organizational strategy essay

Organizational strategies: Explained with types or examples

Organizational strategies are long-term plans to achieve an organization’s goals and objectives. 

Organizational strategies outline how an organization intends to allocate resources, develop capabilities, and pursue its goals. They help an organization prioritize its activities and focus on those most critical to achieving its objectives.

Some common elements of organizational strategies include defining the organization’s mission and vision, establishing measurable goals and objectives, identifying the target audience and markets, creating a plan for resource allocation, outlining key performance indicators, and setting timelines for implementation and evaluation.

An organizational strategy provides a roadmap for an organization’s success by aligning its resources, capabilities, and activities with its mission and vision.

How to make an organizational strategy

Developing an organizational strategy is a complex process that requires careful consideration of various factors, such as the organization’s mission, vision, values, goals, strengths, weaknesses, opportunities, and threats. Here are some steps to guide you in making an organizational strategy:

• Define your organization’s mission, vision, and values: A mission statement explains the purpose and reason for the organization’s existence. A vision statement outlines the desired future state of the organization. Values articulate the principles and beliefs that guide the organization’s actions and decisions.
• Conduct a SWOT analysis: SWOT stands for strengths, weaknesses, opportunities, and threats. This analysis will help you to identify the internal and external factors that can impact your organization’s performance.
• Set goals and objectives: Based on the SWOT analysis, set specific, measurable, achievable, relevant, and time-bound (SMART) goals and objectives that align with the organization’s mission and vision.
• Develop strategies: Develop strategies that will enable the organization to achieve its goals and objectives. These strategies should consider the organization’s strengths, weaknesses, opportunities, and threats.
• Create an action plan: Create an action plan outlining the specific steps the organization needs to take to implement the strategies. This plan should include timelines, budgets, and responsibilities.
• Monitor and evaluate: Regularly monitor and evaluate the organization’s progress against its goals and objectives. This will help to identify areas that require improvement and make necessary adjustments to the organizational strategy.
• Communicate and engage: Communicate the organizational strategy to all stakeholders and engage them in the process. This will help ensure everyone understands their role in achieving the organization’s goals and objectives.

Overall, making an organizational strategy is an iterative process that requires continuous monitoring and evaluation to remain relevant and effective.

Types or Examples of organizational strateg ies

Companies can use several types of organizational strategies to achieve their goals and objectives. Here are some of the most common types:

• Cost Leadership Strategy: This strategy focuses on becoming the lowest-cost producer in an industry or market, which allows the company to offer products or services at a lower price than competitors.
• Differentiation Strategy: This strategy focuses on creating a unique product or service that sets a company apart. This can be achieved through product design, quality, customer service, branding, or other factors.
• Focus Strategy: This strategy focuses on serving a specific market segment or niche with specialized products or services. By focusing on a narrow target market, a company can better understand the needs and preferences of its customers and tailor its offerings accordingly.
• Growth Strategy: This strategy focuses on expanding the company’s operations by increasing market share in existing markets or entering new markets.
• Diversification Strategy involves expanding the company’s product or service offerings into new markets or industries. This can be achieved through mergers, acquisitions, partnerships, or internal development.
• Innovation Strategy: This strategy focuses on developing new products or services, improving existing products or services, or finding new ways to deliver value to customers. This can involve research and development, partnerships with other companies, or other approaches.
• Alliance Strategy involves forming partnerships or alliances with other companies to achieve shared goals or objectives. This can include joint ventures, strategic partnerships, or other forms of collaboration.
• Mergers and Acquisitions Strategy involves acquiring or merging with other companies to expand capabilities, reach new markets, or gain a competitive advantage. Mergers and acquisitions can help companies achieve economies of scale, reduce competition, or access new technologies or products.

Related Posts

Business Performance Analysis

Demand Based Pricing: Meaning | Examples | Types

B2B2C: Meaning | Examples | Business Model | Marketing

Inventory Management Techniques

How do you design the strategy of your PowerPoint?

The Art of Persuasion: Techniques for Influencing Buying Decisions

Organizational Culture: Defining | Improving | Examples

Organizational Restructuring: Meaning | Process | Examples

Type above and press Enter to search. Press Esc to cancel.

Purdue Online Writing Lab Purdue OWL® College of Liberal Arts

Organization and Structure

Welcome to the Purdue OWL

This page is brought to you by the OWL at Purdue University. When printing this page, you must include the entire legal notice.

Copyright ©1995-2018 by The Writing Lab & The OWL at Purdue and Purdue University. All rights reserved. This material may not be published, reproduced, broadcast, rewritten, or redistributed without permission. Use of this site constitutes acceptance of our terms and conditions of fair use.

There is no single organizational pattern that works well for all writing across all disciplines; rather, organization depends on what you’re writing, who you’re writing it for, and where your writing will be read. In order to communicate your ideas, you’ll need to use a logical and consistent organizational structure in all of your writing. We can think about organization at the global level (your entire paper or project) as well as at the local level (a chapter, section, or paragraph). For an American academic situation, this means that at all times, the goal of revising for organization and structure is to consciously design your writing projects to make them easy for readers to understand. In this context, you as the writer are always responsible for the reader's ability to understand your work; in other words, American academic writing is writer-responsible. A good goal is to make your writing accessible and comprehensible to someone who just reads sections of your writing rather than the entire piece. This handout provides strategies for revising your writing to help meet this goal.

Note that this resource focuses on writing for an American academic setting, specifically for graduate students. American academic writing is of course not the only standard for academic writing, and researchers around the globe will have different expectations for organization and structure. The OWL has some more resources about writing for American and international audiences here .

Whole-Essay Structure

While organization varies across and within disciplines, usually based on the genre, publication venue, and other rhetorical considerations of the writing, a great deal of academic writing can be described by the acronym IMRAD (or IMRaD): Introduction, Methods, Results, and Discussion. This structure is common across most of the sciences and is often used in the humanities for empirical research. This structure doesn't serve every purpose (for instance, it may be difficult to follow IMRAD in a proposal for a future study or in more exploratory writing in the humanities), and it is often tweaked or changed to fit a particular situation. Still, its wide use as a base for a great deal of scholarly writing makes it worthwhile to break down here.

• Introduction : What is the purpose of the study? What were the research questions? What necessary background information should the reader understand to help contextualize the study? (Some disciplines include their literature review section as part of the introduction; some give the literature review its own heading on the same level as the other sections, i.e., ILMRAD.) Some writers use the CARS model to help craft their introductions more effectively.
• Methods: What methods did the researchers use? How was the study conducted? If the study included participants, who were they, and how were they selected?
• Results : This section lists the data. What did the researchers find as a result of their experiments (or, if the research is not experimental, what did the researchers learn from the study)? How were the research questions answered?
• Discussion : This section places the data within the larger conversation of the field. What might the results mean? Do these results agree or disagree with other literature cited? What should researchers do in the future?

Depending on your discipline, this may be exactly the structure you should use in your writing; or, it may be a base that you can see under the surface of published pieces in your field, which then diverge from the IMRAD structure to meet the expectations of other scholars in the field. However, you should always check to see what's expected of you in a given situation; this might mean talking to the professor for your class, looking at a journal's submission guidelines, reading your field's style manual, examining published examples, or asking a trusted mentor. Every field is a little different.

Outlining & Reverse Outlining

One of the most effective ways to get your ideas organized is to write an outline. A traditional outline comes as the pre-writing or drafting stage of the writing process. As you make your outline, think about all of the concepts, topics, and ideas you will need to include in order to accomplish your goal for the piece of writing. This may also include important citations and key terms. Write down each of these, and then consider what information readers will need to know in order for each point to make sense. Try to arrange your ideas in a way that logically progresses, building from one key idea or point to the next.

