Introduction
Strategy Duality
As any other phenomenon, strategy itself is an enough ambiguous one. At the same time, strategy-making process seems to be very clear and transparent. According to Aaker (1984), “A business strategy has two core elements”. The first one is the decision concerning an investment to product-market. It generally consists of the product-market breadth of the work approach, the scope of its investment along with the resource share considering manifold business context. The following core element refers to the evolution of a feasible competitive advantage that encircles obvious abilities or assets, applicable targets, policies of working field, and, of course, the synergy establishment.
Main Issues
There exists an incontestable fact that strategy is also needed within the company departments. It is meant in what a way should they (departments) all cooperate with each other with the aim to maintain and to surely increase organizational profitability, how to reach the brightest effectiveness in the market goods and services due to the presented technologies and so on so forth.
I tend to think that the most powerful and most wanted firm strategy is to realize and to estimate the strength of strategies accepting by all the competitors in a worthy manner. Consequently, this can actually lower the opportunity of making a strategic mistake. Thus, it is always necessary to remember that a strategy is undoubtedly connected with the goals that a company sets.
Organizational Problem
Well, one must confess that there appears a great list of problems that company may face during its subsistence. Frankly speaking, it is hard enough to choose the one, because each of them can seem interesting to be commented on. Still, I would like to draw your attention to such an issue as the absence of a clear growth path.
According to Ashe-Edmunds (n.d.), “If a business doesn’t have an organization chart, it might not have a plan for fairly and effectively promoting employees. This can lead to reactive hiring and promotions, rather than planned employee growth up the management ladder.”. It is barely a secret that every company’s member has to perceive how to receive a new appointment at the present workplace. For this, he or she must be taught by a coordinator like what duties should a manager be responsible for and what skills to obtain.
It seems to me, one survey established is enough to get to know whether everything is all right with the aforementioned problem or not. If no, it is important to suggest to either the coordinators or the superior body what decisive steps ought to be taken in such a situation. An enterprise is like an organism, and this demands all the cells (problems) work thoroughly and harmoniously. The phrase that a poor employee progression planning leads to low morale and frustration has already become a dogma that must not be well founded.
Questionnaire
If I were a chief coordinator, I would probably base a questionnaire to get to know what our staff needs and wants and vice versa. The survey will be anonymous and will contain five questions only and no author’s answers:
1) What is your combined household income?
2) Are you happy to work for us?
3) Do you think your actual appointment corresponds to your best skills and qualities?
4) Do you feel free about your probable succession in the company?
5) What department condition would you like us to change?
There is no hundred-per-cent confidence in the integrity provided on those sheets of paper; still, the coordinators are able to find some interesting issues to ponder over. Moreover, employees will absolutely think that the company do care about every its worker.
Conclusion
As “co clear growth path” section was chosen to be investigated, it is clear that the presence of one or several surveys is important. This makes a company to revolutionize. Firstly, the new organizational strategies appear; secondly, a pleasant working environment is created for the staff. In case the company will act as it was noted earlier, it can become a wonderful place to work at. It will be able to entice staff from rival companies and to receive new knowledge that was funded in other organizational strategies.
References
Aaker, D. (1984). How to Select a Business Strategy? Berkeley Ha. Haas School of Business. Retrieved from
http://cmr.berkeley.edu/search/articleDetail.aspx?article=3853
Ashe-Edmunds, S. (n.d.). Organizational Problems in the Workplace. Demand Media. Retrieved from
http://woman.thenest.com/organizational-problems-workplace-15072.html
