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MBA Essay范文:组织战略、文化和领导 Organisational Strategy, Culture and(3)

时间:2018-02-05 14:00来源:www.ukassignment.org 作者:cinq 点击:
The Work-Out in essence turned the company upside down says Welch so that the workers told the bosses what to do. That forever changed the way people behaved at the company (www.1000ventures.com). For
 
The Work-Out "in essence turned the company upside down says Welch so that the workers told the bosses what to do. That forever changed the way people behaved at the company (www.1000ventures.com). Formulating sound organisational strategy, giving sense of ownership and creating the right cultural environment have been the key to winning leaders success at GE. In contrast to GE and PG, Toyota takes a different approach as they have a strong culture in built to the organisation. They train their leaders from inception to live with their values, and belief and to get the commitment from shop flow level to the board for their culture driven strategy. (Like, 2004; Appelbaum ,1991) further talks about the need of a right mix stating leadership is responsible for creating comprehensive aspirations and goals for all emphasising the need to blend aspirations with values to get the commitment to the organisational strategy.
 
Sherma.et al (2007) emphasises that creating the right culture to support strategy does not guarantee performance. According to him it is all about creating an organisational profile which consists of organisational culture, competitive method, market approach, leadership style and the structure.
 
Jack Welch at GE has taken this into consideration creating different profiles at different stages of the strategy execution at GE changing his styles of leading from Autocratic, transformational to servant changing organisational structure from hierarchical to a more flexible boundary less organisation. Practitioners argue that organizations can have sound strategies in place and well documented policies and procedures. But the success relies on how competent an organisation is to implement it.
 
"Many strategies fail due to poor implementation" - Mcdonald (1998.pg 458)
 
It is highly recognised that managing the knowledge workforce in this 21st century is critical and retention is a challenge with the unprecedented opportunities around. As McGee et al (2005) state in his basic dynamic of strategy it is very important to know what we have within (human capital, competencies, and other resources). In this context social and emotional intelligence of leaders come into handy. GE Welch accepts that this aspect of his leadership has been poor though he has been successful.
 
Therefore, it is still in debate what leadership style is best suit for organisational success and what strategy is best or how culture should be changed to support organisational strategy. But it is very clear, if a leader does not want to compromise on where they want to be, the organisation's should formulate strategy and demand a cultural change. This is all about taking the challenge to deliver results. From formulation of strategy, implementation and to measurement of success leadership of any organisation pay a pivotal role. Any organisation capable of placing drivers in the right seats will ensure organisational success in the long run as those drivers are capable of creating the right profile for the organisation creating the right balance among leadership, culture and strategy.
 
Conclusion 简介
Energy stems from a genuine belief from both leadership and self and focus, innovation and growth derived from organisational strategy, (Kipp, 2005). To ensure sustainable growth in this fast moving unpredictable business environment, it is vital to have these all elements in place. But the success depends on how competent the organisation in implementing their well defined plans (McDonald, 1998). In this context, organisational culture can act as a barrier or as a strong favourable factor for positive organisational changes. According to Drago (1996), culture can be used to focus on resources and activities for the set direction as IBM's cultural emphasis is exceptional customer service, which organisation as a whole are driven and lived with.
 
Therefore, it is pivotal for any leader to have a cultural awareness in formulation, exaction and evaluation of strategy process for any organisation irrespective of their purpose of existence. Ultimately it is leader's ability to strike the right balance between Strategy, leadership and culture to realise organisational vision ethically, Kaplan and Norton (2001).
 


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