Strategic Plan and Analysis Paper

1376 WordsNov 3, 20086 Pages
Strategic Plan and Analysis Strategic planning within a company is a tool used in companies that help mature areas in total quality management. This type of planning creates a cohesive management system for lower level employees to better adapt in. “Strategic planning determines where an organization is going over the next year or more and how it 's going to get there. Typically, the process is organization-wide, or focused on a major function such as a division, department or other major function”(McNamara, 2008). In order to plan effectively one must first make a clear assessment of the plan and have an analysis on the corporations mission statement and objective. The company I work for clearly defines all the attributes…show more content…
In both programs of each company the employees are expected to understand and adhere to the guidelines. “The responsibility for ensuring high-quality guest services and accommodations rests primarily with employees” (Partlow, 1993). Both companies use this motto to guide their team in TQM. The Strategic Group and the Ritz-Carlton understand and implement the TQM concept of managing organizations with a set of tools, policies and procedures that ensure quality production and services. These set of tools are given to employees to succeed and to create and recreate the excellence of the culture in the companies. Stakeholders and top management come to agreement of minds that employees are the backbone of the companies because they are the ones that are representing the company in reflection to what has taught in training and seen by example of upper management. Both companies also believe that when involving employees in the decision making process instead of governing them, employees have a sense autonomy that generates pride in what they do in turn will be present in the way of work and they eyes of customers. In depth planning comes to life at any opening of a Ritz-Carlton location. The process of strategic planning and managing is in high action when a venue opens for the first time at the Ritz-Carlton. A “seven-day-countdown control plan” is synchronized (Partlow, 1993) to where top executives and other senior leaders personally instruct
Open Document