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The mission is the basic reason for being, what the organization hopes to accomplish. The objectives are more concrete goals that the organization feels will allow it to achieve its mission. The situation analysis takes stock of the internal and external environment, so that the organization has adequate information on which to base its decisions. This information allows the organization to understand what it has, and what opportunities exist.
Strategy formulation involves outlining the strategy to be undertaken to achieve the objectives. This is undertaken based on the knowledge gained in the situational analysis, the idea being to devise a strategy that achieves the objectives within the parameters of the opportunities in the market and the capabilities of the organization. Implementation is the execution of the strategy. It is a set of specific actionable plans, identifying how the organization will make the strategy happen. Control is measuring the results of the implementation vs. The objectives. From this, the organization can identify specific areas of success and of failure. The latter can then be analyzed, and either the problems dealt with or the organization may decide to go back to the analysis and formulation stage and rework the strategy from the start.
4) Leadership, culture, stakeholder interests all help to determine strategic outcomes. Strategy is typically based on the interests of at least one key stakeholder. If stakeholder interests are aligned, the strategic outcome can be expected to be similar to what was planned, as each group of stakeholders is working for the same common goal. When stakeholder interests compete, however, strategic outcomes may fall short of plans. The different groups of stakeholders may work towards their own interests, creating a disconnect between the strategy formulated and the strategic outcome.
Culture also has an influence on outcome. The strategy should...
For example, a conservative culture may not be able to execute a strategy that requires significant risk-taking. The degree to which strategy and culture are aligned will impact outcomes. Moreover, culture creates shared meaning to the work, which can be used to drive the organization towards specific outcomes.
Leadership is critical to achieving desired strategic outcomes. Among the roles of the leader it to align stakeholder interests. The role of the leader is to keep each stakeholder focused on the objectives, but also to ensure that those objectives are within the boundaries of comfort for each group of stakeholders. Leadership also has a strong influence on culture, since it typically disseminates from the top down. One of the roles of the leader is to foster a culture that is conducive to the achievement of strategic objectives. Therefore, leadership has a strong relationship to strategic outcome.
Works Cited
No author. (2008). Mission Statements and Value Statements. MindTools. Retrieved July 22, 2008 at http://www.mindtools.com/pages/article/newLDR_90.htm
No author. (2007). The Strategic Planning Process. Net MBA. Retrieved July 22, 2008 at http://www.netmba.com/strategy/process/
No author. (2004) a Virtual Guide to Teamworking and Leadership. Training Reference. Retrieved July 22, 2008 at http://www.trainingreference.co.uk/skills/team_development/virtual_teams_3.htm
No author. (2005). Organizational Culture. Symphony Orchestra Institute. Retrieved July 22, 2008 at http://www.soi.org/reading/change/culture.shtml
No author. (2008). Mission Statements and Value Statements. MindTools.
No author. (2007). The Strategic Planning Process. Net MBA.
No author. (2005). Organizational Culture. Symphony Orchestra Institute.
Works Cited
No author. (2008). Mission Statements and Value Statements. MindTools. Retrieved July 22, 2008 at http://www.mindtools.com/pages/article/newLDR_90.htm
No author. (2007). The Strategic Planning Process. Net MBA. Retrieved July 22, 2008 at http://www.netmba.com/strategy/process/
No author. (2004) a Virtual Guide to Teamworking and Leadership. Training Reference. Retrieved July 22, 2008 at http://www.trainingreference.co.uk/skills/team_development/virtual_teams_3.htm
No author. (2005). Organizational Culture. Symphony Orchestra Institute. Retrieved July 22, 2008 at http://www.soi.org/reading/change/culture.shtml
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