Questions for Writing Outlines

• What are the main points I am trying to make in this piece of writing?
• What background information will my readers need to understand each point? What will novice readers vs. experienced readers need to know?
• In what order do I want to present my ideas? Most important to least important, or least important to most important? Chronologically? Most complex to least complex? According to categories? Another order?

Reverse outlining comes at the drafting or revision stage of the writing process. After you have a complete draft of your project (or a section of your project), work alone or with a partner to read your project with the goal of understanding the main points you have made and the relationship of these points to one another. The OWL has another resource about reverse outlining here.

Questions for Writing Reverse Outlines

• What topics are covered in this piece of writing?
• In what order are the ideas presented? Is this order logical for both novice and experienced readers?
• Is adequate background information provided for each point, making it easy to understand how one idea leads to the next?
• What other points might the author include to further develop the writing project?

Organizing at the sentence and paragraph level

Signposting.

Signposting is the practice of using language specifically designed to help orient readers of your text. We call it signposting because this practice is like leaving road signs for a driver — it tells your reader where to go and what to expect up ahead. Signposting includes the use of transitional words and phrasing, and they may be explicit or more subtle. For example, an explicit signpost might say:

This section will cover Topic A­­ and Topic B­­­­­.

A more subtle signpost might look like this:

It's important to consider the impact of Topic A­­ and Topic B­­­­­.

The style of signpost you use will depend on the genre of your paper, the discipline in which you are writing, and your or your readers’ personal preferences. Regardless of the style of signpost you select, it’s important to include signposts regularly. They occur most frequently at the beginnings and endings of sections of your paper. It is often helpful to include signposts at mid-points in your project in order to remind readers of where you are in your argument.

Questions for Identifying and Evaluating Signposts

• How and where does the author include a phrase, sentence, or short group of sentences that explains the purpose and contents of the paper?
• How does each section of the paper provide a brief summary of what was covered earlier in the paper?
• How does each section of the paper explain what will be covered in that section?
• How does the author use transitional words and phrases to guide readers through ideas (e.g. however, in addition, similarly, nevertheless, another, while, because, first, second, next, then etc.)?

WORKS CONSULTED

Clark, I. (2006). Writing the successful thesis and dissertation: Entering the conversation . Prentice Hall Press.

Davis, M., Davis, K. J., & Dunagan, M. (2012). Scientific papers and presentations . Academic press.

• Sign Up for Mailing List
• Search Search

Username or Email Address

Remember Me

Resources For Writers: Organizational Strategy – Forecasting

Forecasting Explanation — Hamlet

A forecast gives your readers a mini “outline” of what is to come in the paper. It tells the readers two things: (1) the name of each of the major ideas in your paper and (2) the order in which those ideas will appear. Logically, the forecast is the last thing in your introduction. In relatively short papers, the forecast is often part of the thesis statement. One of the keys to a successful forecast is selecting a name (one or two words) for each major idea in your essay. These names are then listed as part of your forecast.

A continual forecast is part of the act of transition. Once you have finished discussing the first major idea, you begin the next section or paragraph by doing three things: (1) creating some form of transition (either a word or phrase or repetition of a key term), (2) state again the exact name of the major idea which you just finished discussing in the previous section, and (3) name the new idea that you will discuss in this section. One key to continual forecasting is using the exact same name for each major idea throughout the essay , particularly when you move from one idea to the next. The repetition of the exact same name helps readers see your organization and progress. With forecasts and continual forecasts, ignore the impulse to use synonyms for the names of your key ideas.

Assume that you’ve been asked to write a paper on Shakespeare’s Hamlet . Your prewriting might consist of the following list:

• Hamlet is indecisive.
• His mother remarries too soon after the death of Hamlet’s father.
• Hamlet kills Polonius on the “spur of the moment.”
• Ophelia goes insane.
• This is Shakespeare’s longest tragedy.
• Claudius is king.
• Hamlet questions everything.
• Laertes is a foil to Hamlet.
• Claudius is also Gertrude’s brother-in-law.
• Laertes takes fast action to avenge his father’s death.
• Hamlet might have a psychological problem.
• Claudius becomes a substitute father for Hamlet.
• Hamlet kills Claudius on the spur of the moment.
• Would Hamlet have acted if Laertes and Claudius hadn’t forced the issue?
• Claudius supposedly murdered Hamlet’s father.
• Hamlet is not sure he can trust the word of a ghost.

Using some of the items from the above list, we might create the following categories (names of the main ideas) : (1) Hamlet’s indecision; (2) Hamlet’s hasty actions; (3) Claudius’s guilt; (4) Laertes as foil.

Narrowing our topic to Hamlet’s personality (since we seem to have the most information on that — 3 categories — and because it’s the issue that most interests us). A tentative thesis statement is your best guess about what the main point of your essay will be before you have written the first draft. A typical tentative thesis statement tends to be a simple sentence, relatively short, and its content tends to be general rather than very specific. For instance, we might write one of the following tentative thesis statements:

• “Hamlet is a complex person.”
• “Hamlet’s personality includes indecision and hasty action.”

After writing the first draft, we look it over and create a DEVELOPED THESIS STATEMENT . A developed thesis statement is created after you have seen what you have written in a draft. A typical developed thesis statement tends to be a compound or complex sentence, relatively long, and its content tends to be very specific. For instance, we might write one of the following DEVELOPED THESIS STATEMENTS:

• “Hamlet’s personality has three crucial elements — his indecision, his hasty actions, and his Oedipal complex.”
• “Hamlet’s personality has three crucial elements — his hasty actions, his Oedipal complex, and his indecision.”
• “Because of his Oedipal complex, Hamlet is often indecisive and becomes decisive only when events force him into hasty actions.”
• “Although Hamlet seems to be inconsistent because he delays and then suddenly acts hastily, the apparent inconsistency is revealed as actual consistency when we understand that he suffers from an Oedipal complex.”

In a developed thesis statement, the main ideas are named in the order in which we intend to discuss them. Hence the difference between #3 and #4 is this: in #3, Hamlet’s indecision is the least important idea (and hence will be discussed first in the essay), his hasty actions are the next most important idea (and hence will be discussed second), and his Oedipal complex is the most important idea (and hence will be discussed third). In #4, however, his hasty actions are the least important idea, his Oedipal complex is the next most important idea, and his indecision is the most important idea. In #5, the “Because” clause at the beginning of the sentence signals that the Oedipal complex is the cause of the other two traits and thus is the most important. Hamlet’s indecision is the least important, and his hasty actions are the next most important. In other words, the forecast functions as a mini-outline of the essay. This fact helps the writer stay on track and it helps readers understand the development of your ideas and of your essay.

Note that in a typical English sentence structure (subject + verb+ everything else), the most important idea is often listed last in the forecast and is discussed last in the essay. When we vary the sentence structure, however, as when we use the dependent “Because” clause at the beginning of sentence #5, importance can be signaled by the choice of words. Yet the “Although” clause that begins #6 indicates that the delaying is least important, the hasty acts are next most important, and the Oedipal complex is the most important.

