want communication so that they can differentiate member neighborhoods from strangers. But not immediately, for the present time the group should move from that area before it is attacked. The Headquarters could possibly be shifted. Plus travelers have to have confidence in vacationing through the forest again. When that self-confidence has returned they can gain and levy theses fixed transit fees on travelers in an inferior, better-trained, more secretive corporation that is better organized and far better.
5. By moving, the concern about the motives of the Sheriff are quelled and the pressure will be off them, in order to go back and reestablish basics, this time with more selective leadership, membership, and much more secretive. Also usage of contacts and resources could be more likely and better systems can be built beyond the business.
6. New local bases should be small, anonymous, timely and effective as well as useful. Membership might not exactly be a magic formula but authority should be secretive and selective. Good decisions and actions should be compensated. Accountability, responsibility and transparency will create self-control if exemplified by market leaders and enforced with implications. Transparency is in the sense of the purpose, mission, objectives, eyesight ideals and accountability and communication of the business to stakeholders.
7. The possibility to free King Richard should be reassessed, approached, reviewed and re designed to lower risks improve the chances for success. A secretive group within the organization and ally organizations and barons (sharing risk) should be intended to plan how to best implement the program in secrecy without losing stakeholder support, creating amnesty or heading against shared values. That is a lucrative project that could advantage the organization over time and help achieve organizational mission on the grander scale that can create long-term good changes for the indegent.
8. Disbandment from the region should be designed (temporary or forever). This can relieve pressure from the Sheriff, let things quite down, allow travelers to feel safe going through the forest again and also to regain anonymity upon re entrance in to the environment. The surroundings must regain its depleting resources.
9. Leadership integrated, should be at every level in the organization. Every member, should value accountability, responsibility, transparency and self-control. Every member must be a leader invested in the success of the business because they understand that they gain when the organization succeeds at executing their shared objectives and eyesight.
10. The brand new strategy should allow for mistakes, mistakes, and miscalculations or re analysis. The strategy needs be flexible and flexible to sudden unexpected changes, difficulties or opportunities.
10. Outplacement services should be set up and coordinated to help place and coach people to be self-sustaining during this large organizational restructuring.