marketing questionRead the pages and make a brief summary of them with your own words, please. Mention important parts. Also, you will put your comments and ideas about the topic. please don't write item by item tions on whichEXECUTING THE. Eliminate administrative barriers. Every organizationestablishes administrative procedures for accomplishing itsday-to-day work. If executing a new strategy changes theintended direction of thcedures may need to be changed correspondingly. A mistakecommonly made by organizations attempting to execute aget where they are going. They contain no rigid time con-straints but, more important, give teachers the flexibilityto change directions and pursue a whole new set of activi-ties if an opportunity for learning presents itself.This example holds a lesson forvelop and execute strategic plans: be flexible. The assump-STRATEGIC PLANThe old saying "The best-laid plans of mice and men oftengo astray" is, unfortunately, all too true. Many organizationsdevote time, energy, and money to developing comprehen-sive, thorough, detailed plans, only to see them come apart atthe seams shortly after they begin to be executed. Executionis a critical component of strategic management, but forsome reason, it rarely receives the attention it deserves. Eventhe best plan will do no good until it is effectively executed.Consequently, it is important to devote as much energy toexecution as to developing the plan.Picture the following scenario. A family plans a vacation toa national park. The parents envision a relaxing, fun-filled twoweeks of camping, hiking, swimming, and biking. Their mis-sion (that of the parents) is to get away together and share somequality time as a family. Certain guiding principles concerningbehavior, spending, and work sharing are established by theparents. They also set up some broad objectives concerning thevarious activities the family wants to pursue. Wisely, the parentsinvolve the children in this step. Also working with the children,the parents draft strategies for accomplishing their objectives.The family had an excellent plan for an enjoyable vaca-tion, but as soon as the plan went into execution, the prob-lems began:e organization, administrative pro-who de-plan isleaving outdated administrative procedures in place.the plan was builtmight not be accurate.Administrative procedures put in place when the organi-zation was moving in one direction can become inhibitorswhen the organization decides to move in another direction.. Identify advocates and resisters. In any organization,there will be advocates and resisters when it comes to exe-The circumstances in which the plan was supposed to beimplementedresources can be properly allocated and so that employeeson whom the organization depends for progress can geta better picture of where the organization is trying to go.But if somebody moves the target, don't continue to shootat the spot where it used to be.Organizationsbased on the most accurate assumptions possible at a givenpoint in time However, if upon implementing the plan itbecomes obvious that the assumptions are not valid or thatcircumstances have changed, organizations should not rig-idly adhere to steps that no longer make sense. If the plan, orI mightchange. PlantPlanningIs necessaryso thatcuting the strategic plan. This is natural and should be ex-pected. Asbecome advocates. If it fails, advocates will try to distancethemselves from the plan, and resisters will say, "I told youso." This is just human nature and should be expected.Conscquently, it is important to give the plan the best pos-sible chance of succeeding. One way to do this is toall initial activities to advocates. Giving initial assignmentsto resisters when executing a new strategic plan is likely toensure failure of the plan. Eventually, all employees mustplay a role in executing the strategic plan, but in the criti-cal early stages, stick with advocates and avoid resisters.- Exercise strategic leadership. It is important that man-agers at all levels set a positive example by (a) showingthat they believe in the strategic plan, (b) ensuring thatall decisions are based on the action that best supportsthe strategic plan, and (c) allocating resources based onpriorities established in the strategic plan.- Be flexible and improvise. Plans, when they are devel-oped, are based on assumptions that may not be accurate.They are also based on a presumed set of circumstances.circumstances that, even if they were accurate when theplan was developed, might change before the plan is ex-ecuted. This is why strategic plans must be viewed as aset of flexible guidelines rather than a hard-and-fast roadmap from which it is impossible to deviate. Every travelerknows there will be detours on even the best planned trip.Managers who want to make their organizations compet-itive must be willing to improvise when necessary.Teachers of grades K-12 used to learn how to devel-op lesson plans. They were taught by seminar leaders andcollege professors to plan their daily lessons right down tothe minute, with each activity assigned a specific amountof time. Of course, the wiser, more experienced teacherswere able to predict the outcome of this approach, butsometimes it is best to let reality make your point for you.theplan unfolds, if it is successful, resisters willshould plan thoroughly and carefully,andany part of it, is no longer relevant, improvise and move on.. Monitor and adjust as needed. Developing and executinga