+1 862 207 3288 Please, respond to these two posts from peer-students in a single one page or 135 words per each response with at least one reference.
#1:
Brown, Dyanner
Discussion 3: Measurement and Analysis
Measurement and analysis are critical to the strategic planning process. Research a current real-world organization (or use your own organization) and identify current issues (ethnic, demographic shifts, new research, etc.) that are presenting a strategic challenge to the organization. What strategic leadership actions were taken to overcome challenges or the current circumstances? What communication messages are strategic for both internal and external stakeholders in order for them to buy in to the strategic process?
In any organization, there will be challenges to overcome. How a particular organization takes measures to overcome challenges and circumstances is key to the success of that organization. Often these measures to overcome challenges need to be strategic in nature with certain disciplines are put in place for the greatest success to be accomplished. In fact, this kind of strategic planning is believed to be more than just a set of rules, guidelines or mere steps to follow, but rather a philosophical approach to business, education and organizational leadership ((Frynas& Mellahi, 2011). Upper management develops the best strategy by first strategically applying the ideologies and visions of the organization to a process. This strategic management process is best implemented when everyone within the business understands the strategy. The five stages of the process are goal-setting, analysis, strategy formation, strategy implementation and strategy monitoring. Moreover, in the organization I am a part of, strategic management is absolutely essential and necessary. These processes of continuous planning, monitoring, analysis, and assessment are always taking place (Frynas& Mellahi, 2011).
As a matter pf fact, the purpose of goal-setting is to clarify the vision for our business. This stage consists of identifying three key facets within the context of our mentoring and educational organization. First, define both short- and long-term objectives. Second, identify the process of how to accomplish objectives. Finally, customizing the process for staff, giving individuals task with which he/she can succeed. Additionally, analysis is another key stage of the strategic management process. Information gained in this stage shapes the next two stages. In this stage, we gather as much information and data relevant to accomplishing our vision. The focus of the analysis should be on understanding the needs of the business as a sustainable entity, its strategic direction and identifying initiatives that will help an organization to grow (Frynas& Mellahi, 2011).
In fact, the first step in forming a strategy is to review the information gleaned from completing the analysis. Determine what resources the business had that could help reach the defined goals and objectives. Businesses and organizations additionally identify areas which the business can seek external resources. Successful strategy implementation is critical to the success of the business venture. This is the action stage of the strategic management process. When the overall strategy does not work with the business’ current structure, a new structure should be installed at the beginning of this stage, everyone within the organization must be made clear of their responsibilities and duties, and how that fits in with the overall goal. Strategy evaluation and control actions include performance measurements, consistent review of internal and external issues and making corrective actions when necessary (Frynas& Mellahi, 2011).
Furthermore, any successful evaluation of the strategy begins with defining the parameters to be measured. These parameters should mirror the goals set in Stage 1. Determine your progress by measuring the actual results versus the plan. Monitoring internal and external issues will also enable you to react to any substantial change in your business environment. If you determine that the strategy is not moving the company toward its goal, take corrective actions. If those actions are not successful, then the strategic management process should be repeated (Frynas& Mellahi, 2011). Thank you for taking the time to read my post. Blessings.
Dyanner
References
Frynas, G. & Mellahi, K. (2011). Global strategic management. New York. NY:
Oxford University Press.
#2:
Quinonos, Agar
Wal-Mart has faced challenges from manufacturing, equal pay, and unethical behavior towards employees. Wal-Mart has been known for offering a large assortment of goods at an enormously discounted rate. In order to offer items at such a discounted rate, Wal-Mart imports many of their products from companies internationally. Dating back to the late 1990’s, a large amount of manufacturing was moved to countries like Mexico and China from previous bases within developed countries, largely because of cheaper labor costs (Child, 2015, p. 218). The manufacturing of these items comes at a price for both our economy and consumer. One overwhelming issue has been the surge in consumer demand for products stamped with the words, “Made in the U.S.A”. This demand for goods made in the U.S.A. has prompted businesses to boast their latest products with hopes that it will offer them a competitive advantage over their rivals. In an effort to regain costumers who chose to buy American elsewhere, Wal-Mart had to act. In the wake of meeting the demands and attention of consumers who are driven to the “Made in the U.S.A.” manufactured products, Wal-Mart began looking for products that could be made in America, at a reasonable price, and turn a profit similar or close to what is brought in by products manufactured internationally. One way to provide consumers more choices was to initiate a push to provide local fresh produce within your local Wal-Mart stores.
Wal-Mart totes the philosophy that their stores are good for the economy, good for working families. There have been skeptics that criticize Wal-Mart’s business plan as one flawed and hurts the local mom and pop stores, while bringing in the trillions of dollars in profits for a company that heavily works with international companies to create their products. Wal-Mart continues to save working families money and provide good jobs for the community. In an effort to combat the criticisms and skeptics, Wal-Mart created the Working Families for Walmart, or WFWM (Massengill, 2013). The advocacy group was created to offer a voice to the families who support Wal-Mart. Unfortunately, this group’s efforts were short lived and did not have the impact they sought after. The problem with this initiative, was that external stakeholders did not grab on to this idea. The criticisms outweighed any efforts put forth by WFWM.
Another issue arose on Black Friday, November 2012. This marked the largest strike against a privately-owned company in history. In the response to the strikes Walmart retaliated against activist workers by deploying a battery of sketchy firings, steep cuts in hours and surveillance of employee activists (The Nation, 2012). Rather than deal with the outcries of injustice felt my workers, Wal-Mart reacted in a negative manner to those who spoke out. Since the strike almost 5 years ago, Wal-Mart executives struggle to change the perceptions of the public. Their game plan for change now includes raising wages, focusing on bringing more American manufactured products, and investing back into their employees. A big initiative Wal-Mart currently is marketing offers employees a chance to finish and grow their education free of charge. Wal-Mart’s striving to prove they care about their employees and their turn around is not lip service, as their critics suggest. Only time will tell if these initiatives will pay off for both external and internal stakeholders. Top leaders within Wal-Mart must work continually to analyze the strategic measures put into place to hold top managers accountable for ethical behavior while proving their ongoing commitment to workers, comsumers, and the community.
References
Child, J. (2015). Organization: Contemporary principles and practice (2nd ed.). West Sussex, United
Kingdom: Wiley.
Massengill, R. P. (2013). Wal-Mart Wars. New York, NY: NYU Press.
The Nation (2012). The Wal-Mart rebellion. American Psychological Association, 3-4.
