Employee Competencies And Reward System For The Dental, Veterinary, And Rehabilitation Supply Markets Essay

The internal stakeholders for Quailbrook Dental Care are the employees and managers within the organization. Their interface stakeholders include the office manager and some dental staff, because they function both internally and externally in relation to the organization. The external stakeholders are the patients, equipment and material vendors, and third-party payers. These stakeholders greatly impact the success of the organization and warrant the effort of analysis and involvement with strategic planning to gain

This process results in deployment of action plans at all levels of the organization to enhance execution of organizational strategy (Hill). The Strategic Development and Deployment Process (SDDP) have undergone multiple cycles of refinement and these refinements ensure a laser focus on execution of strategy to deliver the mission and achieve the HCM vision (Hill). HCM deploys and implements any new action plans through the Always Culture alignment and the Leadership System Processes (Hill). This system is a 6 step process involving set and communication direction, integration, organize and align, perform to plan, and sustain (Hill). This means that the EC identifies and prioritizes strategic opportunities and defines key large-scale improvement/ Innovation strategies (Hill). Once approved by the board, the Strategy Map is communicated to the workforce and key stakeholders through Key Communication and Workforce Engagement Methods (Hill). The EC ensures that strategy is fully integrated across the organization through use of cross-functional Strategic Breakthrough Initiatives (SBI) or large-scale facilitated teams (Hill). Integration is further ensured as department directors define department-level action plans that support organizational SBIs and strategic objectives and goals

In the book the advantage by, Patrick Lencioni he talks about how he believes it is possible to build a better company. He believes that creating clarity is the second most important aspect of creating a successful and healthy organization also referred to as achieving alignment by an increasing number of business professionals. achieving alignment is a growing concern throughout the business world because it try to create clarity in so many different areas such as disorder, confusion, and infighting many professionals has reconciled all the benefits it is capable of bring to their organization if utilized properly and that is where the problem lies.

To be effective, organizational structure should be established after an organization’s strategy (Pryor, et.al., p. 1-4). Because an organization is tied closely to the Five P’s (Purpose, Principles, Processes, People, and Performance), Strategic Quality Management should permeate its entire breadth. An organizations mission, vision, goals, and objectives should include dedication to the act of providing customer satisfaction through a clear definition of quality. Its principles should include a focus on customer-based quality management, as should its processes people, and performance. Once the strategy is determined, the organizations systems and structure should compliment its dedication towards Strategic Quality Management.

In accordance with Chan’s (2002) views, there was no structural alignment in the process as the responsibility of managing IT was shared resulting in a tiny business growth. After forming the BPTO and undergoing strategy change, the company came up with roles for IS as a strategic alignment (Chan, 2002) by categorizing them and relating them to business goals. This comparison articulated the priorities of a

As a devoted and caring leader, Sherman inability to communicate life changing issues to her coworkers became hard-hitting to her character or at least that is how she felt. Introducing organizational alignment plan can streamline a company understanding of a company goal and vision. Honestly; I would take it a step further and implement a 6 way optimize strategy; that comprise of the following but not limited too. 1). Document the Cross-Functional Path of Enterprise Goals, 2). Close the Leadership Skills Gap, 3). Limit Assumptions – Be Explicit, 4). Promote Effective Information Sharing, 5). Create Meaningful --Not Multiple – Metrics and 6). Understand the Relationship between Process and Function (Dattilio,

Align - What is stakeholders’ tolerance and motivation for change? What are conflicting interests? “This requires active outreach,” say Shoemaker, Krupp, and Howland. “Success depends on proactive communication, trust building, and frequent engagement.” To get better at this, leaders need to communicate early and often so that, later on, people don’t say No one ever asked me and No one ever told me; identify key internal and external stakeholders and map their obvious and hidden interests; expose areas of misunderstanding or resistance; reach out to resisters to understand and address their concerns; monitor stakeholders’ positions as decisions are implemented; and recognize and reward colleagues who support team

An intended strategy approach suggests it is fixated on a specific outcome which may reduce the rigidity of an organization but it does ensure focus is kept. It is argued that an organization is more likely to succeed through these stricter

To be effective, all organizations must have a purpose. Organizations’ communicate their vision and mission in clear and concise statements that provide the direction and the value(s) of the organization. These statements are powerful and explains the organization’s intentions to internal and external stakeholders. Coincidentally, there are often two missing components—communication and alignment in an organization’s internal practice to convey its business strategy to the organization’s most tangible assets (employees). Research indicates that only 14% of an organization employee understand the organization’s business strategy (Myler, 2017). Although, the Medical College of Wisconsin (MCW) is a high functioning organization I decided to interview two employees at different leadership levels to help gauge the internal alignment within the organization.

In order to succeed in today's market place, whatever key business purpose or strategy your company emphasizes, must be reflected in the workplace practices. These workplace practices should subsequently manage and change the behaviors of the company and its employees to serve that purpose and strategy. Strategic Alignment is the business redesign process by which you link strategy to the business model and environment with the objective of minimizing waste and misdirection of effort and resources. So how can you determine if your work place practices align with your strategy? How can you achieve strategic alignment?

(Layman, 2011). Managers and leaders can study on 4 different levels their departments’ alignment to

One reason why so many organizations succeed and be able to sustain their long-term goals is their effective and efficient organizational ability. The organizing function of management involves the allocation of the company resources. When the management of the organization allocates its resources with strategic planning and execution in mind, the organization can successfully satisfy the requirements of both internal and external stakeholders. On the other hand, when an organization fails to translate and execute the strategic action plans, the results will be irreparable and disappointing to the stakeholders. This paper evaluates and discusses the organizing

For organizations to be successful it needs to have a great tight-knit alignment between its structure and strategy. One can describe an organization’s strategy as the business plan that illustrates how an organization will produce products and provide services to customers and overall how it will run the business. It is also described as specific plans of actions aimed to reach specific goals and maintain good relationships with clients and customers. Organization Strategy can best be described as the precise pieces of an organization that are perfectly suitable internally. For an organization to proceed with their plans their structure and strategy have to work together like a clock. It is vital for an organization

One of the key concepts associated with mergers and acquisitions is strategic fit. Companies operating in the same sector must have some degree of alignment in terms of competitive situation, strategy, organizational culture and leadership style. Greater overlap of these elements between organizations creates a more conducive environment for merging two separate companies into a single entity. Although many factors play into these alignments, company leadership spearheads these elements and, therefore, contributes the greatest influence among them.

Clear understanding of a business’ strategy and definition of its goals helps in shaping the business and informing its stakeholders of their objectives in the business. Better integration, coordination and focus are a significant determinant of success and creation of a competitive advantage.