strategic plan is an example of the plan-do-check-adjustcycle in action. The plan component of the cycle involvesdeveloping the strategic plan. The do component is the ex-ecution phase. The check-adjust components involve moni-toring progress toward completion of specific strategies andmaking the necessary adjustments when :countered. Will it take longer than you thought to completea project or activity? Adjust the time frame. Have unex-pected barriers been encountered? Decide what needs to bedone to overcome the barriers, and do it. Did you completethe project only to find it didn't yield the expected results?Develop a substitute tactic and try again.. Disagreements among the children concerning destina-tions and activitiesadblocks are en-Problems when the children did not know how to per-form some of their assigned duties (e.g., setting up thetent at the campsite, building a proper campfire, monitor-ing daily gas mileage while the parents drove)- Attitude problems concerning various aspects of the trip,including what distance to cover daily, how many reststops to make, and where to eat while driving to the even-tual destinationAs a result of these difficulties, the planned vacation ofshared family fun and relaxation turned into an emotionallydraining two weeks of stress, anger, and frustration. The fam-ily's problems were the results of faulty execution of the vaca-tion plan. The parents in this example failed to apply the fol-lowing steps, all of which are critical to successful execution:. Communicate. Make sure all stakeholders understandthe plan and where they fit into it.. Build capabilities. Make sure all stakeholders have theskills needed to carry out their assignments and responsi-bilities in the plan.. Establish strategy-supportive stimuli. People in theworkplace respond to stimuli. when trying to execute aplan, it is important to ensure that strategy-supportivestimuli are in place. Typically, in a work setting the mosteffective stimuli are reward and recognition incentives. Itis not uncommon to find that an organization's strategicplan expects people to move in one direction, while itsincentives encourage them to move in another.As teachers attempted to hold rigidly to schedules builtinto theirinto their plans, they found themselves falling further andfurther behind as problems cropped up that they had notforeseen when developing their lesson plans.Before long, lesson plans were scrapped and replacedby planned lessons. The difference between a lesson planand a planned lesson can be summed up in one word: flex-ibility. Planned lessons give teachers a general direction,some expected outcomes. and loose guidelines on how to

Question

marketing questionRead the pages and make a brief summary of them with your own words, please. Mention important parts. Also, you will put your comments and ideas about the topic. please don't write item by item tions on whichEXECUTING THE. Eliminate administrative barriers. Every organizationestablishes administrative procedures for accomplishing itsday-to-day work. If executing a new strategy changes theintended direction of thcedures may need to be changed correspondingly. A mistakecommonly made by organizations attempting to execute aget where they are going. They contain no rigid time con-straints but, more important, give teachers the flexibilityto change directions and pursue a whole new set of activi-ties if an opportunity for learning presents itself.This example holds a lesson forvelop and execute strategic plans: be flexible. The assump-STRATEGIC PLANThe old saying &#34;The best-laid plans of mice and men oftengo astray&#34; is, unfortunately, all too true. Many organizationsdevote time, energy, and money to developing comprehen-sive, thorough, detailed plans, only to see them come apart atthe seams shortly after they begin to be executed. Executionis a critical component of strategic management, but forsome reason, it rarely receives the attention it deserves. Eventhe best plan will do no good until it is effectively executed.Consequently, it is important to devote as much energy toexecution as to developing the plan.Picture the following scenario. A family plans a vacation toa national park. The parents envision a relaxing, fun-filled twoweeks of camping, hiking, swimming, and biking. Their mis-sion (that of the parents) is to get away together and share somequality time as a family. Certain guiding principles concerningbehavior, spending, and work sharing are established by theparents. They also set up some broad objectives concerning thevarious activities the family wants to pursue. Wisely, the parentsinvolve the children in this step. Also working with the children,the parents draft strategies for accomplishing their objectives.The family had an excellent plan for an enjoyable vaca-tion, but as soon as the plan went into execution, the prob-lems began:e organization, administrative pro-who de-plan isleaving outdated administrative procedures in place.the plan was builtmight not be accurate.Administrative procedures put in place when the organi-zation was moving in one direction can become inhibitorswhen the organization decides to move in another direction.. Identify advocates and resisters. In any organization,there will be advocates and resisters when it comes to exe-The circumstances in which the plan was supposed to beimplementedresources can be properly allocated and so that employeeson whom the organization depends for progress can geta better picture of where the organization is trying to go.But if somebody moves the target, don't continue to shootat the spot where it used to be.Organizationsbased on the most accurate assumptions possible at a givenpoint in time However, if upon implementing the plan itbecomes obvious that the assumptions are not valid or thatcircumstances have changed, organizations should not rig-idly adhere to steps that no longer make sense. If the plan, orI mightchange. PlantPlanningIs necessaryso thatcuting the strategic plan. This is natural and should be ex-pected. Asbecome advocates. If it fails, advocates will try to distancethemselves from the plan, and resisters will say, &#34;I told youso.