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ORGANIZATIONAL IMPROVEMENT AND STRATEGYFor the organization to be effective, the vision contained in the organization's strategy must be concerned with the overall task of the organization. There have been many descriptions of this task. However, for our purposes the description generated by Igor Ansoff will serve best. This states that the overall task of the organization is that of arranging, managing and controlling the 'resource conversion process in such a WA as to optimize the attainment of the objectives.'
For profit-making organizations, these objectives will be concerned with a complex mixture of often conflicting issues such as profit maximization, growth, revenue increase and power. Non-profit-making organizations will be concerned with an equally complex mixture which might include service provision, resource maximization, influence etc.
Whatever the nature or detail of these objectives might be, they are all concerned with gain. The common presence of this gain in the strategy of all organizations means that we begin to view strategy as an organization improvement process. This is so because the strategy or vision of an organization and the decision taken to arrive at it, represent, a deliberate and conscious attempt to improve outcome of the actions or performance of the organization.
These strategic decisions can be described as generating the framework within which performance improvement can take place. What certainly is true that the absence of organization strategy will mean that any effect at performance improvement might be short lived, in conflict with each other or even irrelevant.
There is a need for well defined strategy for improving organization for achieving objectives of business and mutuality.
Strategy can provide a steering force for organization improvement.
Whether explicitly thought over, written or not in practice strategic decisions are taken by management for organizational improvement, as they are required for healthy existence and growth of the organization.
What else can I help you with?
Do you agree that organizational exellence begins with the performace of people?
Yes, I agree that organizational excellence begins with the performance of people. Employees drive innovation, productivity, and customer satisfaction, making their performance crucial to an organization's success. When individuals are empowered, skilled, and motivated, they contribute significantly to achieving strategic goals and fostering a positive organizational culture. Ultimately, a focus on enhancing people's performance lays the foundation for overall organizational excellence.
What is organizational efficiency?
Organizational efficiency refers to the ability of an organization to optimize its resources—such as time, money, and personnel—to achieve its goals effectively and with minimal waste. It involves streamlining processes, improving productivity, and ensuring that operations align with strategic objectives. High organizational efficiency typically leads to cost savings, improved performance, and enhanced competitiveness in the market. Ultimately, it is about maximizing outputs while minimizing inputs.
What can be defined as organizational leadership?
Organizational leadership refers to management within an organization. It includes things such as setting goals and direction for the organization, strategic planning, assessing performance, and allowing for the organization to change.
Why is strategic hr management essential to organizational success?
Strategic HR management is essential to organizational success because it aligns human resource practices with business goals, ensuring that the right talent is in place to drive performance. By proactively managing employee engagement, development, and retention, organizations can enhance productivity and innovation. Moreover, strategic HR fosters a positive workplace culture and adaptability to change, which are critical in today’s dynamic business environment. Ultimately, effective HR strategies contribute to a competitive advantage and long-term sustainability.
What is organizational design and development?
Organizational design and development refers to the process of structuring an organization to align its resources and capabilities with its strategic goals. This involves creating an effective framework for roles, responsibilities, and communication channels that enhance efficiency and adaptability. Additionally, it encompasses initiatives aimed at improving organizational culture, processes, and performance through training, change management, and continuous improvement practices. Ultimately, the goal is to foster a more agile and responsive organization that can thrive in a dynamic environment.
How does training contribute to organisational performance?
Training enhances organizational performance by equipping employees with the necessary skills and knowledge to perform their roles effectively. It fosters greater job satisfaction and engagement, leading to improved productivity and reduced turnover rates. Additionally, well-trained employees are better able to adapt to changes and innovations, driving overall organizational growth and competitiveness. Ultimately, investing in training aligns individual capabilities with the organization's strategic goals.
What are strategic implications?
Strategic implications refer to the potential outcomes or consequences of a strategic decision or action for an organization. They involve assessing how a decision will impact the overall direction, performance, competitiveness, and sustainability of the organization. Understanding strategic implications helps leaders make informed choices that align with broader organizational goals and objectives.
Why strategic management is so important?
1.It results in higher organizational performance. 2.It requires that managers examine and adapt to business environment changes. 3.It coordinates diverse organizational units, helping them focus on organizational goals. 4.It is very much involved in the managerial decision-making process.
What does plan for QDPAC mean?
The term "plan for QDPAC" typically refers to strategic planning for a Quality Data and Performance Assessment Committee, which is often involved in evaluating and improving organizational performance through data analysis and quality metrics. This plan may include setting objectives, identifying key performance indicators (KPIs), and outlining processes for data collection, analysis, and reporting. The goal is to ensure that the organization meets its quality standards and enhances overall effectiveness.
What has the author William A Pasmore written?
William A. Pasmore has written: 'The Michigan ICL study revisited' -- subject(s): Organizational change 'Research in Organizational Change and Development' 'Creating strategic change' -- subject(s): Management, Organizational change, Organizational effectiveness, Strategic planning
How does strategic management affect organizational financial performance?
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What has the author Ralph D Stacey written?
Ralph D. Stacey has written: 'Dynamic Strategic Management for the 1990s' 'Strategic management and organisational dynamics : lecturer's guide' -- subject(s): Business planning, Study and teaching (Higher) 'Complexity and organizational realities' 'Strategic management and organisational dynamics' -- subject(s): Strategic planning, Organizational behavior 'The chaos frontier' -- subject(s): Industrial management, Organizational behavior, Strategic planning 'Managing the unknowable' -- subject(s): Management, Organizational effectiveness, Strategic planning 'Complexity and the experience of values, conflict and compromise in organizations' -- subject(s): Interorganizational relations, Management, Complex organizations, Organizational change, Organizational effectiveness, Corporate culture
