Strategic Assessment Project|Quick homework help

Posted: January 24th, 2023

Assignment #5 (Week 8): Final Project

Instructions

Week 8 Final Project – Strategic Assessment Project (PowerPoint presentation plus References page)

Goal: Develop and present via PowerPoint a strategic plan for your organization, integrating various concepts, components and processes presented throughout this course. Submit the presentation (ppt or pptx) along with a References page (.doc) that verifies sources used.

Introduction: Managers who want to improve the effectiveness of the future outcomes of their organization employ strategic planning. In a 20-25-slide PowerPoint presentation, present a strategic plan for your organization, accompanied by a References-only page as a Word.doc that contains the minimum 10 sources used in the development of the presentation. Your presentation may be a re-developed plan based on the plan your organization already uses. If you are in the military, you may elect to choose a company (Walmart) where you previously worked or select a company. In any case, you will need to begin by providing a brief history of the company, and then delve into the process detailed more fully below. Accompany your writing with a minimum five  scholarly journal articles that support the assertions made in your strategic plan. You will also need to use at least five  other sources—books, magazines, websites, and even interviews—to augment your data support for the presentation.

Your strategic plan should address [Suggested number of PPT slides in brackets]:

The Name of the Company/Firm [1 PPT slide]

Brief History of the Company (or Organization), its Mission and Vision [2-3 PPT slides]

Organizational Analysis [5-6 PPT slides] : This section will present your identification of the firm’s strengths and weaknesses, which emanate from your value chain and functional analyses. There is a maximum of five strengths and five weaknesses and your presentation of them should be prioritized. Exhibits are effective tools to provide strong support for each strength and weakness. Please be as specific as possible and quantify your analysis where appropriate. This section will provide the first part of the foundation for your identification of strategic issues and related recommendations through your analysis of the organization’s core competencies, competitive advantages and organizational weaknesses.

Environmental Analysis [5-6 PPT slides]: This section will present your identification of the major external threats and opportunities currently facing the organization. These will be generated from your analysis of the industry and general environmental factors in light of the organization’s strengths and weaknesses. A maximum of five threats and five opportunities should be identified and should be presented in a prioritized order. Use power point exhibits to support your analysis, be specific and quantify your analysis where possible. This section will provide the second part of the foundation for your identification of a strategic issue and the formulation of related recommendations through your analysis of driving forces, key success factors and industry attractiveness.

Strategic Issues And Recommendations [6-7 PPT slides]: Identify (with support) the most important strategic issue facing your organization. It is extremely important that you clearly integrate the strategic issue with your analysis to the organization’s SWOT. There may be interrelationships between particular weaknesses and threats or missed opportunities, which should be recognized. It may be possible that 2 different weaknesses, 1 threat and 1 opportunity could be combined, due to their relatedness, to form one strategic issue. Similarly, your recommendations should attempt to capitalize and build upon strengths, competitive advantages and opportunities that you identified. The point is to clearly ground your issue and recommendations with the internal and external analyses so that the presentation is clear.

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 Cambridge University ◦ UK

Knowledge, Culture, Service, and “The Next” An excursion forward into neo-organizational structure J. Louis Spencer, Ph.D.

The Case for Neo-Organizational Structures— a review of present realities and literature

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

1. The industrial age is giving way to the knowledge era The era of knowledge-production and knowledge management is emerging with unparalleled significance in organizations. Facilitating learning, creative, and adaptive capacity becomes a central leader task that reflects the “dynamic relationship between the bureaucratic, administrative functions of the organization and the emergent, informal dynamics of complex adaptive systems (CAS).” (Uhl-Bien, Marion, & McKelvey, 2007, p. 298)

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

2. Traditional hierarchical models do not express all there is to structure A more effective use of understanding hierarchy is to view it as supporting organizational members instead of merely commanding them. Instead of reflecting the hierarchical needs of the leader to maintain power and control, long-term viability of organizations is related to a collectively led dynamic system “where bottom-up structuration emerges.” (Osborn & Hunt, 2007, p. 319)

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

3. Globally diverse organizations and cultures require a global mindset in organizational structures Antecedents of cultural diversity are a significant consideration when talking about global leadership and change (Hofstede, 2001; House et al, 2004). Leaders with a global mindset will develop forward-thinking organizational structures reflective of the ability “to influence individuals, groups, organizations, and systems that are unlike the leader’s.” (Javidan, 2007, 2008)

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

4. Complex adaptive processes are emergent and interactive Organizational processes involve complex adaptive relational responses that can be depicted as interactions between interdependent people. (Stacey et al, 2000, Stacey, 2001, 2003)

Leadership in organizations considers valuable the “complex adaptive process that emerges in the interactive ‘spaces between’ people and ideas.” (Lichtenstein et al, 2006, p. 2)

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

5. Flatter, more team-based structures are becoming normative Flatter, more team-based structures are replacing traditional hierarchies in organizations. (Shalley & Gilson, 2004)

“As traditional management hierarchies give way to the flatter organisational structures of the modern lean and agile companies, a new generation of leaders and new models of effective leadership have emerged to manage these organisations.” (Found & Harvey, 2007, p. 40)

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

6. The current trend toward decentralization and neural networking of organizations is gaining momentum Technological advancements allow unparalleled abilities to create organizations that appear to have structure and even headship, but in reality are a neural network of individuals capable of functioning in a leadership role at any given time. (According to Brafman and Beckstrom (2006) ,“the absence of structure, leadership, and formal organization, once considered a weakness, has become a major asset” (p.7).