&#34; This is just human nature and should be expected.Conscquently, it is important to give the plan the best pos-sible chance of succeeding. One way to do this is toall initial activities to advocates. Giving initial assignmentsto resisters when executing a new strategic plan is likely toensure failure of the plan. Eventually, all employees mustplay a role in executing the strategic plan, but in the criti-cal early stages, stick with advocates and avoid resisters.- Exercise strategic leadership. It is important that man-agers at all levels set a positive example by (a) showingthat they believe in the strategic plan, (b) ensuring thatall decisions are based on the action that best supportsthe strategic plan, and (c) allocating resources based onpriorities established in the strategic plan.- Be flexible and improvise. Plans, when they are devel-oped, are based on assumptions that may not be accurate.They are also based on a presumed set of circumstances.circumstances that, even if they were accurate when theplan was developed, might change before the plan is ex-ecuted. This is why strategic plans must be viewed as aset of flexible guidelines rather than a hard-and-fast roadmap from which it is impossible to deviate. Every travelerknows there will be detours on even the best planned trip.Managers who want to make their organizations compet-itive must be willing to improvise when necessary.Teachers of grades K-12 used to learn how to devel-op lesson plans. They were taught by seminar leaders andcollege professors to plan their daily lessons right down tothe minute, with each activity assigned a specific amountof time. Of course, the wiser, more experienced teacherswere able to predict the outcome of this approach, butsometimes it is best to let reality make your point for you.theplan unfolds, if it is successful, resisters willshould plan thoroughly and carefully,andany part of it, is no longer relevant, improvise and move on.. Monitor and adjust as needed. Developing and executinga strategic plan is an example of the plan-do-check-adjustcycle in action. The plan component of the cycle involvesdeveloping the strategic plan. The do component is the ex-ecution phase. The check-adjust components involve moni-toring progress toward completion of specific strategies andmaking the necessary adjustments when :countered. Will it take longer than you thought to completea project or activity? Adjust the time frame. Have unex-pected barriers been encountered? Decide what needs to bedone to overcome the barriers, and do it. Did you completethe project only to find it didn't yield the expected results?Develop a substitute tactic and try again.. Disagreements among the children concerning destina-tions and activitiesadblocks are en-Problems when the children did not know how to per-form some of their assigned duties (e.g., setting up thetent at the campsite, building a proper campfire, monitor-ing daily gas mileage while the parents drove)- Attitude problems concerning various aspects of the trip,including what distance to cover daily, how many reststops to make, and where to eat while driving to the even-tual destinationAs a result of these difficulties, the planned vacation ofshared family fun and relaxation turned into an emotionallydraining two weeks of stress, anger, and frustration. The fam-ily's problems were the results of faulty execution of the vaca-tion plan. The parents in this example failed to apply the fol-lowing steps, all of which are critical to successful execution:. Communicate. Make sure all stakeholders understandthe plan and where they fit into it.. Build capabilities. Make sure all stakeholders have theskills needed to carry out their assignments and responsi-bilities in the plan.. Establish strategy-supportive stimuli. People in theworkplace respond to stimuli. when trying to execute aplan, it is important to ensure that strategy-supportivestimuli are in place. Typically, in a work setting the mosteffective stimuli are reward and recognition incentives. Itis not uncommon to find that an organization's strategicplan expects people to move in one direction, while itsincentives encourage them to move in another.As teachers attempted to hold rigidly to schedules builtinto theirinto their plans, they found themselves falling further andfurther behind as problems cropped up that they had notforeseen when developing their lesson plans.Before long, lesson plans were scrapped and replacedby planned lessons. The difference between a lesson planand a planned lesson can be summed up in one word: flex-ibility. Planned lessons give teachers a general direction,some expected outcomes. and loose guidelines on how to

Accepted Answer

A plan that involves the determination of the organization's vision and the goals or objectives is…