Our introduction might be the following:

“One of the most puzzling elements of William Shakespeare’s Hamlet has been the personality of Hamlet himself. Although he receives supernatural assurance that his uncle Claudius has murdered his father, and although he can see with his own eyes that Claudius has hastened to marry his own sister-in-law (Hamlet’s mother), Hamlet still seems incapable of deciding what to do. Should he leave Denmark and resume his studies? Should he take the place as heir apparent that Claudius offers? Should he kill Claudius? When we focus on the personality of Hamlet itself, at least part of the puzzle is solved. Even though Hamlet was written long before Freud was born, Shakespeare has given us an accurate portrait of a man paralyzed by Oedipal guilt. In short, Hamlet’s personality has three crucial elements — his indecision, his hasty actions, and his Oedipal complex. [Note two things here: first, that, as often happens, the thesis and forecast are one sentence; second, that the thesis/forecast is the last sentence in the introduction]

[This is the first sentence of the 2nd paragraph or the 2nd section] Evidence of Hamlet’s indecision abounds in the play.

(Then follows one or more paragraphs to complete the 2nd section with examples and discussion).

[This is the first sentence of the 3rd section] Whenever Hamlet overcomes his indecision , the results are hasty actions which complicate rather than resolve his problem.

(Then follows one or more paragraphs giving examples of his hasty actions and developing the implications of his hasty actions).

[This is the first sentence of the 4th section] To understand Hamlet’s indecision and hasty actions , we must finally come to see that he suffers from a profound Oedipal complex .

(Then follows one or more paragraphs explaining and illustrating the implications of the Oedipal complex).

[This is the first sentence of the conclusion] Understanding the sources of Hamlet’s indecision and hasty actions to be an Oedipal complex , then, helps solve some of the puzzling aspects of Hamlet.

Some writers do the reverse — they first create the categories (the names for their major ideas) and then find examples and explanations to flesh out those categories. Either approach is fine.

Notice, finally, that using continual forecasting creates explicit connections between ideas, connections that help readers understand your points.

Note: To the best of my knowledge, the concept forecasting was developed by Albert VanNostrand and others at Brown University and was popularized in the now out-of-print Functional Writing.

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

10 Principles of Effective Organizations

• Michael O'Malley

Lessons from the field of organization development.

Organizations are pretty good at solving specific problems as they arise, but many lack a set of criteria and goals to meet in order to maintain their ability to compete and grow. The author identifies 10 research-backed principles from the field of organization development to guide companies: 1) Encourage cooperation, 2) organize for change, 3) anticipate the future, 4) remain flexible, 5) create distinctive spaces, 6) diversify your workforce — and create an inclusive environment, 7) promote personal growth, 8) empower people, 9) reward high performers, and 10) foster a leadership culture.

As organization development evolves alongside institutional practices and insights into human behavior, a big piece of the field is still missing: a set of principles that convey what organizations must do well to thrive. Organizations are adept at identifying specific problems and have at their disposal a host of interventions designed to resolve them, but they operate without broader developmental criteria, or goals, that must be satisfied to preserve companies’ ability to compete and grow. Accordingly, below are 10 principles to guide developmental initiatives within your organization.

• MO Michael O’Malley, PhD is a principal at SullivanCotter, Lecturer in the Yale School of Medicine, and the author (with Warner Burke) of the recently published Profitably Healthy Companies .

Partner Center

Get Started

Take the first step and invest in your future.

Online Programs

Offering flexibility & convenience in 51 online degrees & programs.

Prairie Stars

Featuring 15 intercollegiate NCAA Div II athletic teams.

Find your Fit

UIS has over 85 student and 10 greek life organizations, and many volunteer opportunities.

Arts & Culture

Celebrating the arts to create rich cultural experiences on campus.

Give Like a Star

Your generosity helps fuel fundraising for scholarships, programs and new initiatives.

Bragging Rights

UIS was listed No. 1 in Illinois and No. 3 in the Midwest in 2023 rankings.

• Quick links Applicants & Students Important Apps & Links Alumni Faculty and Staff Community Admissions How to Apply Cost & Aid Tuition Calculator Registrar Orientation Visit Campus Academics Register for Class Programs of Study Online Degrees & Programs Graduate Education International Student Services Study Away Student Support Bookstore UIS Life Dining Diversity & Inclusion Get Involved Health & Wellness COVID-19 United in Safety Residence Life Student Life Programs UIS Connection Important Apps UIS Mobile App Advise U Canvas myUIS i-card Balance Pay My Bill - UIS Bursar Self-Service Email Resources Bookstore Box Information Technology Services Library Orbit Policies Webtools Get Connected Area Information Calendar Campus Recreation Departments & Programs (A-Z) Parking UIS Newsroom Connect & Get Involved Update your Info Alumni Events Alumni Networks & Groups Volunteer Opportunities Alumni Board News & Publications Featured Alumni Alumni News UIS Alumni Magazine Resources Order your Transcripts Give Back Alumni Programs Career Development Services & Support Accessibility Services Campus Services Campus Police Facilities & Services Registrar Faculty & Staff Resources Website Project Request Web Services Training & Tools Academic Impressions Career Connect CSA Reporting Cybersecurity Training Faculty Research FERPA Training Website Login Campus Resources Newsroom Campus Calendar Campus Maps i-Card Human Resources Public Relations Webtools Arts & Events UIS Performing Arts Center Visual Arts Gallery Event Calendar Sangamon Experience Center for Lincoln Studies ECCE Speaker Series Community Engagement Center for State Policy and Leadership Illinois Innocence Project Innovate Springfield Central IL Nonprofit Resource Center NPR Illinois Community Resources Child Protection Training Academy Office of Electronic Media University Archives/IRAD Institute for Illinois Public Finance

Request Info

Organization Strategies

• Request Info Request info for....     Undergraduate/Graduate     Online     Study Away     Continuing & Professional Education     International Student Services     General Inquiries

One important aspect that is often overlooked in the writing process is the structure and order that ideas will appear in the paper. Depending on what you will be writing, there are different organizational structures that may strengthen or weaken your writing based on which you select. This page is designed to give an over view of different organization patterns that are explored in depth in other handouts linked below.

So you’ve picked your topic, you’ve brainstormed, you’ve researched, and you’re ready to write. How do you decide how to organize your information into paragraphs? Every paper is going to be different, and every topic will likely have a preferred mode of organization. We have described three main categories:  Logical ,  Chronological , and  Hierarchical . Check out the linked pages for more information to select the structure that best fits your writing!

NOTE:  While all these structures have examples, not every single organizational structure is covered in depth. We have reviewed some of the more common organization structures in UIS’s academic context, but other structures like classification/division, definition, and description are not expanded upon in detail.

When the points need to be explained in a particular order to logically move from one to the next to make sense, organizing according to that logical progression will lend your paper clarity and credibility. For example, if you have to write a problem/solution essay, it is helpful to first learn about the problem (causes, scope, consequences) before outlining a solution (implementation, feasibility, gains). On the  Logical Organization Strategies  page, structures like  cause and effect ,  compare and contrast ,  problem/solution , and  process  are described further in depth with examples.

Chronological

Sometimes, you will have a topic that needs to be organized in chronological order. If you’re writing a biography of a person or detailing a historical event or period of time, you likely should write about those things from their earliest point to their latest point in time. However, these events can become confusing especially in narrative writing. In the  Chronological Organization Strategies  handout, these structures are described with examples to show how to prevent your reader from becoming lost in your writing.

Hierarchical

Some topics don’t have a linear, logical, or Point A to Point B organization at hand to use for your paper. In those cases, you can organize your body paragraphs according to value. You can follow this organization style in two ways:  low to high  or  high to low . The  Hierarchical Organization Strategies  handout demonstrates how these progressions work with sample writing.

