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Challenge of strategy implementation
Challenge of strategy implementation
Challenge of strategy implementation
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Clampitt views Tactical Preparation as “the “how-to’s,” the operational plans that emerge from the strategy” (2013, p.255). There of many things to mindful of when developing tactics. The channels in which the message should be delivered and to what the actual message should consist of are important to consider (2013). Who should delivery this messages and when should they do so (2013). Clampitt feels it is important “change leaders include safety valves in the process and allow employees to express their concerns” (2013, p.259). One of the simplest way to do this would be a simple question and answer session at the end of the message. The tactic one chooses to convey their message should coincide with all the planning completed with the
Too many instances of leaders just agreeing with staff recommendations and taking a far too conservative approach in their decision making has affected many units because many times decisions and actions are approached way too late. This article shows that objectively assess the information presented and making an effective decision within a reasonable timeframe would increase the effectiveness of each decision.
Effective planning is impossible without first understanding the problem. Commanders rely on personal observations, experiences, and input from others to develop understanding. They also prioritize information requests and incorporate additional information as those requests are answered. A complete understanding of the problem and environment builds the foundation for the operational process and ...
Lashinger et al highlights the need for communication within leadership as effective communication is essential to influence change and motivate others. Emphasising the need for communicating effectively towards all staff members, whilst undergoing change to ensure all staff feel supported and understand the process, allowing implementation to be more successful.
This paper provides my analysis of an oral presentation using the transactional model of communication. This model is most appropriate to my analysis, as this presentation seeks understanding and agreement of a mid-level management group. The goal of the transaction is to gain buy-in and support of a training program from mid-level managers. My role is to prepare and verbally present information to a small group of managers. My analysis focuses on the systems perspective of the three expanding spheres of the model to reach the goal- integral, strategic and tactical. My analysis is not a detail of all the elements of the spheres. It explains some of my thoughts, in preparing for the transaction, and approaches, which were important to reaching agreement. In my conclusion, I offer why I believe this transaction is, and how one can measure, that success.
Leaders are trained to plan, prepare, and develop multiple solutions for many problems encountered in combat situations. The Military Decision Making Process, or the MDMP, as it is referred in the United States Army, provides leaders a systematic methodology for the execution of their plans. We must not forget that planning is only half the picture. General Hooker’s excellent planning was foiled by an inability to execute all the concepts within his plan. We as leaders need to recognize the failure of Hooker’s Army to avoid the same mistakes. Successful execution of plans is only achievable when leaders recognize mistakes present in other’s execution of their plans. Planning is only successful when we know how to apply the lessons learned during the planning process and in the execution of our plans.
Furthermore, when members of the department are given the opportunity to be heard and voice their opinions, leadership is perceived as legitimate and just. The penultimate process is to ensure that members does have an opportunity to vent their frustrations and be heard. So, “before selecting a solution for implementation, [leaders] should consider the merits of all possible solutions, without favoring any particular one” (Cloke and Goldsmith, 2011, p.190). A policy change must represent the core value of not only the organization, but the people that makes the organization. Lastly, once a consensus is reached, leaders have the obligation to ensure the solution is inclusive, representative, and legal. Therefore, the solution should be reaffirmed by “consulting with experts, critics, coaches, and anyone affected by the problem or the solution to solicit feedback on alternative solutions” (Cloke and Goldsmith, 2011, p.190). This last step ensures that members of the department are included in the decision making while protecting the interest of the
This memorandum summarizes my Leadership Philosophy as the Emergency Management NCO for Region III, 76th Operational Response Command. This philosophy goes beyond the “Right Time, Right Uniform” directive that we apply to all of our Soldiers; it is about being fully involved, not just about being present.
Once the action plan is in effect, the plan then relies on the implementation and the communication strategy for the idea to work. Communication objectives are obtained and the strategic tactics on how to communicate and disseminate the communication objectives formally and informally.
