PDSA Cycle

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Presented By: ALVIN PEREZ ABALOS, CE Master in Management Engineering Pangasinan State University Urdaneta Campus

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This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at. Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation. First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories. And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other. Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.

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Page 1 of 2 Capstone Experience in Integration & Strategy ©2012 Argosy University Online Programs Interview: Brent Gleeson Introducing Brent Gleeson, co-chief-executive-officer of Internet Marketing Incorporated Interviewer: We would appreciate your perspective regarding preparing for and undertaking a strategic audit to improve a company’s performance. One of the first questions that come to mind is: When an organization is preparing to undertake a strategic audit to enhance the company’s performance, what do you recommend as the initial steps? B. Gleeson: When it comes to operations, you must consider the following:  Externally, what forces are affecting the business: This includes competition, market trends, changes in customer base, etc.  Current systems, processes, and policies: What’s working and what isn’t; every company, in growth made, will outgrow existing systems and processes multiple times throughout the lifecycle of the business.  Does the company have the right people in the right jobs: Redefining job responsibilities and potentially replacing team members with better talent more commensurate with the company’s existing products, services, and clients  Review the company’s existing strategic plan and make sure it is in line with the current vision (1 year, 3 year, 5 year, or 10+ year); does the organization currently have the capabilities and talent to fulfill this vision; if not, how does the organization ensure that it does invest in the proper resources?  How does the company currently measure performance both internally with employees and externally with clients and projects? When it comes to sales, consider:  What is the current sales plan and strategy and how does it need to be adjusted to fit the potentially revised operational or strategic plan?  As the company audits internal systems and potentially develops new processes and even products and services, how will this be integrated into the sales plan?  What is the analysis of competitor pricing models, products, and services? Other things to analyze are:  Existing resources and bandwidth  Employee productivity, morale, career path desires, etc.  Financial projections and forecasts: How does the strategic plan support the desired financial projections Interviewer: How have you approached this in your current or prior organization(s)? B. Gleeson: By performing the audit and putting new systems, processes, and policies in place where needed in order to properly support the revised strategic plan. Page 2 of 2 Capstone Experience in Integration & Strategy ©2012 Argosy University Online Programs 2 Interview: Brent Gleeson Interviewer: What do you find as the biggest challenge(s)? How have you overcome these? B. Gleeson: Identifying the root cause of internal inefficiencies (is it people, systems, technology, all of the above, some of the above, etc.). By performing a proper audi.

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The Star Model™ The Star Model™ framework for organization design is the foundation on which a company bases its design choices. The framework consists of a series of design policies that are controllable by management and can influence employee behavior. The policies are the tools with which management must become skilled in order to shape the decisions and behaviors of their organizations effectively. POLICIES STRATEGIES They are general statements that guide organizational decision-making. They are specific plans made to achieve specific goals. They don´t require action plan. They require action plan. They are standing plans made for repetitive activities. They are single use plan made for non- repetitive activities. They are guidelines to managerial action and decision making. They guide commitment of organizational resources in a specific direction. They are made for smooth conduct of the organization as a whole. The are made for achieve a specific objective. Strategies and Policies: Both strategies and policies help to make decisions to achieve organisational goals. Clear strategies and policies provide right direction and guidance to organizational goals and plans. The Star Model™ Strategy. Strategy is the company’s formula for winning. The company’s strategy specifies: goals and objectives, values, missions, and the basic direction of the company. The strategy specifically delineates the products or services to be provided, the markets to be served, and the value to be offered to the customer. It also specifies sources of competitive advantage. Area Description Specialization. It refers to the type and numbers of job specialties used in performing the work. Shape. It refers to the number of people constituting the departments (that is, the span of control) at each level of the structure. Distribution of power. In its vertical dimension, refers to the classic issues of centralization or decentralization. In its lateral dimension, it refers to the movement of power to the department dealing directly with the issues critical to its mission. Departmentalization. Is the basis for forming departments at each level of the structure. The standard dimensions include functions, products, workflow processes, markets, customers, geography. The Star Model™ Structure. The structure of the organization determines the placement of power and authority in the organization. Structure policies fall into four areas: The Star Model™ Processes. -Information and decision processes cut across the organization’s structure. -Management processes are both vertical and horizontal. Horizontal Processes.Vertical Processes. VP allocate the scarce resources of funds and talent. Vertical processes are usually business planning and budgeting processes. HP are designed around the workflow, such as new product development or the entry and fulfillment of a customer order. The Star Model™ Rewards. Th.

