Strategic Management is the methodical examination of contributing dynamics in connection with external stimuli, including customers and competitors and the organization or internal operations. Strategic management is the foundation for the creation of most advantageous practices of management. The goal of methodical examination is to improve results through the development of policies and priorities.
Strategic management is the belief that there are steps leaders can take to improve and enhance organizational capabilities by implementing procedures. Thought is the catalyst for improving the process and ideally, the team comprehends the path to goal attainment. The methodical examination consists of five stages counting goal setting, examination, creation of strategy, implementing and applying the strategy, and finally reviewing the progress.
Goal setting is important to helping the team identify significant outcomes while removing potential noise that may disrupt the vision. During this stage, leaders identify both short and long-range goals for the team as they formulate the path to get from point A to point B.
There are three elements of a goal, and leaders should ensure that each point is clear. First, provide enough detail so that everyone can understand where the team should focus their energy. Second, goals should be attainable but not made too easy. Team members need to work or stretch for desirable results. Third, goals should support the organizational vision and mission. This helps to point the team in a direction while narrowing their energy and inching them closer to realizing their vision and mission.
During the examination phase, managers need to identify necessary resources. The examination phase is an opportune time to conduct a SWOT analysis. SWOT analysis is the process of reviewing organizational strengths and weaknesses in addition to creating awareness for opportunities and threats.
Creation of strategy begins through evaluating the findings in the examination phase. This phase may also include the discovery of available resources. Leaders need to determine if there are enough resources for the team and the desirable goals. Using the SWOT analysis and the preferential outcomes as guidance, leaders need to formulate a strategy and determine which objectives take priority. This means leaders establish a plan of attack to leverage organizational strengths and capitalize on opportunities. By doing this the leader is trying to position the team to minimize their threats and strengthen weaknesses.
One thing that is for certain is that change is inevitable. For this reason, the strategic plan should account for the unexpected events. Developing multiple alternatives is important to risk mitigation.
Without actionable steps, the chance of being successful is minimal. A leader will remind the team about the vision that is in front of the team when appropriate. This vision unites the team so that teamwork becomes an organizational strength and a foundation for executing the strategic plan. When a leader supports a manager and provides them with the right resources the team gets closer to reaching their objective.
For strategic management to occur, there must be a reassessment of progress. People, process, and product are all areas that should be under consideration in the appraisal. Benchmarks need to be clear for the entire team. Performance metrics should support organizational goals. Routinely monitor performance to identify improvement or acknowledge problems. If the team is not progressing at a proper pace, changes may need to be made to goals, people, or process.
There are certain attributes or commonalities between different strategic plans. The following are attributes that are important for execution. This list is not in any order of importance, and it is not necessary to use this list as a checklist. However, your odds of success improve when these elements are present.
An objective evaluation is necessary for analyzing available options and determining the most effective. This means that implementing strategic management involves understanding both internal and external operations.
Goals unite people to form teams. Strategic management involves setting goals for the team. Through teamwork, goals may be attainable but all the components of operations must work together. Lack of a clear vision leaves followers in chaos because priorities are unknown.
Values provide a guide for strategic initiatives. Furthermore, when leaders combine clear values in coordination with their strengths, one is more likely to be successful. Leveraging organizational strengths allows leaders to build off an existing foundation. When values support strengths, followers will be more receptive to the strategic approach because direction will be clear and there will be less resistance.
When there is urgency, there is greater demand on people to be productive. There needs to be an emphasis on using time wisely and efficiently. All too often, distraction and noise can prevent people from responding and taking action. When there is urgency, there is a degree of motivation.
Undergoing change can present challenges. One way to combat this challenge is for leaders to be seen, management by walking around. When leaders and managers are visible, they set the tone for followers. This tone or exemplary modeling is critical to building organizational culture. Followers will fail to be supportive when there is a lack of demonstration and accountability.
Followers want to know that their leaders have the dedication to the implementation of the strategic plan. Before followers show support, they want to sense that the initiative will last rather than backtracking the next week. Leaders must demonstrate they are dedicated to the process. By showing their dedication, leaders are highlighting the importance of the set goals.