To ensure the success of the training manual, a clear communications plan must be developed. A clear communications plan will allow company x to effectively utilize resources to successfully overcome barriers to success. The communications plan will allow company x to identify to pertinent information which needs to be distrusted and the method in which key stakeholders will be informed. Customer acceptance meetings, quality reviews, and team meetings are communication events which ensures that quality standards are being achieved. The main goal of the communications plan is to provide company x with the ability to create a concise plan to inform the project team of pertinent quality control information.
Organizations rely on effective communication, both written and verbal in their daily operations. However, when establishing a contingency plan, it is important to understand the advantages and disadvantages shared amongst the two. Written communication allows the reader(s) to review the information as often as necessary, but does not pe...
The writer often finds that when organization makes changes to stay competitive there are always someone who will say “we have not done it that way”. Change can scare a person at times. The writer believes that leaders and managers needs to have training and experience in implementing changes to employees that are set in their ways especially employees that has worked
We will openly discuss the issues that I believe need to change right now, and lay out a path to completing the Brigade’s Reset on schedule in accordance with the published EXORD. I will also address known issues with leaders in one-on-one counseling to ensure that they realize the outcomes from the command climate survey and perception associated with
Consistency of the Coach, making sense of things with the Interpreter, and also recognizing certain differences under the Navigator are the keys to making an organizational change a more efficient transition. Every situation is different and that becomes exponential when more things (employees) are added. This Navigator style allows to address those differences and then approach them in their specific way. Upper management, executives, and others do not require the same level of information. Gender differences should also be taken into account. Moving across international borders and into different cultural settings can not be ignored and the Navigator allows these differences to be approached. Not only does this give an impression of customization but also gives more weight to folks buying-in. The Coach with the Interpreter also continues to add to that by presenting a team thought with all this once again, offering a group mentality with all involved with the change while being consistent, and just as important; making it make sense. People will not buy-in unless they think they understand. And by being made to feel special they will also have a feeling of being understood and appreciated. Misunderstandings and criticisms will be held at a minimum and this is possibly the greatest result of the approach. One thousand "goods" can be sunk with one horrible "bad". Risk management is the concern there. I am convinced this combination is the recipe to administer organizational change in the best way
Upon returning to my shop, I will start with “Selection and Placement” to ensure that people and give the proper amount of responsibility based on the need for growth. I will give my current go-to shift leaders programs with the wiggle room to run the programs as they see fit. I will give more structured and straightforward programs to people who need less uncertainty in their daily lives. Once I have made the determinations regarding who is a good fit for which job, I will use “Goal Setting” to outline the exact standards that they are held to. These standards will push individuals to complete the mission while leaning on time management to get all required items accomplished. Next, I will turn to direct feedback to improve the “Organizational Communication” within my squadron. By having a sit down with people individually, I will be able to identify their roles and responsibilities to reduce doubt caused by overlapping of duties. I will have the same style of feedback sessions with my supervision in order to convey necessary information for my benefit as both a leader and their subordinate. As a last resort, I will lead anyone to the necessary “Wellness Programs” in order to assist in areas of struggle. These programs will ensure the people are capable of taking care of themselves. The programs are not a crutch for them to lean on throughout their
The interpersonal communication tactic will help British Petroleum through information exchange in communicating with our employees. By using the information exchange tactic, we will be able to communicate our expectations to our employees and reinforce their knowledge of safety measures and requirements. We will set up mandatory training sessions for lower level management to attend. These training sessions will be used to communicate the old and new expectations of British Petroleum. They will also be used to collect feedback in areas we have overlooked or never considered. This two-way communication will lay down a positive and effective communications foundation for the future, as well as increase employee satisfaction and perceived employee value. Top management will give motivational safety speeches that will provide face-to-face interaction and bring awareness to our employees as well as act upon the safety protocols we are putting in place. The main advantage of this tactic will be an increased frequency and strength of communication efforts across the company. The disadvantage will be the initial lack of engagement from some of our employees; however, if we can effectively reach 75% of our employees and achieve active engagement among the majority, our company will succeed in increasing our overall employee