Gung Ho Report

In year 17 we totally changed our strategy. This time we were targeting an entirely different market. We brought down our models offered from 200 to 150, furthermore we raised our average S/Q rating by almost 40%. To increase the S/Q rating we had to dramatically invest in TQM and enhanced features. This did slightly did improve over market share but at the same time brought our net revenue down and we found ourselves struggling with cash towards the year end.

(2001). Are you sure you have a strategy?. The Academy of Management Executive. 15 (4), 53.

As many of you know, I am a Department of Defense employee. Although we are not a public trading company in an industry, I believe that I can show how our organization’s implementation of strategy make us out perform other organizations. In order to accomplish this task, I will have to give you a little background on our organization and how we support the Department of the Army.

This investigation was initiated on September 21, 2017, when complainant, Catalin Lascu, forwarded an email to the Governor’s Office complaining about his arrest for possession of CDS on August 30, 2017, by DSG Colin McNulty #6802. The email was forwarded to the NJSP Office of Professional Standards Intake Unit. Within Catalin Lascu’s email, he noted that he and his girlfriend, Dawn Hollingsworth, were sitting in a parked vehicle at the PNC Arts Center when he pulled out a marijuana smoking pipe. Catalin Lascu noted he took particular issue with the manner in which DSG McNulty approached his vehicle and knocked on the passenger’s side window with his weapon drawn. After DSG McNulty identified himself to Catalin Lascu and his girlfriend,

This process results in deployment of action plans at all levels of the organization to enhance execution of organizational strategy (Hill). The Strategic Development and Deployment Process (SDDP) have undergone multiple cycles of refinement and these refinements ensure a laser focus on execution of strategy to deliver the mission and achieve the HCM vision (Hill). HCM deploys and implements any new action plans through the Always Culture alignment and the Leadership System Processes (Hill). This system is a 6 step process involving set and communication direction, integration, organize and align, perform to plan, and sustain (Hill). This means that the EC identifies and prioritizes strategic opportunities and defines key large-scale improvement/ Innovation strategies (Hill). Once approved by the board, the Strategy Map is communicated to the workforce and key stakeholders through Key Communication and Workforce Engagement Methods (Hill). The EC ensures that strategy is fully integrated across the organization through use of cross-functional Strategic Breakthrough Initiatives (SBI) or large-scale facilitated teams (Hill). Integration is further ensured as department directors define department-level action plans that support organizational SBIs and strategic objectives and goals

For organizations to achieve greatness, they must first become rigorous organizations. Good-to-great organizations have a rigorous hiring process, a rigorous retention plan, and an overall rigorous organizational culture. Thus, leaders that want his or her organization to be great must work towards rigorousness; however, it is imperative that leaders understand that although good-to-great organizations are rigorous, good-to-great organizations are never ruthless. After all, there is a finite line between rigor and ruthlessness, and good-to-great organizations never cross that line. In Good to Great: Why Some Companies Make the Leap... And Others Don't, author Jim Collins outlines three disciplines for leaders to follow to ensure that his or her organization stays rigorous, but not ruthless. This essay will outline all three disciplines so that leaders can learn the very important separation between rigorousness and ruthlessness to ultimately achieve greatness.

On August 6, 2017, Philadelphia Phillies legend Darren Daulton passed away after a four-year battle with brain cancer at the age of 55.

Organizations face numerous barriers in overcoming resistance to change that can improve performance measures, customer service, and the effectiveness of the workforce. For the changes to become efficient and effective, organizations need to develop a strategy that can guide the organization in achieving the desired results. The purpose of the organization’s strategic plan is to align processes with the vision, develop collaboration, foster partnerships, and improve efficient use of equipment and facilities (Interprofessional Resource Center, n.d.). Numerous components perform their individual functions with their own vision of what the organization should be. The challenge for

We can safely state that no single theory of management is universally accepted today. To provide a useful historical perspective that will guide our study of modern management, we shall discuss five different approaches to management : (1) the universal process approach, (2) the operational approach, (3) the behavioral approach, (4) the systems approach, and (5) the contingency approach. Understanding these general approaches to the theory and practice of management can help you appreciate how management has evolved, where it is today, and where it appears to be headed. Each of the five approaches to management represents a different conceptual framework for better understanding the practice of management.

In analyzing this case study, we looked toward the McKinsey 7-S Model. This model was created and developed by Peters and Waterman of McKinsey and Company. They investigated 43 companies in the US, such as IMB, McDonald’s, TI, HP, etc., all of which were outstanding in their industries, and found common points of success for these organizations. The McKinsey Model is the result of this research. The model consists of 7 elements: Shared Value, Strategy, Structure, Systems, Style, Staff, and Skill. The elements are of crucial importance to the organization and need to be aligned when organizations experience change or challenges. These elements have been outlined below.

Today’s workforce is not what it was years ago. Times have changed. Management has shifted and leaders are scrambling to find new and innovative ways to maintain their success. In a successful organization, employees and management share the same goals, communicate effectively and adapt to change. Creating a successful organization can be difficult. However, it can be done through the use of effective leaders, goals, strong communication and a balance between departments. While trying to maintain a successful organization requires a lot of work, it is almost inevitable that establishments will fail and issues will arise.

Because no organization is immune to the constant forces of change, uncertainty and complexity, those forces should be channeled to drive and fuel the competitive landscape. The core values serve as its foundational strategy. “A strategy, at its essence, attempts to capture what the company wants to be and how it plans to get there” (Morris, 2011, p. 206). In order for an organization to cohesively work toward a common objective, a strategic plan must be put into place. The strategy should reflect core values and identify

The measurement guidelines to verify strategy effectiveness are consistent and tracked have more to do with the training of employees in an organization and the implementation process of the strategy used. In many cases, employees receive new and improved tools that can establish metrics and standards that state what objectives need completing. In the same process, a training module that breaks down the tasks and responsibilities of all stakeholders and their expectations needs inclusion. This will enhance how each employee affects the

The purpose of this paper is to demonstrate how applying the Malcolm Baldrige framework redefines, expands, and improves an organization as a whole (Shook). Throughout this paper we will discuss the Malcolm Baldrige Award and its framework, also in regards to its 2014 recipient Hill Country Memorial Hospital.

Mr. Lowell wants to create an organic organization. Within an organic organization there are fewer procedures, informal communication, and networks of employees who are encored to cooperate and respond quickly to unexpected tasks. This is why there is so much emphasis on training at Verizon. Employees must know how to respond with operational effectiveness and training at Verizon. Employees must know how to respond with operational effectiveness and high performance in an organization that values innovation. Due to the fact that technology changes so rapidly and their employees must be able to change and adapt quickly the use of policy manuals or stacks of procedure will be a waste of time and paper.