Role of Implementing Strategies Free Essay Example

The strategies must now be put into action. Strategies are only as good as their implementation. The eighth (and final) step in the strategic management process is evaluating results. organization must evaluate the results to determine how effective are strategies and what modifications or transformations are necessary. Before an effective strategy to gain a competitive advantage can be formulated, the organization’s competitive situation needs to be carefully analyzed (1985 Porter, Michael E ), for this a SWOT ANALYSIS is carried out.

It involves assessing organization strengths (S) and weaknesses (W), as well as environmental opportunities (O) and threats (T).

Strengths and weaknesses apply to internal characteristics. Strategy implementation includes the various management activities that are necessary to put the strategy in motion, institute strategic controls that monitor progress, and ultimately achieve organizational goals. Organization structure is the formal pattern of interactions and coordination designed by management to link the tasks of individuals and groups in achieving organizational goals.

Managers need to be able to monitor progress through strategic control.

Strategic control involves monitoring critical environmental factors that could affect the viability of strategic plans, assessing the effects of organizational strategic actions, and ensuring that strategic plans are implemented as intended. Strategic control systems include information systems that provide feedback on the implementation and effectiveness of strategic plans. Changing organizational culture is a very difficult goal to achieve, .

but once it has been determined that culture change is a desired objective of an organization ,it can engage in a set of steps that will put culture change process in motion, a process for moving an organization’s culture from the current state to the preferred future state for achieving the objectives.

These steps are based on the work of several authors who have described successful change process depends on how organization culture change aligns to these changes.

(e. g. Denison, 1989 ,Trice & Beyer 1993, Kotter, 1995,,) One of the biggest issues in the merging of two organizations is organizational culture, because each organization has its own unique culture , so when two organizations brought together, these cultures clash. Employees point to issues such as identity, communication problems, human resources problems, ego clashes, and inter-group conflicts, which all fall under the category of “cultural differences”.

Create value and belief statements: use employee focus groups, by department, to put the mission, vision, and values into words that state their impact on each employee’s job. Practice effective communication: keeping all employees informed about the organizational culture change process ensures commitment and success. Telling employees what is expected of them is critical for effective organizational culture change. Review organizational structure: changing the physical structure of the company to align it with the desired organizational culture may be necessary.

As an example, in a small company, four distinct business units competing for product, customers, and internal support resources, may not support the creation of an effective organizational culture. These units are unlikely to align to support the overall success of the business. Redesign approach to rewards and recognition: change the reward system to encourage the behaviours vital to the desired organizational culture.

Review all work systems such as employee promotions, pay practices, performance management, and employee selection to make sure they are aligned with the desired culture. As an example, you cannot just reward individual performance if the requirements of your organizational culture specify team work. Managers can change organizational culture to support the achievements of business goals. Changing the organizational culture requires time, commitment, planning and proper execution – but it can be done. Conclusion

From the above discussion it could be concluded that change is a continues process. Any organisation small or large can never be successful organisation if it does not adapt to continuous process of formulating strategies to deal with internal environment of the organization as well as external enviroment. The top management and the managers should pay particular attention to resistant element of the organization culture. Communication of change process within the organization brings some time innovative ideas which could be adapted into strategies for the achievement of the goals.

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