Strategic Planning Report

Strategic Planning Report
Strategic Planning Report
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Read the following: The leader of a local health care organization, Ken Janowski, has noticed other health care organizations successfully incorporating strategic management practices. Ken is considering using strategic management for his health care organization. He has hired you to research what the strategic planning development and implementation process is and to address why it helps organizations be successful.
Write a 700- to 1,050-word report of your findings in which you answer the following questions:
What are the major components of strategic management and why is each component needed for success?
How are an organization’s mission and values important to strategy formulation?
What benefits does a strategic management process bring to a health care organization?
How does strategic management affect organizational decision making and financial performance?
How does strategic management affect the way an organization responds to its environment?
Cite a minimum of two scholarly references to support your information.
Format your report consistent with APA guidelines.
Organizational Change When executives and students of management talk about organizational change, they mean many different things. Introducing a new enterprise resource planning system in order to coordinate and standardize internal processes is an organizational change. So is shutting down a factory, selling off a noncore business, or laying off employees. How about introducing a new business model to meet innovative competitors, adopting a new pay­for­performance system to motivate individual effort or a stock option plan to encourage a shared sense of ownership in the company? Entering global markets, integrating acquired companies, and outsourcing nonstrategic activities—these, too, are examples of organizational change.
In order to understand and analyze the dynamics of change, and particularly the requirements of effective change implementation, it is important to sort out and distinguish the various approaches an organization can take. This chapter will explore multiple paths to change, paying special attention to behavioral change. In particular, this chapter will:
Identify the role of strategic renewal in propelling change Focus on the behavioral aspect of organizational change Analyze the dynamics of motivating employees to alter their behaviors Differentiate the three faces of change Understand the source of both employee resistance to and support for change
We will start by looking at an attempt by the president of a small but prestigious local bookstore to improve financial performance in the face of competition from national chains as well as from Internet giant Amazon.
Tales of Woe at Concord Bookshop *
*David Mehegan, “Tales of Woe at Concord Bookshop,” Boston Globe, December 23, 2003, p. E1. Copyright © 2003 Bell & Howell Information and Learning Company. All rights reserved.
It’s like a family quarrel that nobody wants and nobody knows how to stop.
The Concord Bookshop, a 64­year­old independent store regarded as one of the best in New England, is beset by a bitter clash between owners and staff. The conflict puts pressure on the store at a time when independent booksellers are reeling from competition from chains and the Internet. **
**Concord, a prosperous suburb of Boston, Massachusetts, is the site of the opening battle of the American Revolutionary War. Its rich literary history dates back to the nineteenth century when it was the home of the transcendental writers, notably, Ralph Waldo Emerson and Henry David Thoreau.
Eight of Concord Bookshop’s employees, including the trio of top managers, have quit or given their notice. The staffers’ years of service add up to 73. The three managers, including [the] general manager . . . have worked at the store for a total of 34 years. Meanwhile, a group of outraged local authors . . . has fired off a letter to the owners supporting the staff.
The precipitating event was a surprise announcement last month by the owners—a group of three families represented by a board led by President Morgan “Kim” Smith of Concord—that a new general manager will be hired. No one was laid off, and no one’s salary was cut. Yet many
of the staff were outraged at the de facto demotions, as well as by what they saw as the owners’ immovable stance. . .
“We asked for a meeting with the whole board,” says [a departing staff member]. “We presented our concerns, and they thanked us for our input and said, ‘We’re going to do it our way, and if you don’t like it, each of you will have to make up your mind as to how to proceed.’ Something in me died, the fragile alchemy that made it such a great place to work had died. They had made their plans, we were expendable employees, and we could take it or leave it.”. . .

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