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Running head: BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 1 BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 2 Business Policy Development and Implementation Student’s Name Institutional Affiliation Business Policy Development and Implementation Introduction In a constantly changing organizational and business environment, companies are increasingly facing stiff competition. As such, they are compelled by the need to improve their performance and do things in the most desired ways in order to meet the needs of consumers (Gomes & Romão, 2013). In light of these patterns, organizations can no longer be dependent upon the traditional analytical tools. Instead, they have seen the need to use models and frameworks such as the balanced scorecard to examine the degree to which companies work to attain their mission and vision. In addition, strategic decision-making must also be done through observance of the constantly changing trends and patterns that may affect the status of an organization. In this report, I provide ways in which our team members made logical decisions and how we utilized the balanced scorecard framework. Decision Logic and What Supported the Decisions The decisions that we embraced in the Capsim project was driven by the desire to generate a competitive advantage over other rivals. Therefore, we saw the need to take a closer look at the use of decision-making strategies within our business and operational environment. The main decisions that we made were associated with issues such as product development, research and development, innovation, marketing, as well as human resources and finance. There are various factors that made it possible for the team to make strategic decisions. First, having ready access to information, ranging from the details of the potential markets for the organization’s products and services, as well as estimates of next year’s labor requirements, is important. The more accurate and complete the information is, the more effective the strategic decisions we made. For instance, we relied on technological tools such as information systems to provide the team with accurate information about business intelligence issues (Spetzler, Winter & Meyer, 2016). Decision-making on production and product development functions heavily relied on technological tools such as spreadsheets and databases to calculate the efficacy of different machines, and to introduce new products in the production process. In order to support marketing decisions, we utilized Big Data technologies and analytics to determine the effects of different pricing strategies and to keep the records of consumer profiles. These tools were also utilized to plan the launching of new products and services. Human resources decisions were made with the purpose of planning for the next round and determining the pay awards. Planning decisions also sought to determine employee records and rewards. Finance decisions were also made to draw up p ...

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12 Implementation, Evaluation, and Control iStock/Thinkstock It is a bad plan that admits of no modification. —Publilius Syrus Maxim 469 Learning Objectives After reading this chapter, you should be able to do the following: • List the four types of implementation skills that are necessary to successfully translate a strategic goal into implemented activities. • Identify six forces that can affect or cause resistance to change and innovation in a healthcare setting. • Explain the roles played by people, systems, corporate cultures, and organizational structures in successfully organizing for the implementation of an organization’s strategy. • Describe the relationship between planning and control in the planning process. • Discuss the use of the balanced scorecard approach to performance evaluation, and identify the four key control areas for performance evaluation. Section 12.1Implementation Introduction This chapter focuses on the processes for creating and evaluating the activities that are necessary to implement both the strategic and marketing plans. Through the implementation process, employees are assigned tasks and given the authority and resources needed to create the activities that bring the plans to life. Plans are written documents that specify what the organization wants to accomplish in the future; the tasks carried out by the organization’s managers and staff turn those plans into reality. The evaluation and control of the plans involve determining whether objectives are being accomplished and taking the actions needed to align results with objectives. Evaluation involves comparing actual results to objectives and analyzing differences. Control refers to decisions or actions taken by management to bring results into alignment with objectives. 12.1 Implementation A classic Harvard Business Review article carried the title “Hustle as Strategy”—the point being that more is gained from a good strategy with great implementation than from a great strategy with good implementation (Bhide, 1986). “Hustle,” or implementation, can make or break a company in many marketing situations. The firm that achieves excellence in the skills needed for implementing a marketing plan may be achieving a competitive advantage that perhaps has eluded it in the strategy development stage of the planning process. However, excellent implementation of a poorly conceived strategy is akin to great advertising of a ter- rible product—the disaster occurs much sooner than if the excellence was not there! Thus, successful organizations have found ways to be good at both the development and implementation of marketing plans. Implementation Skills To this point of the textbook, the emphasis has been on developing plans that focus on deliv- ering patient value at a competitive advantage. The goal is the desire to consider the impact of actions on the long-term as well as the short-term welfare of patients and society .

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1. Presented By: ALVIN PEREZ ABALOS, CE Master in Management Engineering Pangasinan State University Urdaneta Campus

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35. THANK YOU

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