Have a language expert improve your writing

Run a free plagiarism check in 10 minutes, generate accurate citations for free.

• Knowledge Base

Organizational tips for academic essays

Published on November 10, 2014 by Shane Bryson . Revised on July 23, 2023.

This article presents some tips to help you figure out how best to structure your essay .

Instantly correct all language mistakes in your text

Upload your document to correct all your mistakes in minutes

Table of contents

Four tips for organization, other interesting articles.

In general, the purpose of the essay should dictate the organization of the essay—ask yourself what claims you need to establish in order for your reader to believe that your main claim is right. The claims that help establish your main claim are called “supporting claims.”

In many cases, each supporting claim will get a paragraph. When you’re outlining, try to phrase these supporting claims as rough topic sentences . In some cases, these supporting claims will also require some argument in order for your reader to believe them. If this happens, consider adding an additional argument or two in separate paragraphs to help establish your supporting claim.

Once you get a sense of the supporting claims that will form the basis of your paragraphs , consider the following tips:

Arguments usually proceed from the simplest claim to the most complex

In other words, the body of a good argumentative essay often begins with the more simple and widely accepted claims, and then moves to the more complex and contentious ones. There are a couple of reasons for this:

• Often, a reader must understand the more basic claims before she can understand the more complex claims.
• If you begin with a point your readers agree on without much trouble, you can build on this agreement to convince them of something more contentious.

Give the background early

If you have so much background information that it cannot be given precisely enough in the introduction , this information will usually lead the body of the essay , or the section that it is relevant to.

Define terms as needed

Technical language should be defined as or before it’s used—never wait very long to define a term you’ve used:

• If you can, define your terms as you use them.
• If you have so much technical language that defining terms as you use them is too interruptive, take a paragraph or so to define the terms and show how they relate to each other.

Prevent plagiarism. Run a free check.

If you want to know more about AI tools , college essays , or fallacies make sure to check out some of our other articles with explanations and examples or go directly to our tools!

• Ad hominem fallacy
• Post hoc fallacy
• Appeal to authority fallacy
• False cause fallacy
• Sunk cost fallacy

College essays

• Choosing Essay Topic
• Write a College Essay
• Write a Diversity Essay
• College Essay Format & Structure
• Comparing and Contrasting in an Essay

 (AI) Tools

• Grammar Checker
• Paraphrasing Tool
• Text Summarizer
• AI Detector
• Plagiarism Checker
• Citation Generator

Cite this Scribbr article

If you want to cite this source, you can copy and paste the citation or click the “Cite this Scribbr article” button to automatically add the citation to our free Citation Generator.

Bryson, S. (2023, July 23). Organizational tips for academic essays. Scribbr. Retrieved April 2, 2024, from https://www.scribbr.com/academic-essay/organizational-tips-academic-essays/

Is this article helpful?

Shane Bryson

Shane finished his master's degree in English literature in 2013 and has been working as a writing tutor and editor since 2009. He began proofreading and editing essays with Scribbr in early summer, 2014.

What is your plagiarism score?

External Factors and Organizational Strategy Essay

Introduction, basic information on strategy and environment, relationship between the external environment and strategy, influence of the external environment on strategy.

The external environment of an organization plays an important role when it comes to the strategic management of an organization’s activities. While many managers focus on the various internal dimensions of an organization, they rarely place the same emphasis on the external environment which is usually at times dynamic, fast-changing and volatile.

The external environment of an organization is usually made up of the political, economic, social and technological factors which in one way or another affect the functions and operations of an organization (Witcher and Chau 2010).

An analysis of these factors is important for an organization as it will allow the managers to develop strategies that will allow the organization to deal with any changes that might exist in the external environment.

Strategy which is an important part of a company’s operations refers to the means used by the company to achieve the long term objectives and goals that have been set.

Strategies are the actions which are used by managers to direct the functions of employees so that the goals and objectives of the organization can be achieved. Strategies are important for an organization because they affect the long-term prosperity and functionality of the organization (Goldman and Nieuwenhuizen 2006).

Managers have to develop strategies that are future oriented to ensure they reflect the vision of the company. Because of the multifunctional consequences they have on business operations, the internal and external factors have to be considered when developing suitable strategies for the organization (Mason 2007).

Many studies have been conducted on the factors that make up the external environment of an organization (Canzer 2006) as well as strategic management for company managers (Sadler and Craig 2003). There however exists limited research on the relationship between these two aspects.

The current research will seek to review previous and current research that will shed more light on the relationship that exists between an organization’s external environment and the strategy developed by the organization to achieve its long term goals.

The study will provide a review of the existing research conducted on the relationship between external factors and organizational strategy.

Based on the classical Chandlerian view developed by Chandler in 1962 on organizational strategy, structure and the environment, Chandler was able to note that the environment of an organization determined the strategy that would be formulated by the organization’s players which in turn determined the structure of the organization.

Chandler basically proposed that environment, strategy and structure were concepts that were directly related to each other. However this line of thought changed with modern researchers such as Hall and Saias and Whittington et al (1999 cited by Wiegl 2008) who noted that strategy, structure and environment were different constructs.

The above mentioned researchers were able to note that the existing inter-organizational structures determined the type of capacity an organization had to develop specific strategies that would reflect the conditions of the external environment.

The researchers noted that both strategy and structure were usually influenced by the external environment. Managers therefore had to adapt their decisions to reflect the goings on of the external environment thereby ensuring that the internal environment of the organization was able to respond to the external environment of the organization.

Miles and Snow, Pfeffer and Salancik, Mintzberg and Starbuck who all conducted their studies on the relationship between the environment and strategy in the 1970s were able to argue that the environmental conditions of an organization had to be taken into account when investigating the types of strategy that existed within an organization (Weigl 2008).

Scholars in the field of strategic management have been able to conceptualize the external environment of an organization as one of the major constructs that can be used to understand the strategic management activities of an organization.

According to Hall and Tolbert (2005 cited by Weigl 2008) the environment of an organization is referred to as any external or internal phenomena that influences the performance of an organization.

The external phenomena include factors such as political, socio-cultural, economic and technological factors while the internal phenomena included factors such as the employees, organizational structure and managers of an organization. These phenomena according to Hall and Tolbert played an important role in strategy decision making within an organization.

Hall and Tolbert noted that the internal and external factors that affected the performance of a business pointed to the fact organizations in general do not exist in a vacuum.

The factors that existed in the organization’s environment were usually used to develop the strategy of the organization and these factors fell into the three environments of an organization which include the macro-environment, the operating environment and the internal environment (Wiegl 2008).

The factors that exist in the macro environment include economic, social, political and legal factors while the factors that exist in the operating environment include regulatory agencies, competitors, customers and stakeholders of the company.

The factors that exist in the internal environment include trade unions, board of directors, employees and the managers of the company. These factors have proved to be important when developing strategies and strategic decisions that will be used by the organization in its operation.

Previous documented research from scholars such as Ansoff, Lawrence and Lorsch who all conducted their studies in the 1960s have been able to reveal that there is a contingent relationship between the environments of an organization and strategic decision making (Weigl 2008).

Strategic management scholars such as Lenz and Engledow (1986 cited by Weigl 2008) were able to note that the type of strategic plan adopted by an organization had the ability to influence the external environment in which the organization operated in.

Such a theoretical perspective meant that the creation and alignment of strategic decisions was a recurring process for organizations that were directly in contact with their environments.

According to researchers such as Tan and Tan (cited by Weigl 2008), the recurring interaction that took place between an organization’s environment and strategic adaptation was conceptualized as a continuously evolving cycle of the interdependence between environment and strategy.