For any plan to be successful, people must believe that the plan will be rewarding. When people believe in the plan, they will support the plan. One of the best ways a leader can obtain follower support is by being open and asking for input. This input makes followers feel as though they are contributing to the plan and the success of the organization.
One cannot simply implement and plan and expect it to be successful at the onset. Moreover, even when a plan shows early signs of success it may be a false positive. In any case, leaders need to reevaluate the strategicplan by monitoring progress. Therefore, leaders should establish goals along the way, create benchmarks, and review all elements of the plan to identify opportunities.
For leaders and organizations to be successful, there must be some type of strategic plan in place. This plan consists of a methodical implementation of processes. As stated, there are a number of attributes that are common among all strategic management plans.
What step do you think is most important in the implementation process? Is there an attribute that carries more weight in the successful outcome of the plan?
Human resources (HR) play a role that can benefit teams of all sizes. Larger teams have a greater need for an individual in this position. With human resources playing such an important role, why are human resources important? What is the function of a human-resource representative? What concerns should a HR representative be aware of regarding team dynamics?
The role of an individual in human resources is to address the people issues in a business. This function is to serve as an administrator to cover all the systems that affect behaviors of workers. Human resources support leaders in helping followers respond to changes and thus organizations of varying sizes can benefit from an individual in this role.
Typical responsibilities of an individual in human resources comprise recruitment, training and development, benefits, and performance reviews. A human-resource specialist will find success when they are capable of identifying individuals with desirable skills, provide encouragement and support, and be competent to increase retention rates.
In practice, human resources can boil down to 10 functions. These 10 functions may seem simplistic on the surface, but they play a significant role in building a successful team.
Since the role of this position is to identify and actively seek individuals to contribute to the team the human resources representative is likely going to be one of the first people an outsider meets. Moreover, HR is responsible for training; so new members spend time with these individuals at the early stages.
Each team and organization are unique. When teams can differentiate themselves, they have a competitive advantage that leaders can leverage. Human resources should seek to identify capable members who can assist the current team if they wish to succeed. This means that human-resource representatives should have internal understanding within the team, so they can make efforts to match potential members with existing members.
Human resources individuals should set standards when they provide training. It is important new team members understand job expectations from the onset. The ideal time to begin to establishing standards is through the employee handbook or manual. Human-resource representatives should explain acceptable standards for communication, attendance, and ethics. Establishing standards helps new team members increase their chance for success.
As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people. Leaders can As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people. As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people. Leaders can provide incentives when they know their team member motivation.
As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people. Leaders can provide incentives when they know their team member motivation.
Today, there seems to be a tool with the objective of making processes more efficient to respond to changes in the marketplace. One of the roles of human resources is to train and develop team members. This is not to say an individual in human resources must be capable of utilizing all the tools. However, they should identify key users who they can match with others to improve training and developing.
As team supporters, HR representatives should be open and foster dialogue with their team. When problems arise, team members must be able to share grievances, so they feel like individuals whom the team respects. Setting this tone of being open and responsive can be vital to the team culture because there is an increasing need for responsiveness by the customer.
One of the hats that human-resource individuals must wear is the development of a discovery and selection process to create a talent pool. People who work in human resources can leverage social media to create a brand but also call upon supporters and users to fulfill vacancies on the team. They must routinely reach out a hand to find new members who can contribute to the team.
Team members desire fairness and consistency. When it comes to policies and procedures, members want to know their application is the same across the board and there are no favorites. They need to know that specific actions will attract positive outcomes. Without consistency, people begin to lose respect and problems can ensue.
Everyone has unique skills and HR representatives should try to match people’s strengths with specific responsibilities. In some cases, a person in this position may need to recruit people from other teams in an effort to get the best people. Organizations and teams compete for finite assets, if your team fails to progress, they risk losing in the long term.
Individuals who participate in team activities learn about the team and potential opportunities. Engaging with the team allows HR individuals to anticipate changing demands. They also help team formation and sustainability of the team’s culture.
There are three human-resource concerns that should be under consideration when helping to form a team, and they are demographics, diversity, and skills or qualifications.
Demographics concern the individual characteristics of a team and may include age, sex, or social class. Demographics are a concern because it may influence costs or changing demands from the team.
