Quality in Practice: Using the Balanced Scorecard at the USPS Jessica Casado BSOP 588 - Managing

It is important to implement the right and winning strategies fit into the company’s internal and external situations which can enhance the organization performance, build sustainable competitive advantage and uplifting company’s productivity.

In the business industry today companies do not have the option of cutting corners when it comes to quality, speed, flexibility and managing information as an asset. Businesses are born, growing or dieing off every day. If a company desires to grow it must ensure that all facets of its operations and processes updated, run efficiently and managed effectively. This paper will evaluate five best practices used to manage quality, speed, flexibility and manage information as an asset. The best practices

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

There has been a large amount of research into what strategy is, since Michael Porter’s perennial work in the 1980s. Studies done on the execution of strategy have been far less numerous. However, there is one major understanding about the execution of strategy. The execution of strategy is a vital part of success in business. A summary of many myths surrounding various strategic executions will be outlined, along with their subsequent analyses.

This course explores the rich field of management in theory and practice, and as both a science and an art. Students learn to apply management concepts to current workplace issues. Other topics include increasing competitive forces, expectations for successful performance of employees and organizations, and achieving desired business goals.

To be successful in any modern business there are a few things that must take place. The company has to get oriented; it needs to identify the primary objectives of the business, as well as define the scope, and finally perform both internal and external analysis of the operations. Each of these things has their place and since our company is one of the best out there, the first three have already been established. What we are here today to do is to perform the analysis portion.

For the past 20 years at my current employer, I have acquired business management skills in order to be successful in my career as a leader in the financial industry. I have acquired skills that has aided in my success with managing and leading successful teams. I have applied these skills throughout my 20 years in management. These 20 years have brought about many changes from culture, business, and positions, and many challenges. Within my 20 years of experiences, I have touched all of the outcomes listed within the syllabus for this class.

In order to survive in today's competitive environment, one need to excel. For that, a company needs to focus on all parts of its organization, like optimizing the use and the effectiveness of all of its resources. To improve performance various approaches were used by working year after year with many types of organizations, it has been realized that there are only five elements that need to be managed for an organization to excel. These can be called as the five pillars of organizational excellence. All five of these pillars must be managed simultaneously. The job of top management is to keep all of them moving forward simultaneously. Concentrating on one or two of them and let the others slide will not be fruitful.

For an organization to thrive, a clear vision, mission, and set of core values must be developed and instituted. To a certain extent, employees at all levels of the organization should be involved in the process. Solely having upper-level management develop such organizational identities does not accurately reflect the entire organization. Also, having employees contribute to the process allows them to align their own ideologies with that of the company. Studies have found that “workers in the most profitable companies have directly linked their own values, abilities, goals, personalities and interests to what they perceive are the values, abilities, goals, personalities and interests of the companies for which they work.” Consequently, the involvement of the employees results in greater job satisfaction.

When discussing business with friends and family, the knowledge expressed concerning how businesses succeed can be surprising. People are often on the outside looking in and do not realize how practices have changed over the years. From the 1960’s, businesses have begun to analyze competition in markets, strategic leadership, along with the social responsibility of the corporation (Guerras-Martin, Madhok, & Montoro-Sanchez, 2014). In addition, the incorporation of web-sites and computer interaction has also greatly influenced business practices. Strategic management can be described as the actions demonstrated by top management to evaluate internal and external environments of an organization in order to set goals and oversee them (Parnell, 2008). Businesses of today must exemplify the ability to be competitive in addition to realizing inner strengths and weaknesses. In addition, this writer would continue the conversation, describing the importance of a plan,

Incoming CEOs and general managers don't have much time to show what they can do to improve a business's performance. Within a few years at most, leaders must find ways to boost profitability, increase market share, overtake a competitor--whatever the key tasks may be. But they can't map out specific objectives and initiatives until they have accurately assessed their companies' distinctive strengths and weaknesses and the particular threats and opportunities they face. In this article, Bain consultants Gottfredson, Schaubert, and Saenz provide a diagnostic template to help organizations figure all that out so they can decide which goals are reasonable and where to focus performance-improvement

|Communicate employee feedback up the chain |Showing up to work, and being prepared to do their job. |

In the modern world, organizations need to focus on continuous improvements to their strategies, rules and structures in different departments of the organization, in accordance with the altering business environment and markets.

Looking into the role of strategy, Ross and Kami have suggested “without a strategy the organization is like a ship without a rudder, going around in circles. It is like a tramp; it has no place to go.” They ascribe most business failures to lack of strategy, or the wrong strategy, or lack of implementation of a reasonably good strategy. They conclude from their study that without appropriate strategy effectively implemented, failure is a matter of time.

Krietchner and Cassidy refer to MBO strategy as a “goal setting system,” where managers set goals that can be measured and evaluated for their effectiveness and efficiency (162). There are four steps to what is called the “MBO Cycle” that can lead to the success of any organizational team. By setting objectives, developing action plans, holding periodic review, and providing performance appraisals, managers should be able to improve team processes and accomplish the goals of their organizations (163). I plan on evaluating the steps described in the Kreitner and Cassidy’s book using my current place of employment as an example for the successful implementation of the strategy.