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Challenges to strategy implementation
Challenges to strategy implementation
Why strategy implementation is important
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The two organisation theories
When a business decides to implement cost-saving measures there is almost certainty of uproar from staff. Using organisation theories can help us minimise and control staff dissatisfaction. As a manager I will discuss my decisions and reasoning based on two of Bolman and Deal’s frames. I will draw on the structural frame and human relations frame as I feel these two are the most appropriate for this situation.
All theories have assumptions and for argument sake I will imply the assumptions of the two frames (Bolman & Deal, 2013) I am going to discuss are true for my organisation. Drawing from the structure frame we need to focus on the structural elements, strategy, implementation, and adaptation. To develop
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So consequently we want to avoid upsetting staff, thereby before implementing new cost-saving measures I would consult the staff before any concrete decisions are made. As a manager approaching change I want be managing as a leader and not a controller of the work processes. Give staff autonomy to make decisions based on their own interests and need. This leads to Maslow’s hierarchy of needs and McGregor’s theory X and theory Y, the needs and motivation is a factor in staff performance.
A business’s most important asset is the employees, as they are the ones providing the services to the customers. Customers expect high quality services and have the option to choose another pharmacy if service is not up to standard. Therefore it is fundamental to place an importance on meeting the employees’ needs and concerns when making decisions as per human resource
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So it becomes “our plan” not “my plan”, the benefits participation have shown in studies to increase both morale and productivity. People who feel appreciated are more positive about themselves and their ability to contribute. This would be a great opportunity for staff members to step up and demonstrate their capabilities. Staff expressing their thoughts will allow me to understand where they stand, what concerns them the most and what is the most important. So I can make decisions such as if something is going to have to give-in what would it be. For example before cutting staff benefits, take to the staff and find out what would be something else they willing up give up instead, and if we can come up with a compromise. Addressing and understanding staffs’ needs (Maslow’s Hierarchy of Needs) will help them feel connected to the
The company is ran by employees who act as a family and converse with enthusiasm, laughter, and respect. That sense of family brings comfort and security to the workers. Collaboration is also prevalent in the company as employees enjoy gathering for group meetings where they develop solutions to problems. Of course, workers have their own position in the company, but they work together to achieve success. Humbleness is also present in the company, since high-ranking employees are generous enough to help low-ranking employees with their job and issues. Those issues persist in the company every day, making Med-Pharmex a great place to feel challenged, especially if the pace is fast. The company sells important drugs to vet hospitals and clinics, which pressures its workers to be busy. Overall, the Med-Pharmex sounds like a great place to work, for employees are busy, treated with respect, and seen like
Bolman & Deal list six assumptions behind the Structural Frame. 1) Organizations exist to achieve established goals and objectives. 2) Organizations work best when rationality prevails over personal preferences and external pressures. 3) Structures must be designed to fit organizational circumstances.
Employees are often your first and last points of contact for patients. Creating the opportunity to empower your employees to provide exceptional service is key. Proper training, and placing the tools in your employees hands to “wow” your customers, enables you front-line to be more efficient with issue resolution.
“Management is a process of planning, organisation, command, coordination, and control” (Morgan 2006, p.18). Rational organisation design is a bureaucratic method of management which emphasizes efficiency to achieve the end goal and the management of multiple companies have taken upon this system. Figures such as Frederick Taylor and Henry Ford have both shown and laid a path way for Rational Organisation which has become known as Taylorism and Fordism. The design has received criticism and both Taylor and Ford have been portrayed as villains with Taylor being called “enemy of the working man” (Morgan 2006, p.23) as the system dehumanised workers by taking all of the thought and skill from them and giving it to the managers this is because the tasks given were simple and repetitive. As staff needed little training they became an easily replaceable asset and thus more machine than human.
The insights in this book, if applied, are destined to influence the organization because they follow the basics of a structure's influence on behavior. Change the structure and the organization will change...Change it intelligently and the organization will advance. Buy the book and step to the forefront of organizational leadership...but be forewarned: Bring a teachable spirit. Be willing to unlearn a few assumptions to make room for Fritz's simple and strategic insights. Managers wouldn't begin to think about change in an organization without answering the 11 Questions first (they're in the book). Finally, and for Pete's Sake, Peter Senge wrote the forward for his "friend and mentor" Robert Fritz.
There are times when management has no other option but to proceed with downsizing their current number of staff members. There are several facts that force staff reductions. These include changes in funding, new laws or regulations that limit profits for the organization, as well as mergers and many other operational setbacks. Most often mergers bring along consolidation of positions and cutbacks in the workforce because the number of employees regarded as necessary to accomplish the position tasks has changed (Fallon & McConnell, 2007).The process is different in every organization; however, many share the same reasoning for laying off a portion of their staff.