Diversity refers to distinction within the team. It is not necessary that all teams comprise a great deal of visual diversity. However, organizations and businesses should have a team that reflects the target market. If the goal is to service a market, from a particular demographic, one will likely find more success when the team has a member who matches the demographic.
It is important to understand the law of supply and demand as it applies to staffing. Some jobs require a higher degree of expertise while others do not. When the demand for technical expertise is high and few people possess the necessary skills, human resources representatives need to find manners to provide more compensation. On the other hand, when the demand for technical expertise is low and there are many people available to fulfill the need it may not be necessary to provide as much compensation.
Does your team have a human-resource representative? What other functions does a human-resource representative play on your team? What other concerns should an HR representative be aware of regarding team dynamics?
Teamwork is the accomplishment of a universal goal by individuals who work together.
The use of the word teamwork seems to originate sometime in the 1920’s. The origination of the word in the 1920’s does not mean teamwork began in this capacity. Early civilization began with hunters and gatherers each playing a necessary role as a member of the tribe. When there were more members, groups could attain greater achievements. As groups grew in size, there was a demand for specialization to avoid duplication of work.
Teamwork occurs in primates like the chimpanzees. Chimpanzees will work together toward a common goal, even distributing and sharing resources as necessary to achieve a goal such as acquiring food or defending their territory.
There are different theories about teamwork that evolve around employee motivation, workplace culture, team development, and value of rewards and recognition. There are four core concepts in understanding teamwork so one can get the most out of using teams.
1. Leadership and follower interactions influence output.
When leaders have good working relationships with their followers, followers have increase in self worth. The thinking is that these interactions encourage followers to produce more in an effort to enhance their self worth and status within the team.
2. Organizational norms influence production.
Social norms set the standard for acceptable work. Therefore, high functioning teams continue to perform at high levels while poorly functioning teams continue to struggle.
3. Environments have traditions.
Members face both internal and external demands on performance. These demands shape the manner in which members achieve results thus creating habits.
4. There is an intrinsic need to receive support.
Members receive support through recognition, team security, and the emotional connection that accompanies belonging.
Teamwork begins with clear and open communication. Members should feel free to participate in the discussion and decision making process. This also means that as one person is talking the other person is present and listening to the other individual.
A team leader does not focus solely on their responsibilities but also the responsibilities of the other members. The leader provides the team with direction and helps remove distractions to that the team can focus on achieving the goal. Leaders should empower members to participate and encourage them by providing support, which leads to trust.
Empowerment can occur by providing team members with the opportunity to leverage their unique strengths. Allowing members the chance to work on unique projects provides them with an occasion for special recognition and emotional support.
The team objective must be a goal that unifies the team. As the team works together toward the unifying goal, it brings members together. This togetherness helps to unite the team and bring them closer together as they learn from one another.
Leaders should recognize wins and individual performance. Work relationships do not always look like a bed of roses. Sometimes the only way to get people to work together is with the use of incentives. Members need to know the value and reasoning why they should put forth effort. Note that monetary rewards are not always necessary. Leaders need to take the time to identify what motivates a person and use that knowledge to their advantage to achieve a team goal.
Reevaluate progress and set new goals or develop manners to achieve existing goals. As new information is available, existing plans may need to change. Internal or external demands may influence the performance of an individual. You should always include a review period into any group work.
It may also be worth running a team building day for your team to attend. Adlington Hall offer a fantastic range of events which are perfect to get your team working together.
In order to encourage teamwork, here are some motivational quotes concerning teamwork.
Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishment toward organizational objectives. It is the fuel that allows common people to attain uncommon results. ~Andrew Carnegie
“Teamwork divides the task and multiplies the success.” Unknown
“Teamwork is the secret that makes common people achieve uncommon results.” Ifeany Enoch Onuoha
“The best teamwork comes from men who are working independently toward one goal in unison.” James Cash Penny
“Talent wins games, but teamwork and intelligence wins championships.” Michael Jordan
“Good teams incorporate teamwork into their culture, creating the building blocks for success.” Ted Sundquist
“Teamwork. A few harmless flakes working together can unleash an avalanche of destruction.” Justin Sewell