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

7. The role of the follower in organizations has increasing emphasis The role of followers in organizations is emerging more than ever as a singularly-valued topic in organizational leadership and coincides with the advancement and use of innovative—and flatter—organizational hierarchies. (Baker, 2007; Bennis, 2008; Lichtenstein et al, 2006)

The leader and the led are intimate allies whose structures are “built of energy and ideas, led by people who find their joy in the task at hand, while embracing each other.” (Bennis, 1999, p. 79)

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

The Case for Neo-Organizational Structures—summary

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

Neo-organizational structures support: 1.  Technological capabilities for knowledge sharing 2.  More accurate representation for the way leaders and

followers actually relate within an organization 3.  The value of diverse cultures within the global

community 4.  A leadership paradigm that promotes

learning, creativity, and adaptation 5.  An enhanced interplay between

individuals, groups, and teams 6.  Greater access to power by all members of

an organization 7.  The significance of followers

Each of the summary possibilities is worthy of further discussion, since each point is the topic of continuing research, assessment and practice in organizations today. However, two complimentary considerations provide particular interest as well as impetus for this theoretical excursion into neo- organizational structure: First, organizations reflect what could be termed “Negative Hierarchy” as we consider what is “the next.” Second, a negative hierarchical structure facilitates follower empowerment and greater productivity

Several theoretical streams reflect a kind of thinking about leadership that facilitates organizational effectiveness by seeing this “negative hierarchy” as an advantage. Among those theories that reflect innovative intentionality toward followers is servant leadership (SL). SL stands out as an example of how leaders lead given the realities of a present future where organizational change and adaptation are the norm and followers are vital organizational agents. (Greenleaf, 1977, 2004; Lichtenstein et al, 2006; Osborn & Hunt, 2007)

Agapao P1 Humility P2 Altruism P3 Vision S7, B6, RS1, P4 Trust S8, B7, RS4, P5 Hope P6 Service (Servanthood) S10, B10, RS5, PW2, P8, LW9 Empowerment RS9, PW6, P7, LW4 Voluntary Subordination/Relating SJ6, LW8 Authentic Self RS2, SJ5 Covenantal Relationship SJ1 Responsible Morality SJ4 Transcendental Spirituality SJ3 Transforming Influence S5, B3, RS6, SJ2 Leading B8, RS7, PW1 Visioning PW3 Team-building PW5 Empowering others PW6 Shared decision-making PW7 Integrity RS3, PW8 Emotional Healing S3, B2, LW1 Creating Value for the Community LW2 Conceptual Skills S6, B4, LW3 Helping Employees/subordinates Grow/ Succeed S9, B5, RS8, PW4, LW5 Putting Employees/subordinates First LW6 Behaving Ethically LW7 Altruistic Calling BW11 Wisdom Persuasive Mapping S5, B3 Organizational Stewardship S8

B: Bennett BW: Barbuto & Wheeler LW: Liden et al P: Patterson PW: Page & Wong RS: Russell & Stone S: Spears SJ: Sendjaya

As promised, this is only an excursion. And now it is time to come toward home . . .

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

Requirements for the Use of Neo-Organizational Structures

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

1.  Structures should be made to serve the organization and its members, not the other way around (yes, neo- organizational structures can be based on traditional hierarchical models)

2.  More effective communication within the organization facilitates greater learning, innovation, and adaptability.

3.  You must have the right people to make it work •  Greater collaborative will and skill. •  Integration of leadership roles that embrace adaptability,

enabling, and learning •  Leaders who are intentionally follower-friendly, follower-

empowering, and follower-serving.

4.  Look to where other areas of leadership theory—even drawing from either diverse or traditional models—are justifiably applicable.

Considerations when Transitioning to Neo-Organizational Structures (Winston, 2007)

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

! The organization has to know who it is and whether or why it wants to remain who it is. ! The organization has to confirm that it lives what it says it is (alignment of espoused versus practiced values). ! The organization then has to seek people who have the same values (values alignment).

! The organization has to indoctrinate members into the methods by which they live out the values.

! The organization then has to help members see how the individual’s vision fits in the overall organizational vision (should not be difficult if the values alignment is there). ! Then, the chosen model of leadership sets the stage for the how, what, when, where.

Some concluding words about neo-organizational structures

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

Eighth International Conference on Knowledge, Culture and Change in Organizations 5-8 August 2008 ◦ Cambridge University ◦ UK

•  Effective/productive organizations will press into “the next” by utilizing ever- increasing technological capability and connectivity to knowledge and people along with an embracing, non- judgmental world mindset toward extremely diversified cultures.

SOLUTION

A strategic assessment project is a process of evaluating an organization’s current situation and goals in order to develop a plan for achieving long-term success. This typically involves analyzing the organization’s internal and external environment, identifying strengths and weaknesses, and determining opportunities and threats. The results of the assessment are used to create a strategic plan that outlines specific actions and initiatives that the organization will take to achieve its goals.