As mentioned in the introductory part of this discussion, there exists abundant research on the external environment of an organization as well as strategy and strategic management which are all important concepts to an organization.

There have been however limited studies that have been conducted to explain the relationship that exists between the two. The most recent research conducted on this relationship is that done by Mason (2007) who was able to analyze the effect an organization’s external environment had on the development of strategy and strategic operations that would guide the business performance of the organization.

Mason (2007) primarily focused on the impact of the external environment on the choice managers made when developing strategic management activities.

The findings of his study revealed that companies which operated in dynamic, volatile and rapidly changing external environments normally developed fast and radical strategies that would respond to this type of external environment.

In the case of organizations that operated in less turbulent external environments, Mason (2007) was able to note that organizations developed adaptive and less disruptive strategies that would respond to such an environment.

Wong (1991) who is among the few researchers to conduct a study on the relationship between the external environment and organizational strategy focused on how organizational strategies developed for manufacturers in the United States could be adapted to reflect the external environment.

Wong (1991) focused on the marketing, production, financial, distribution and logistical operations of the companies to ascertain whether the strategies developed for these functions were adapted to suit the external environment.

The findings of his study revealed that these operations were mostly affected by a dominant factor that existed in the external environment which was competition from foreign manufacturers.

The companies understudy were able to develop organizational strategies that would be able to accommodate foreign competition. Wong (1991) was able to note that while the manufacturing companies operated in the same industry, they had differing perceptions on the factors that exist in their external environments.

They all however maintained that the external environment affected the strategic operations and activities of an organization. Voiculet et al (2010) were also able to conduct a study on the impact of the external environment on the organizational development of strategy.

The researchers were able to note that the actions of factors which make up the external environment had a direct and indirect effect on the formulation of strategy within the organization. They were also able to note that an analysis of the external environment provided important information on how strategy formulation within an organization could be conducted.

Vioculet et al (2010) identified the two important external environments that affected how an organization’s managers developed their strategies and these were the macro environment and the operating environment of an organization.

As mentioned earlier the external factors that exist in the macro environment include economic, social, political and legal factors while the factors that exist in the operating environment include regulatory agencies, competitors, customers and stakeholders of the company.

These factors according to Vioculet et al (2010) proved to be important when developing strategies and strategic decisions that would be used by the organization in achieving organizational objectives and goals.

Prescott in his 1986 study was able to provide important evidence on the way the external environment of an organization influenced strategy formulation and strategic management within organizations. Prescott (cited by Burke 2011) was able to note that the perceptions that most organizational executives had of the external environment directly affected their strategic decisions.

For example if the managers had a perception that the external environment was going to be volatile at a future date based on current conditions, they would develop strategies that would allow the organization to adapt quickly to these environmental conditions.

They therefore had to incorporate external conditions when making important strategic decisions that would determine the direction the organization would take in the future.

Plohart et al (2006) noted that how an organization perceived its external environment with particular focus on its strengths, weaknesses, opportunities and threats influenced the type of strategy that the organization’s managers were likely to pursue in that type of environment.

The researchers focused on how the external environment affected the staffing needs of organizations where past research revealed that staffing was a by-product of the strategy formulation process.

According to research conducted by Snow and Snell in 1993 (cited by Plohart et al 2006), organizations that operated within fast-changing and dynamic environments were forced to develop strategies that would allow them to adapt quickly to the prevailing conditions.

Based on Hall and Tolbert’s 2005 study, the interdependence that existed between strategy and the external environment demonstrated the type of mutual and dynamic relationship that existed between these two concepts.

Scholars such as Weick (1969 cited by Weigl 2008) explained the strategy-environment relationship by calling it the environmental enactment relationship meaning that organizations had to respond to the external environmental conditions for them to generate suitable strategic choices.

Such a reciprocal perspective offered an assumption that change within an organization was not an outcome of managerial adaptation or environmental selection, but it was rather a result of the external environmental and also the strategic adaptation chosen by the organization (Weigl 2008).

Consequently, scholars of strategic management noted that the strategy and environment of an organization were constructs that were related. Recent studies such as those done by Chan et al in 2006 on the strategy-environment relationship were able to reveal that alignment within an organization played an important role in adapting an organization to the external environment.

Chan et al were also able to note that organizations that operated in transition economies saw the influence of the external environment as an important asset especially when developing highly constrained and complex strategic decisions.

The external environment played an important part in influencing the type of strategic decisions that would be made by managers and other decision making authorities within an organization (Weigl 2008).

This review has focused on determining the type of relationship that exists between the external environment of an organization and its strategy. The review conducted on various literature and academic sources has been able to reveal that there exists a direct and indirect relationship between the two concepts.

The review has revealed that when formulating strategies, the strategic decision makers of an organization have to analyze the conditions that exist in the internal and external environment to ensure that the organization is able to adapt its operations to reflect those in these environments. The strategy-environment relationship is therefore important for an organization when it comes to making strategic choices.

Burke, W.W., (2011) Organization change: theory and practice . Thousand Oaks, California: Sage Publications.

Canzer, B., (2006) E-business: strategic thinking and practice . Boston: Houghton Mifflin Company

Goldman, G., and Nieuwenhuizen, C., (2006) Strategy: sustaining competitive advantage in a globalized context . Cape Town, South Africa: Juta and Company

Mason, R.B., (2007) The external environment’s effect on management and strategy: A complexity theory approach, Management Decision , Vol. 45, No. 1, pp.10 – 28

Plohart, R.E., Schneider, B., and Schmitt, N., (2006) Staffing organizations: contemporary practice and theory . New Jersey: Lawrence Erlbaum Associates.

Sadler, P., and Craig, J.C., (2003) Strategic management. London: Kogan Page Vioculet, A., Belu, N., Parpandel, D.E., and Rizea, I.C., (2010) The impact of external environment on organizational development strategy . MPRA Paper No. 26303. Available at: https://mpra.ub.uni-muenchen.de/26303/1/MPRA_paper_26303.pdf

Weigl, T., (2008) Strategy, structure and performance in a transition economy . Frankfurt, Germany: Gabler-Verlag Springer Science.

Witcher, B.J., and Chau, V.S., (2010) Strategic management; principles and practice . Hampshire, United Kingdom: Cengage Learning

Wong, Y.Y., (1991) Adapting organizational strategies to evolving environment: a multiple-case study of United States apparel manufacturers . Paper AAI9219393, Lincoln: University of Nebraska

• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2022, April 8). External Factors and Organizational Strategy. https://ivypanda.com/essays/foundations-management/

"External Factors and Organizational Strategy." IvyPanda , 8 Apr. 2022, ivypanda.com/essays/foundations-management/.

IvyPanda . (2022) 'External Factors and Organizational Strategy'. 8 April.

IvyPanda . 2022. "External Factors and Organizational Strategy." April 8, 2022. https://ivypanda.com/essays/foundations-management/.

1. IvyPanda . "External Factors and Organizational Strategy." April 8, 2022. https://ivypanda.com/essays/foundations-management/.

Bibliography

IvyPanda . "External Factors and Organizational Strategy." April 8, 2022. https://ivypanda.com/essays/foundations-management/.