Since the end of the 19th century, when factory manufacturing became widespread and the size of organisations increased, people have been looking for ways to motivate employees and improve productivity. A need for management ideas arise which lead to classical contributors such as Frederick Taylor and Henri Fayol generating management theories such as Taylor’ Scientific Management and Fayol’s Administrative Management. In the late 1920’s and early 1930’s the Hawthorne studies were conducted where Elton Mayo was the predominate figure and contributed to the Behavioural viewpoint. This brought about a Human Relations Movement which included Douglas McGregor’s Theory X and Theory Y approach. Similarities and differences can be found between the theories due to the relevant time period they were implemented, the motives or goal of the theory and how they view organisations. However the use of contingency theory can help negate the dissimilarities which occur as it allows the relevant elements from each theory to be applied to specific situations.
The twentieth century has brought in a number of management theories which have helped shaped our view of management in the present business environment. These emerging theories have enabled managers to appreciate new patterns of thinking, new ways of organising and new ways of managing organisations and people. Over the years these different theories have enabled the study of trends that have taken place in the management field. The major management viewpoints- which include the classical, behavioural and contingency approaches- have assisted in the formation of the contemporary twenty-first century management theory and techniques (S. C. Certo & S. T. Certo, 2006). Although, there are significant differences among all these approaches they seem to be unified by the efforts of improving an organisation’s efficiency in terms of proper human resources management. Furthermore, the dissimilarities seen in these approaches are due to the always changing organisations and environments which demand new management practices and techniques be applied to maintain the efficiency of an organisation.
Retail pharmacy is a very crucial aspect of the healthcare system in the United States and the world in general. The last point of call where patients see a healthcare professional is the pharmacy and the pharmacist has a duty to the patient in the area of their safety and wellbeing. The work a pharmacist does in the field of retail pharmacy is seen by most part of the general public as “counting pills into a bottle and labeling it, sometimes leaving the computer screen to tell the patient to take their pills by just reading what the bottle says, but there is a more to it.
There are several theories that examine an organization and it’s approach to managing work in an effort to develop efficiency and increase production. Two classical approaches to management are Taylor’s scientific management theory and Weber's bureaucratic management theory. Both men are considered pioneers of in the study of management.
Human Resource Management is defined as the process of managing human talent to achieve an organization’s objectives (Bohlander & Snell, 2010). A more detailed definition is given by the Society for Human Resource Management which states that “human resource management is the function within an organization that focuses on recruiting, managing, and providing direction for the people who work in the organization” (Schmidt, 2011). The role that human resource management plays is the most vital in all business organizations. This importance is easily seen in running a health care facility. Human resource in health care is important in improving the overall patient health outcomes and the delivery of health care services.
Problems or challenges are inevitable part of any business environment. In fact, many business organizations have to make critical decisions on a routine or daily basis. These decisions are essential to their operation and may have a huge impact on their organization’s financial health. Global Communications is a financially struggling telecommunications company faced with these decisions. They have developed a strategic plan to revitalize their company, however, their communication of the plan to key stakeholders within the organization was lacking. They now face the task of repairing their relationship with the Technologies Workers Union and their employees. However, they have put their employees at risk for job dissatisfaction possible resulting in low productivity and high turnover. Ultimately, these factors could negatively impact customer service and can lead to loss of business and revenue for the organization. By implementing positive change management practices and developing value added channels of communication, Global Communications has the opportunity to align key stakeholders under a common vision. By doing this they can achieve organizational comprehension and employee involvement that results in the garnering of trust and loyalty among stakeholders.
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
Some might encounter barriers in the environment that they are working in, for instance, pharmacist could easily get tempted to neglect the importance of patient centered care and focus on work efficiency in exchange of commercial bonuses from employer, besides new ideas & doubts that might potentially change the whole system will always get challenged, this might make it difficult for pharmacist to improve the patient centered service within the pharmacy. We all know by now the importance of behaviors displayed by pharmacy professionals, however in some cases behaviors could be a barrier to patient centered professionalism, this include absence of willpower to spend time with patients and a propensity for focusing on medicines and not the patient. Furthermore, there are often barriers when pharmacist try to demonstrate patient centered professionalism under the theme of knowledge, skills and development, for example, lack of practice & training in particular task, failure in engaging with the patient due to the absence of clinical skills and poor communication with the patient due to the lack of consultation
The Unitary theory is based on the assumption that the organisation is, or should be, an integrated group of people with a single authority/loyalty structure with a set of common values, interests and objectives shared by all members of the organisation. This is expressed by Gennard and Judge (1997), who state organisations are assumed to be ‘harmonious and integrated, all employees sharing the organizational goals and working as members of one team’. Through the unitary approach it is assumed that both management and employees can achieve and satisfy their common goals (high levels of productivity, profitability, pay and job security). In the Unitarist theory management see their function as controlling and directing the workforce and see the organisation as a unitary system which has one source of authority which is itself and one source of loyalty which is the organisation. Under the unitary theory the organisation system is in basic harmony and any opposition to or conflict with management is rega...