Implementing Strategies Essay Example | Topics and Well Written Essays - 2250 words

Implementing Strategies - Essay Example dust is the direction and scope of an organisation everyplace the long term, which helps it to achieve one or more objectives through interrelated activities which are under understandn over a specific period of time. These activities form part of the strategy bicycle which provides the plan of action for the organisation. This strategy cycle is illustrated in Figure 1.0 below.The first of the stage involves the strategy identification, which plays an important role as the resulting activities of the organisation willing be based on decision made at this stage. In order to identify the outdo strategy to follow, the organisation has to have an understanding of their stakeholders expectations Stakeholders can include customers, as they are eventually the supporter users or consumers. By understanding their expectation, the process of identifying options becomes simplified. For example, if stakeholders expect superior quality or service, t herefore the resulting strategic options could include a focus on creating a unique specialisation, novel approaches or even the induction of equipment and/or technology to enhance this aspect. The second stage of formulating the strategy involves determining the appropriate courses of action to take to enable the organisation to achieve its objectives (Alan 2001, Doyle et al 2002). This can include increasing recruitment, job redundancies, relocation, expansion and some opposite visible aspects of the plan. This is then appraised in Stage 3, a process which includes critical and feasibility assessments. The strategy is then implemented in Stage 4, and this stage is the practical part of the strategy where management actively devote a strategy into place (Alan 2001, Doyle et al 2002). However, the implementation of a strategy is likely to be findd by the dynamics of the organisation in terms of its socialisation and identity, as strategy implementation can sometimes be part of a change management process. Corporate culture can be outlined as the set of beliefs, experiences and attitudes within an organisation (Alan 2001, Doyle et al 2002), and this is often entwined with corporate identity which tends to reflect and encounter the culture. Corporate culture and identity have a significant influence on employees, as they arrange simple aspects such as the number of hours worked a day or a week, commuting options, interaction, discerp code, benefits, training, office space and professional development (Morris 2005). For example, IBM will have a different corporate culture and identity to say a medical organisation. One can already make out the differences in work hours, as medical organisations tend to have variable work patterns, which in turn influence the amount of office space allocated to an individual, which can also influence the level of communication and interaction with other colleagues.This means that the strategy formulation and implementati on processes cannot exclude corporate culture and identity, as these will ultimately determine the parameters of success for the organisation. THE INFLUENCE OF CORPORATE CULTURE AND IDENTITY ON STRATEGY FORMULATION Strategy formulation includes undertaking feasibility, techno-economic, strategy decision/network, input, financial, cost-benefit and pre-investment analyses (Toyohiro 1998, Matson 2001). Feasibility analysisThis is where a proposed strategy is examined for its influences and effects on its consumers and/or other competitors (Toyohiro 1998, Alan 2001, Matson 2001, Doyle et al 2002). For instance, if a strategy is formulated that has the effect of increasing the level of contender in the industry, then there has to be some thought how this strategy will affect working hours and motivation of employees. It could be that the proposed strategy will result in a commission based system of work, which will conflict with employees especially if other aspects such as office space are not configured.