• Los Angeles City Hall & Pasadena City Hall: Similarities & Differences
• Donald Hall: What Makes a Poet Great?
• An Overview of Hall Effect Sensors
• Montreal City Hall Architecture
• Hall Stuart: Questions of Cultural Identity
• Entrepreneurship and Small Business - Setting up a Business of Portable Rental Halls
• Internationalizing Education: Residence Halls Comparison
• Budget Estimate for the Town Hall Program
• The Boston Symphony Hall Review
• Project Management: The Case of Buxton Hall
• Human Resource Policies in Organizations
• Leadership Effectiveness in the Film Elizabeth
• The Role of Exhibitions in International Marketing
• Compensation Systems and Employee Benefits
• Cinema Industry Environment Analysis

• Call to +1 844 889-9952

Mastering Organization Strategy

Introduction, history of organization strategy, types of organization strategies, advantages of organization strategy, disadvantages of organization strategy, future recommendations.

Organization managers use various strategies to help allocate resources such as workers, money, and stock within their firms. Moreover, these assets help the administrators in executing different business activities, which include marketing and production. When executives start creating their organizational tactics, they begin by dividing them into corporate, business, and functional level strategies (Mukhezakule & Tefera, 2019). Supervisors use corporate-level strategies to make a business’s diversification, profit, and liquidation decisions. Company bosses use business-level strategies in a more focused manner. For instance, they can try increasing the marketing budget or investigating new markets if a firm’s corporate-level strategy is diversification. Functional level strategies comprise the particular activities that administrators allocate to divisions and employees to help a company attain its goals. According to Mukhezakule and Tefera (2019), leaders use strategies in setting business directions and priorities and align teams and divisions with a common objective. Organizational strategies also assist superintendents in clarifying and simplifying the decision-making process. Therefore, different types of strategies have their history, advantages, and disadvantages; and are specific, measurable, and realistic.

The application of strategies began a long time ago in the Bible. God told Moses to face Pharaoh and lead the Hebrews out of Egypt because they were suffering in that country (New International Version Bible, 2011, Exod. 3:7-10). Moses was the only strategist in this movement, and since he was overwhelmed leading the many people, he delegated some power to other leaders to oversee small teams of individuals. One of such people was his brother Aaron who acted as the spokesman (Ben-Nun, 2018). Likewise, company chief executive officers face several demands; but entrust some of these essential responsibilities to their deputies and other administrators as they cannot handle all of them alone.

Organization strategy started in the 1960s using the experience curves, which showed the association between the number of goods manufactured and their costs. Latimer and Meier (2017) assert that “the experience curve has a long history of application throughout industrial cost projections” (p. 2). Therefore, business managers with adequate manufacturing experience produced goods cheaply as they strategized on the items’ appropriate quantities, manufacturing costs, and selling prices. These tactics were the basis of organizational competitiveness, which Michael Porter expanded later with other strategies. In 1985, Porter asserted that corporations must optimize their activities to outperform their competitors by lowering costs or differentiating products (Bashir & Verma, 2017). In 1990, Prahalad and Gary posited that firms should look at both their rivals and inside their companies to gain competitive advantages (Li, 2019). Organization strategies continued developing and becoming more analytical and changed from senior managers’ daily responsibilities to being the strategy experts’ everyday jobs. However, this shift resulted in problems because it became difficult to distinguish between who should formulate and implement strategies. Technology worsened the scenario as tactics became more sophisticated in their implementation, which is a big issue nowadays.

The major types of organizational strategies include growth, stability, and renewal. Institution managers use the growth tactic to help their corporations expand their business activities, for instance, increasing product lines, acquiring clients, or entering new markets (Seif, 2019). In most cases, an institution’s target market and sector determine the growth strategy that it chooses. Growth strategies are highly beneficial to organizations because they help them work towards their future objectives; they make leaders and workers remain focused on an institution’s long-term goals. Therefore, business managers should concentrate on the growth strategy because it helps them attract new employees and acquire assets as their firms continuously become profitable.

When institutions use the stability strategy, they continue performing the duties that they presently execute. For instance, a firm can keep on serving the same customers and sell them the same goods. In short, the business fails to grow, although it does not go down. The main reason why institutions choose the stability strategy is to funnel all their resources into their present activities while avoiding the risks of expanding and growing marketplaces and products. Furthermore, this approach assists in minimizing the effects of the changing customer needs and environment. This strategy is, therefore, most suitable for successful companies that operate in highly predictable business environments.

Managers use renewal strategies when their firms’ conditions decline; therefore, they think of reversing the fall and returning the institution to good paths that help them achieve their goals. When companies encounter problems, executives must act by formulating renewal strategies, which help them address declining performances. Sometimes, strategic choices that administrators make result in situations that prevent their institutions from exploiting competitive advantages. Therefore, poor management is the main reason why the performance of businesses declines. Highly incompetent executives who cannot strategically manage all their organizations’ aspects are most likely to make their firms’ performance decline.

Organization strategies have several benefits, which include encouraging institutions to be proactive and not reactive. When organizations are always ready before anything happens, they easily predict the future and plan appropriately. Managers use institution strategies to assist them in anticipating particular adverse situations before they occur and act in time to avoid them. Consequently, strong tactics help firms to be proactive instead of simply responding to conditions after happening. Therefore, proactive companies persevere with trends that continue to change in the marketplace and stay ahead of their competitors at all times.

An organization’s strategy also increases a firm’s operational effectiveness by providing the managers with the standard procedures, which they should follow in aligning institutions’ functional activities to attain their set objectives. According to Abubakar, Elrehail, Alatailat, and Elci (2019), administrators use business tactics to make decisions that help them determine the budgets and resources that their firms require to accomplish the set goals. As a result, optimal asset allocation significantly increases a firm’s operational efficiency.

Organization strategies help administrators establish a sense of direction within their firms. Therefore, the managers identify the route that their companies should follow as they effortlessly set up realistic goals, which conform to the firms’ visions and missions. The measurable objectives help keep businesses on track; therefore, firms’ managers must be exceptionally cautious when setting up goals, which might require backing up with realistic measures to assess outcomes. Therefore, organization strategies provide the foundation that firms highly need to grow, evaluate their achievements, compensate workers, and create boundaries for making decisions effectively.

Managers who use organizational strategies help their businesses last long as they operate in turbulent environments. In most cases, companies thrive in doing their commercial activities for a year and then become heavily in debt in the subsequent periods. Such firms do not have strong foundations, although they are in sectors and global marketplaces that keep changing. Therefore, if the organizations remain in the same situations where they do not focus, they might be in danger and fail to ride the future waves.

The disadvantages of organization strategy include its complexity because administrators continuously assess critical elements, for instance, the organizational structures, firms’ internal and external environments, long-term goals, and strategic management. All these components have a strong relationship, and making any change to a single element affects the others. For instance, in a financial depression, businesses might decrease the number of workers. Therefore, a poor economic condition, which is an external factor, causes the internal environment’s changes, which are the employees. As a result, such corporations might evaluate their goals and adjust them. This action influences the companies’ management styles and decision-making processes.

An organization’s strategy consumes a lot of time as the executives spend long periods preparing, researching, and communicating the strategic management procedure. This action might obstruct daily firms’ operations and negatively affect their business. For instance, administrators can ignore the day-to-day activities that require immediate resolutions and regrettably cause a reduction in workers’ short-term sales and productivity. This assertion means that if managers do not resolve issues early, many workers might leave the company. Therefore, the corporations may be forced to redirect critical assets and leave strategic organization plans on a sidetrack.

