Strategic Thinking for Social Development- myassignmenthelp.com

Question: Discuss about theStrategic Thinking for Social Development. Answer: According to Natalija (2016), for one to design an organization in a manner which can make it to improve its strategic effectiveness, it is crucial to consider Galbraiths five critical elements in his the star model. These elements comprise processes, strategy, reward, people, and structure. To improve productivity, I would also focus on rewarding employees who perform better to improve their self-esteem and job satisfaction. I would also align the goals of the staff members with those of the organization. This would be fundamental in attaining better production because when goals align in workplaces, employees develop a common focus, and will, therefore, commit their efforts towards achieving the best for the organization (Andrea, 2010). Having similar goals with the organization will enable the employees to understand how their commitments relate and serve both short and long-term goals of the organization. Some of the significant benefits of goal alignment include an increase in o perating margins, quicker execution of company strategy, reduction in employee turnover among others. The other way in which I would use the star model is organizing the structure of the organization in a manner which can enable it to communicate its placement of power and authority. According to Amanda (2017), businesses perform better when power and influence are efficiently communicated in all sections. To succeed in this aspect, I would ensure every division has a leader who reports to a senior person. This will aid in communicating power and authority from the top management level across other levels of management. To make the organization perform better, I would implement strategies that outline its goals and objectives in a manner which can make it to fulfill its mission. Loay (2014) affirms that goals and objectives are fundamental in businesses because they aid in turning the vision and mission into measurable goals. Outlining goals and objectives also assists in translating the mission and vision of an organization into reality. This means coming up with a strategy that describes these elements will make the organization to remain productive, satisfy customer needs, and to survive competition. Workforce is also an essential element in Galbraith's star model. According to Amanda (2017), access to highly skilled workforce plays a crucial role in any companys success. To make the organization remain with a workforce which is made up of experienced and qualified professionals, I would ensure some guidelines govern the human resource policies regarding various aspects such as recruiting, selection, training, rotation, and development. Proper policies that govern these activities will be fundamental because they will ensure the organization has a team of employees who can utilize their knowledge for better performance. Lastly, I would also consider designing processes in a manner which can enable proper workflow and resource allocation. This would include finding out the resources required in various sections in each department to ensure each one of them attains its target. I would also use the established procedural rules to ensure proper execution and automation of different processes to allow an appropriate passing of tasks and information from one area to the other for action. References Amanda, J. K. (2017). Strategic Thinking. Human Ecology, 45(1), 65-80. Andrea, G. E. (2010). Building a Culture That Encourages Strategic Thinking. Journal of Leadership Organizational Studies, 17(2), 245-268. Loay, S. A. (2014). Impact of Strategic Thinking and Strategic Agility on Strategic Performance: A Case Study of Jordanian Insurance Industry Companies. International Review of Management and Business Research, 3(4), 56-70. Natalija, J. L. (2016). NatalijaDemographic Variables Influencing Individual Entrepreneurial Orientation and Strategic Thinking Capability. Journal of Economic and Social Development, 3(1), 121-132.