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Networks of Boston
Key elements of training and development geared toward improving the performance
The three important Elements in training and development include:
This factor will help the employees understand the strategic position of Tech Networks. It is critical to diagnose environmental changes and establish their influence on the company and employees. In training, strategic analysis establishes a view of the key variables that could affect the future and present performance of the company (Armstrong, 2007). When strategic analysis is conducted perfectly, it helps the company choose the best strategy for growth in the market. It will be beneficial to understand some key elements under strategic analysis.
The environment: Tech Networks would not exist without the ability to interact with a complex commercial, economic, technological, political, social, and cultural environment. Tech Networks of Boston is faced with changing environments. A precise understanding of the impacts is important in the creation of the strategic plan (Armstrong, 2007). These externalities are commonly referred to as weaknesses and threats forming part of the SWOT analysis.
The company's resources: The resources of Tech Networks of Boston are internal influences. These are strategic capabilities viewed as the weaknesses and strengths of the company. They also form part of the SWOT analysis.
Stakeholder expectations: The development of Tech Networks of Boston is reliant on the expectations of the company's stakeholders. Their assumptions and beliefs constitute the culture of Tech Networks of Boston. For instance, the thoughts of different managers in various departments may shape the company's strategy. Therefore, some influences arise from the stakeholders; the rate of impacts on the company's strategy is dependent on the respective power of the stakeholders' group (Merson, 2011). If the stakeholder group has a great power, it translates into a strong influence on the strategic analysis (Harrison, 2009). A keen reflection of Tech Network's business resources, environment, objectives, and expectations within the political and cultural context of the company ought to be the starting point of understanding the strategic analysis.
This is the second most important factor after strategic analysis. Here, the company will be ready to make strategic decisions. Strategic decisions refer to selecting the best possible courses of action based on the strategic options evaluation.
The final factor is the implementation strategy. This refers to the way in which Tech Networks will translate their strategy into actions and activities. Implementation strategy demands proper deployment of the firm's resources and careful planning. It further requires keen handling of potential changes in the company's structure and effective change management. The strategy could be implemented based on phases (Merson, 2011).
Potential challenges that the managers of the business could face
As businesses continue to diversify, chances for workplace challenges intensify. Small business managers and owners confront a set of possible challenges including technological advancements, organization, and team or employee issues. Mostly, the underlying sources of these challenges are the lack of flowing and open communications or the use of inadequate organizational structure. Businesses are compounding problems through avoiding communicating a clear chain of command (Armstrong, 2007).
Employee issues: Problems of individual employees could be supervisor issues, personality conflicts, company structure, or personal trauma oriented. The leaders ought to study the causes of the problems and the people or factors fueling the fire. In case of an absence of a clear trigger, the cause may fall back on confusing or insufficient communications. For instance, an employee at Tech Networks may feel answerable to multiple supervisors if the command chain is poorly communicated (Harrison, 2009).
Team problems: For teams to be high performing, they should be committed to working towards a common goal. If they experience individual disconnect with members of other teams, the team risks becoming non-functional. Such issues are rooted on management or organizational communication breakdowns confusing personal or team common goals. Leaders of these teams should foster cohesiveness and provide constant feedback (Armstrong, 2007). When Tech Networks faces team issues, managers will be required to assess the problem and act promptly to correct the problem and avoid further serious breakdowns in performance.
Organization-wide Problems: Minor team or employee issues may rapidly expand to the entire company if the managers do not embrace prompt corrective measures. This situation ought to be avoided at all costs because it leads to employees forming groups with odds at each other. Incase all the actions geared towards avoidance fail, managers must be equipped and prepared to embrace the most dramatic corrective actions. They must deter these issues from adversely changing the organization's corporate culture, which has been keenly cultivated to make Tech Networks and its workplace a high performing organization (Armstrong, 2007).
Technology Changes: Just as advances in the auto industry have seen the emergence of new car savvy autos replacing the traditional cars, technological advances are expected to shape all business sectors. These advances have spurred a rise in demand for highly skilled labor, in support of high productivity growth and the nature of organization of businesses. Rapid transfer of mobile populations, technologies, and knowledge is a result of rapid, inexpensive information transmission and communications made possible by the revolution in information technology. Technological advances are expected to create job opportunities in all business industries (Harrison, 2009). These advances are likely to create cross-disciplinary skill pre-requisites, which may challenge job designs. The rapid rate of technological advancements could tax slow organizations procedures for re-skilling the workforce, flexibilities in shifting employees to short-term tasks and rapid resource procurement. All these aim at leveraging new collaborations and new technologies.
Various roads are likely to lead to organizational problems at Tech Networks. Successful solutions to these problems follow a similar plan. For instance, a set of employees could have conflicting interpersonal issues. If the manager is not part of the problem, he/she must become part of the solution (Evans, 2012). These issues must be addressed and corrected to avoid recurrence of the problems. While this is may appear simple when stated, it has demonstrated to be extremely challenging to accomplish. However, it is imperative for Tech Networks to embrace these steps in a move to maintain a high-performing workforce.
The effects of detecting organizational gaps in small business
Organizational gaps must be detected early enough because organizations are being breached. Companies are not equipped to detect and act on those gaps and breaches. This brings tangible effects on the company. Improved detection of gaps is an approach to response as actual value stems from the ability to make informed and rapid response to the identified gap (Evans, 2012). This is integral in rapid response and detection close the organizational gap to completely. Rapid detection and response enable the affected company to detect multi-stage gaps in the course of the phases. I hope that this early detection permits the company to curb the chain in the early stages before the damages become irreparable.
Many gaps are seen at the early phases if they use key-loggers based on the endpoint machine. This may give adversaries the needed credentials to access the server that hosts the targeted intellectual property. Detecting the gaps at the early phase on the endpoint machine and killing the chain enables the company to curb the infiltration before the adversaries abuse them for their benefit (Evans, 2012). Rapid responses to organizational gaps have a clear positive impact to the company. However, empowering rapid response demands information with common essential features.
Timely: the faster a company obtains information about a gap, the sooner it responds. Results from the various organizational gap studies illustrate that attackers do not feel a sense of urgency with the apparent breadth of time between discovery and infiltration. Timeliness is integral in tackling such dangers. The initial moments of the gap before attackers obfuscate and move are the appropriate time to a response (Evans, 2012).
Actionable: identifying the organizational gap is not just adequate. An analysis must be conducted in order to provide the required information to take an informed and measured action. The information should be practical and serve as much information as possible in minimizing or potentially eliminating the time required for additional analysis.
Comprehensive: organizational gaps often lead to changes beyond the introduction of the malicious files. Settings under configuration could be altered, ports may be opened, and constant mechanisms may separate from the main gap. Lack of knowledge about the changes, collateral and primary damage, it is imperative for a company to respond without leaving the company of systems vulnerable to subsequent gaps (Harrison, 2009).
Shareable: the gap analysis ought to be in a format that readily integrates with other tools and information. This is aimed at facilitating a power attribution and a broader analysis. For instance, information concerning a detected gap could be integrated with elements of data such as firewall logs into SEM tool to offer the required analysis to defend against similar gaps satisfactorily (Merson, 2011). For big corporations with distributed management, data ought to be shared among different departments and business lines in the occasion that a…[continue]
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