Organization strategies are hard to implement because the procedure requires the managers to communicate their plans clearly and everybody in the firm to participate actively. Furthermore, executing the tactics requires full attention, and all employees should be accountable for their actions within the corporation. Andersson (2019) claims that “contemporary management trends have increased demands on individual employees to take greater responsibility for everything from quality and efficiency, to the brand of the organization” (p. 60). For this reason, administrators ought to build and enhance synergies among workers always to make sure that they support them in attaining the corporation’s goals. However, sometimes this action might be particularly challenging because if administrators formulate strategic processes; but do not participate in implementing them, they might not feel responsible for the firms’ choices.

Since implementing organizational strategies requires full attention and all employees to be accountable for their actions within the corporation, companies should use their personnel effectively. The human resources managers ought to help with institutional efficiency by assisting in designing new business strategies. These administrators are highly beneficial to companies because they hire new employees and impact the corporations’ objectives. Furthermore, these specialists implement changes and improve their firms by offering exclusive perspectives, and they identify the right people to fill new positions in their corporations.

An organization’s strategy is time-consuming, therefore, managers should use technology to improve their efficiency. Computer software can help an administrator share information quickly within the company, hence keeping various team members updated even if the employees are not actively executing their duties. For instance, managers can use MS-Excel effortlessly to communicate changes across the workers from time to time. Therefore, technological tools assist administrators in improving their companies’ efficiency without decreasing their products’ quality.

The history of organizational strategies dates back to Moses’s time when God told him to lead the Hebrews out of Egypt because they were suffering there. Moses thought about how he could lead many overwhelming individuals, hence he delegated some power to other leaders to oversee small teams of people. Managers who use organizational strategies are highly beneficial to their institutions because they encourage them to be proactive and not reactive. Furthermore, the executives increase firms’ operational effectiveness and help establish a sense of direction within their companies. However, organizational strategies have disadvantages that include administrators finding it hard to implement them, they consume a lot of time, and it is complex to assess critical elements. Therefore, managers should use human resources effectively and utilize the appropriate technology to improve their job efficiency.

Abubakar, A. M., Elrehail, H., Alatailat, M. A., &Elçi, A. (2019). Knowledge management, decision-making style, and organizational performance. Journal of Innovation & Knowledge , 4 (2), 104-114.

Andersson, R. (2019). Employee communication responsibility: Its antecedents and implications for strategic communication management. International Journal of Strategic Communication , 13 (1), 60-75. Web.

Bashir, M., & Verma, R. (2017). Why business model innovation is the new competitive advantage. IUP Journal of Business Strategy , 14 (1), 7.

Ben-Nun, L. (2018). The role of the spokesman from Biblical times to modern practice “and he (Aharon) shall be thy spokesman to the people: And he shall be to thee instead of a mouth…” (Exodus 4:16). Web.

Latimer, T., & Meier, P. (2017). Use of the experience curve to understand economics for At-Scale EGS projects. Stanford University. Web.

Li, Y. (2019). The impact of supply chain management on enhancing the core competitiveness of enterprises. Academic Journal of Humanities & Social Sciences , 2 (1), 22-26. Web.

Mukhezakule, M., & Tefera, O. (2019). The relationship between corporate strategy, strategic leadership and sustainable organizational performance: Proposing a conceptual framework for the South African aviation industry. African Journal of Hospitality, Tourism, and Leisure , 8 (3), 1-19.

New International Version Bible . (2011). Bible Gateway. Web.

Seif, J. (2019). Growth strategy, entrepreneurial capability, and business success of SMEs in Mbeya City [Unpublished doctoral dissertation]. Mzumbe University, Tanzania.

Cite this paper

Select style

• Chicago (A-D)
• Chicago (N-B)

BusinessEssay. (2022, October 29). Mastering Organization Strategy. https://business-essay.com/mastering-organization-strategy/

"Mastering Organization Strategy." BusinessEssay , 29 Oct. 2022, business-essay.com/mastering-organization-strategy/.

BusinessEssay . (2022) 'Mastering Organization Strategy'. 29 October.

BusinessEssay . 2022. "Mastering Organization Strategy." October 29, 2022. https://business-essay.com/mastering-organization-strategy/.

1. BusinessEssay . "Mastering Organization Strategy." October 29, 2022. https://business-essay.com/mastering-organization-strategy/.

Bibliography

BusinessEssay . "Mastering Organization Strategy." October 29, 2022. https://business-essay.com/mastering-organization-strategy/.

• Stakeholder Mapping Process Described Step by Step
• American Express and Corporate Social Responsibility
• Federal Acquisition Regulation and Contract Provisions
• Process and Location Strategy McDonald’s
• Development for Success in Business
• Contract Closeout: SpaceX Case and Memo to Procurement Officer
• Assessment of Samsung’s Competitiveness
• Trade and Production Possibilities
• Positive Organizational Behavior Analysis
• Apple Inc.’s Application of Total Quality Management

We use cookies to enhance our website for you. Proceed if you agree to this policy or learn more about it.

• Essay Database >
• Essay Examples >
• Essays Topics >
• Essay on Company

Good Organizational Strategy Essay Example

Type of paper: Essay

Topic: Company , Statement , Mission , Vision , Strategy , Planning , Time Management , Effective

Published: 03/30/2023

ORDER PAPER LIKE THIS

Strategic planning is the organizational management activity for defining the long-term plans, strategy, and direction. The set management objective, take a strategic decision and create a blueprint for the future. Vision and mission statement are created for employees, customers, and other stockholders of the company. It reflects the company’s values, core purpose, identity, and principles of the business aim. I have selected the vision statement of General Motors that is a more effective statement. The vision statement is, “GM’s vision is to be the world leader in transportation products and related services. We will earn our customers’ enthusiasm through continuous improvement driven by the integrity, teamwork, and innovationof GM people” . The vision is very impressive and attractive that describes the core business values. It focuses the customers and their demands to meet their satisfaction. The customer satisfaction play an important role in the success of every business hence, it is a most effective statement that focused the customers’ needs and innovative product development. The vision statement inspires and motivates customers and ensures that each component of the strategic management process is aligned to the organization’s long-term goals. It indicates that the company has invested in the technological innovation and manufacture the most innovative vehicle those contain modern features. The employees are focused as important assets of the organization, and it has created ethical corporate culture. It has enhanced the integrity, respect, honesty, and mutual trust in the organizational culture . I have chosen the mission statement of Albertsons Grocery Store Company. It is “to create a shopping experience that pleases our customers; a workplace that creates opportunities and a great working environment for our associates; and a business that achieves financial success” . According to my perception it ineffective mission statement and it cover only limited information. The company is a chain of grocery stores that operates warehouse stores, food drug store, and superstores in the U.S. However, the mission statement is not containing the company information and its function, core responsibilities, and other business activities. It is not clear that what company does and how it is operating the business functions. The employees’ contribution is not highlighted in the mission statement that plays an important role in achieving the company objective.

Elizabeth, C. (2012). International Management: Explorations Across Cultures. New Dehli: Kogan Page Publishers. General Motors. (2016). Our Company. Retrieved from http://www.gm.com/company/about-gm.html Minda, Z. (2013). The 9 Worst Mission Statements of All Time. Retrieved from http://www.inc.com/: http://www.inc.com/minda-zetlin/9-worst-mission-statements-all-time.html LA#2 1. The 5Ps of the strategy are the plan, pattern, position, ploy, and perspective that play in important role in the development of any organization. I have chosen the planning activity out of 5Ps that play an important role in the overall management process. Planning is an organizational activity that allows management to set priorities, strengthen operations, focus energy and resources, direct employees and other stakeholders toward company goal, and assess and adjust the company’s direction in response to a changing environment. Effective planning helps the company to perform its operations in the right direction at a right time and the right place. Planning helps an organization to review the current operations and identify the needs to be improved that play the significant role in meeting the objective. It ensures the efficient use of resources and provides sound information for creating the effective decision for the organizational growth. The goal setting challenges the employees and other stockholders to perform better for the development of the organization. Planning allows the management to obtain realistic review of the company current strength and weaknesses relative to the major competitors. 2. Leadership plays an important role in implementing the strategic plans in an effective manner. The leaders are actively engaged in creating an effective decision for performing different activities to achieve the company objective. The leadership is responsible for making the planning processes more effective and achieves the strategic results for the organization consistent with its vision, mission, and values. The leader’s job is to create the vision and motivate, direct, and influence others to achieve the goal through strategic planning process References Lissack, M. R. (2005). Managing Complexity in Organizations: A View in Many Directions. U.S: IAP.

