The paper "Organisational Strategy and Culture, People Systems and Processes " is a good example of business coursework. Organisational effectiveness is vital to the success of a firm. To attain sustainable and increased business results, firms need to engage employees and implement feasible organisational strategies, culture and structures. Business leaders require focusing on engaging and aligning their employees, the capabilities including a firm’ s culture, and structure and the employee management systems. Effective execution of strategy is a major driver of organisational success and firms that fail to completely involve their employees in their organisational strategies besides promoting, innovation and creativity, fail to produce sustainable and reliable business results.
The key elements that facilitate organisational effectiveness include organisation strategy and culture, capacity and capability, leadership, employee engagement, creativity and innovation, and people processes and systems. Leadership and Organisational Success According to Garten, Williams and Nyce (2009:49), the distinct characteristic that set apart major organisational changes that thrive from those that fall short is dexterous leadership. By weakening the significance of structured power and authority in the organisation, the management intensity paves the way for leadership prominence.
The role of management entails coping with the scores of difficulties of business while the role of leadership is to orchestrate deeper change. As a result, effective leadership is critical for organisational growth and success. The process of influencing people so as to attain organisational objectives is paramount. Kitchen (2010:121) confirms that leaders hold an important role in the failure or success of an organisation, team or group. However, there are other factors that make the difference between organisational success and failure. According to Francesc and Gimenez (2013: 1), the success of a firm depends to a great degree on the complete application of skills and knowledge. Organisational Strategy and Culture Intricate organisational structures can instigate the ineffective implementation of business strategy.
No component can by its own compel sustainable business results. All components must function collaboratively towards shared goals to attain correct strategy implementation. The strategy entails the purpose, strategic direction and the role that summarises organisational work while structure, capability and capacity entail capable employees conducting the right work via a structure that apparently identifies role relationships and accountabilities.
Shukla (2008:161) asserts that the influence and strengths of any firm’ s culture rely on how universally or intensely its core beliefs, assumptions and values are practised and shared among its members. It appears practical to assume that if a firm’ s culture is influential and powerful, employees will share common priorities and goals. In addition, employees will demonstrate coordinated efforts for attaining organisational goals (Grant, Butler, Hung and Orr 2012:5). Strategy and culture conduct similar functions in a firm. An organisational strategy is more of a perspective than a plan that expresses the core beliefs, values and character of a firm.
Strategies evolve via internal political dynamics and entail expression of overriding culture values in a firm (Shukla 2008:161). Grant, Butler, Hung and Orr (2012:5) assert that despite the type of a firm, organisational success is dependent on the features of the firm and its environment.
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