The importance of being clear on the endgame cannot be overstated as it provides the bedrock for a successful change program. It becomes the foundation for all messaging and provides the criteria against which the change program is shaped, delivered, and measured. It also defines the hand-over criteria to business as usual. When there is a clear endgame in place, the role of a change program is simply to establish a schedule of work that will deliver the endgame whilst bringing the organisation along on the journey. Sounds straightforward, but in practice it is incredibly difficult.
Tosti’s model sustaining the idea that to maintaining an aligned organization requires clarity about values as well as strategies and goals, and it also requires communicating relevant organizational values and ensuring that typical behavior in the organization reflects those values. He categorizes organizational values in two terms ‘as is’ – the practices spectrum throughout the organization 's existence – and ‘as needed’ – the practices that are must adaptable to today’s outlook. In order to implement change strategy of culture Tosti (2007, pp. 23) suggest asking questions designed to address organizational status: Does our current culture support the new strategy we want to implore and how viable it is? How can we tweak the culture so
The results of this process are plans (outcome-based instructions). The effectiveness of anticipation indicates whether planning is pointed in the right direction. Effectiveness of implementation: To put strategic plans into practice, the plans must be coordinated and communicated to executives in an appropriate way. Here, “implementation” refers to all such measures within the context of the strategic planning process. The effectiveness of implementation describes to what extent objectives, which were anticipated during the planning process, are actually
Plan the roadmap: Based on goal set by organisation, present system is analysed. If there is a need desired for change in technology or process for achieving the same, step by step analysis of the system need to be done. A proper roadmap for the implementing the change should be planned which shall involve the
In the case of Paul, as he is a business man his moral foundations tend to revolve around resolving conflicts apolitically by obtaining and maintaining friendship with those in power through a relationship of a transactional nature. In other words, Paul’s moral foundation in part greatly revolves around the exchange of material goods to achieve a favorable outcome. Further, Paul’s moral foundation dictates the supreme importance of his family before that of anyone else, even in the context of a life-threatening situation. Thus, in circumspect, it could be said Paul’s ethical principles center around that of what would be considered the modern-day business-minded “family man,” wherein one’s own family is of the greatest significance and the individual’s ethics center around appeasement and transactional relationships in order to achieve success or resolve conflict. Conversely, Ghandi’s moral compass centers on an idealist vision of “perfect” equitability among those he views as his peers, irrespective of the social, political, and cultural definitions of society which might render him inferior.
There are 2 basic strategic theories: Prescriptive approach and Emergent approach. Both of prescriptive and emergent approaches should base on the changing environment. A prescriptive strategy is one where the objective has been defined in advance and the main elements have been developed before the strategy commences (Lynch, 2012). As a prescriptive view, strategic management can be described as the identification of the purpose of the organisation and the plans and actions to achieve purpose (Andrews, 1987). The prescriptive approach regards strategy development as a systematised and deterministic process where analysis of the organisation, its performance and external environment leads to the formation of a rational, long-term plan.
When a change in the plan is needed. This process is conducted along with the executing process, is a matter of keeping track of what is being done and that it follows the plan stated before. Here we can see how all fit: that the Execution of the work is going as Planned. If it doesn’t, then is time to follow the change management plan. One thing a PM have to ask is if the project is going as planned, or if the product is resulting with the same characteristics as those designed and proposed in the business plan.
• It is on objectives that strategic decision-making is based: Objectives, by directing the attention of strategist to those areas where strategic decision-making is required, lead to desirable standards of behaviour and, thus, facilitate strategic decision-making process. • Objectives lay down the standards for evaluating individual as well as organisational performance: Objectives provide the standards for performance appraisal by stating targets to be fulfilled in a given time period and the measures to be taken to fulfill them. If there are no objectives, an organization will not have a clear and specific basis for performance appraisal. Managers who specify objectives for themselves and their organizations are more possible to fulfil them than those who do not. We can summarize the significant role that objectives play in strategic management in the following axiom: if one does not know where he has to go, any path will take him there.
9. Scalar chain This principle represents the chain of command, who rules whom. It must be respected addressing the immediate superior/ inferior. “There are many activities whose success turns on speedy execution, hence respect for the line of authority must be reconciled with the need for swift action.” 10. Order This principle can be synthesized with the phrase a place for everyone and everyone in his place.
Strategic management vs. strategic planning WEBSTER'S CHARACTERIZES PLANNING AS "A PROPOSED OR INTENDED COURSE OF ACTION, OR A FORMULATED Webster's characterizes planning as "a proposed or intended course of action, or a formulated scheme setting out stages of procedure". Oxford characterizes planning as a "formulated or organized method by which a thing is to be done". However, when we consider management we tend to think about a frameworks way to deal with the streamlining of the association. Strategic planning still has the essence of a procedure that is discrete, partitioned, and autonomous from the matter of an association. While strategic management implies the arranging, execution, assessment, on-going support, and alteration of the association's