Cite this page

Share with friends using:

Removal Request

Finished papers: 186

This paper is created by writer with

ID 275200125

If you want your paper to be:

Well-researched, fact-checked, and accurate

Original, fresh, based on current data

Eloquently written and immaculately formatted

275 words = 1 page double-spaced

Get your papers done by pros!

Other Pages

Cala essays, carps essays, diseases that have essays, cloaking essays, leaders of the nation essays, chelly essays, significant social change essays, thinking sociologically essays, cheesman essays, bullwinkle essays, bulloch essays, electron configuration essays, swinson essays, delft essays, mission hill essays, pinto bean essays, common bean essays, soil type essays, water content essays, buffington essays, siegler essays, black hawk essays, free terrorism essay sample, free great hymn to the aten literature review sample, merit enterprise corp essay samples, good example of law enforcement officers essay, good sex trafficking in asia essay example, free economic analysis ban on duty free imports by indian government critical thinking example, company overview research paper samples, literature review on kaoru ishikawa, performance against budgets to reduce costs and enhance value essay examples, homeland security transportation and logistics management research paper samples, this was proven to be an effective strategy with results showing a 83 compliance reports examples, native non western cultural practices and globalization essay examples, good example of essay on poverty in new york city, sample essay on movie evaluation black robe, sherlock holmes exemplar essay to follow, good research paper on benefits and s of social media use in business, proper essay example about a modest proposal, small business strategies essay example, learn to craft book reviews on the croquet player with this example, childrens folklore as represented on youtube research paper samples, good perceptions of beginning music teachers literature review example.

Password recovery email has been sent to [email protected]

Use your new password to log in

You are not register!

By clicking Register, you agree to our Terms of Service and that you have read our Privacy Policy .

Now you can download documents directly to your device!

Check your email! An email with your password has already been sent to you! Now you can download documents directly to your device.

or Use the QR code to Save this Paper to Your Phone

The sample is NOT original!

Short on a deadline?

Don't waste time. Get help with 11% off using code - GETWOWED

No, thanks! I'm fine with missing my deadline

• Environment
• Information Science
• Social Issues
• Argumentative
• Cause and Effect
• Classification
• Compare and Contrast
• Descriptive
• Exemplification
• Informative
• Controversial
• Exploratory
• What Is an Essay
• Length of an Essay
• Generate Ideas
• Types of Essays
• Structuring an Essay
• Outline For Essay
• Essay Introduction
• Thesis Statement
• Body of an Essay
• Writing a Conclusion
• Essay Writing Tips
• Drafting an Essay
• Revision Process
• Fix a Broken Essay
• Format of an Essay
• Essay Examples
• Essay Checklist
• Essay Writing Service
• Pay for Research Paper
• Write My Research Paper
• Write My Essay
• Custom Essay Writing Service
• Admission Essay Writing Service
• Pay for Essay
• Academic Ghostwriting
• Write My Book Report
• Case Study Writing Service
• Dissertation Writing Service
• Coursework Writing Service
• Lab Report Writing Service
• Do My Assignment
• Buy College Papers
• Capstone Project Writing Service
• Buy Research Paper
• Custom Essays for Sale

Can’t find a perfect paper?

• Free Essay Samples

Organizational Strategy

Updated 19 September 2023

Downloads 27

Category Information Science and Technology

Chesapeake IT Consultants strives to provide the most beneficial IT solutions possible for their clients (UMUC, 2017). To do this CIC must have a knowledgeable and technologically diverse staff. In the past CIC has used Manual processes in their HR departments for reaching out to, receiving, screening, and hiring potential employees (UMUC, 2017). In order to prosper in such a fast growing and competitive market, CIC must integrate new technology to simplify these processes. 

B. Organizational Strategy

A new hiring system will support the CIC business strategy by allowing the HR staff to screen applicants more effectively. It will also significantly reduce the amount of lost data between HR and other departments (Bourgeois, 2014). An information system will create a centralized place for information to be accessed and uploaded by all involved departments.

C. Components of an Information System

1. People and Technology

i. CEO: The CEO’s main concern is to insure all contracts can be staffed appropriately. The selected staff must be knowledgeable and dependable to insure the company’s reputation be upheld. 

ii. CFO: The IS will increase the bottom line for the CFO. It will decrease processing time for each new hire as well as decrease time to find suitable applicants.

iii. CIO: Data must be more secure for each applicant and reduce the risk of lost PII in transit to each destination. Information must also be accessible from multiple locations.

iv. Director of Human Resources:

The system must be user friendly. It should also be adaptable for future company growth.

v. Manager of Recruiting: The IS must reduce hiring time of well qualified applicants. It also must be able to handle an influx of applicants at any given time.  

vi. Recruiters: The IS must have information on application statuses as well as a central location for information managers need for the hiring process. Information must have a way of being tracked as well.

vii. Administrative Assistant:

The IS must contain information on interviewers and their schedules to make appointments. Contact information should also be available for the applicants. 

viii. Hiring Manager: There must be a dashboard telling the application statues and the job openings in the area. An electronic calendar for interviews is also a necessity.

2. Processes

As shown below, the current recruitment process is time consuming and tedious. Therefore, the system should be changed in order to improve on service delivery and save on time.  

Hiring Process Step

Responsible CIC Position

1. Recruiter receives application from job hunter via Postal Service Mail

2. Recruiter evaluates application

3.Recruiter sends top applications to line manager via interoffice mail

4. mail is taken to designated office/ department

Mail carrier

5. Admin Assistant receives Top Applications

Admin Assistant

6. Admin assistant delivers to Line Manager

7. Line Manager Screens Top Applications

8. Management gives Admin list of Interviewees

9. Admin Assistant sets up interviews

10. Manager conducts interviews

11. Manager makes decision on candidates

12. Administrative Assistant prepares and sends Hiring Offer to Selected Candidate by mailing offer letter

Administrative Assistant

The new system should offer reliability, efficiency and safety of the stored data. Therefore, the system should be able to collect, store and process the data. The data which will be stored in the new system are listed in the table below.

Data Element

1. Designated Hiring Manager

2. Street Address

3. Applicants Name

4. Applicants Phone Number

5. Applicants Email Address

6. Skills and Certifications

7. Education Level

8. Previous Work Experience

10. Applicants References

Bourgeois, D. T. (2014). In D.T Bourgeois, Information System for Business and Beyond. Creative Commons Attribution 3.0 Unported License.

UMUC. (2017). Chesapeake IT Consultants Case Study. University College MD: UMUC.

Deadline is approaching?

Wait no more. Let us write you an essay from scratch

Related Essays

Related topics.

Find Out the Cost of Your Paper

Type your email

By clicking “Submit”, you agree to our Terms of Use and Privacy policy. Sometimes you will receive account related emails.