Mobilizing The Coalition For Organizational Transformation Course Work Sample

Published: 2021-06-25 14:05:05
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Category: Management, Planning, Company, Development, Services, Strategy, Innovation, Actions

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Career Background

I hold 10 years of experience in the areas of change and release management based tiers in addition to full support and problem management at the service level including available reporting of workloads as batch scheduling. Career was started as a human resource assistant manager from where I gained several opportunities that propelled me to new opportunities that provided me with a sense of purpose and a solid desire of achievement. This has allowed me to have leverage of my experience in highly disciplined environments that have added on my knowledge and methodologies in distributed workflow systems. I have gained the skills of development and implementation of challenges and management of change procedures using applied resources.

Companies I have worked for include Wovenpick restaurant where I was instrumental in the development of mechanisms of service delivery strategies with the inclusion of co-authoring of challenge management and change control procedures. I also participated in the peered review in the organizational restructuring in terms of strategy and system applications in the direction of strategy.

Introduction to problem scope

The company is known as Vivera restaurant emphasizes on advancement of catering and quality food services within the operational scope of updating as well as restructuring so as to gain clarity in communication of matters of strategic value. In the identification of the threats and opportunities in the restaurant industry of the company as the management consultant I have observed the continued suffering of solid competition from other competitors in which case presented the call for prosperity in the long term. This presented the need for development of a new business strategy the will entail the combination of innovation based on research and technology.

Part 1

Explain how you’ve developed strategic goals for your coalition. How are you communicating your goals and vision among your coalition and beyond? Use specific examples to demonstrate.
I identified the threats and opportunities of the industry of the company while observing the continued solid competition from other competitors in which I case presented the call for prosperity. In communicating the long the objectives and vision I presented the need for development of a new business strategy the will entail the combination of innovation based on research and technology.

What are your strategic leadership strengths and weaknesses? Use specific examples to reinforce and explain your answers.

Strengths include the benefit of increased productivity in the operational procedures of the company in a flexible manner that will allow for improvement as well as maintenance of the challenges that the company continually faces within the competitive market. Weaknesses include the challenge of meeting customer demands or facing changes within the market as well as making the right decisions in a limited period of time requires a form of perfection. For example, in the course of his investigative study I undertook an observational approach that allowed for evaluation of the structure of the organization as well as alternatives.

What are your tactical leadership strengths and weaknesses? Use specific examples to reinforce and explain your answers.

The tactical approach entails the application of new technological forms that allow for transformed progression of the organizational structures to attain the vital aspect of productivity. Strength to this approach is formulation of an action plan to address the present organizational structure. The weakness within this tactical approach is the shortcomings in timing or duration of procedures has a direct impact on the time cycle for the final product. Example in this instance is the selection the most efficient and productive organizational structure for the evaluation of the parameters so as to undertake an evaluation of the outcomes at the end of the implementation of the action plans.
How will you address any weaknesses in your strategic and/or tactical leadership skills to ensure the continuing support of your coalition? Explain your answer.

Responding to weaknesses within the tactical approach will involve the combining of a work force that is highly skilled as well as the general operational effectiveness in an approach that will make it difficult for competition to replicate.

Part 2

Think about the members of your coalition. Are their interests and motivations well-aligned with yours or are they supporting you for other reasons? What events or conditions would move them away from supporting your agenda? Explain your answer.
Production within this market is costly due to increased labor and energy costs which mean that with globalization cost effectiveness can be achieved by outsourcing although even in light of this fact the market in which the company operates can compete with success in markets that are globalised. This poses extensive operational scope with sophistication as well as a highly unified domestic market that allows the formulation of demand of well designed innovative services of increased value.

How will you create a shared sense of purpose? Explain your answer.

Within my action plan I hold as an alternative also aims to provide assistance in the delivery of required catering and food services for the company for formulate the next generation of restaurant services that are innovative as well as advanced in addition to procedures of the market within which it operates.
How will you get key coalition members to take action, in addition to providing moral or verbal support? Explain, using an example.
I will aim to reach the common objective that will need me to reverse the prior disengagement mentality held, by providing the responsibility for personal learning. This will increase motivation towards participation and involvement in company activities through organizational structural engagement activities.
What is your plan for communicating with your coalition? How do you plan to keep them informed as you push your agenda forward?
I will reinforce and extend standard based reforms through provision of realistic operating contexts and providing a sense of practicability to the fundamental purpose in all its forms.

Part 3

For those members who are marginally supportive, how do you plan to strengthen their support? Justify your answer with examples.

- Fernando Gareth - To attain a common objective in his instance I will engage in promoting the purpose of worker motivation to the workers, so as to prepare him for the roles through action involvement.
- Mark Rivens - To reach a common objective I will need to reverse the prior disengagement mentality he holds, by providing him with the responsibility for personal learning. This will increase his motivation towards participation and involvement in company activities through organizational structural engagement activities.
For those who are strategically supportive, how will you ensure that their disagreements on tactics don’t derail your effort? Please explain your answers, citing specific examples.
- Robert Muller - In this instance I will build willingness so as to encourage his service involvement to the company with additions to the innovative work procedures component of service.
For those who are tactically supportive, how will you ensure that their disagreements on strategy don’t derail your effort? Please explain your answers, citing specific examples.
- Frank Gaal - To attain a common objective in his case I will engage him in contributing to the personal and career development of the workers so as to increase the sense of responsibility in company settings and skill development.

What are the challenges you see in managing differences among coalition members? Please explain your answers, citing specific examples.

The challenge would be the interdependence of planning and execution as the formulation of strategy and implementation are separated and distinct within the strategic management procedures

Part 4

Consider your agenda. What are the two or three messages you’re trying to communicate to your coalition and to potential coalition members? To what extent do others understand and support those messages? How can you communicate those messages more broadly throughout the organization? Explain your answer.

I seek to increase productivity in the operational procedures of the company in a flexible manner that will allow for improvement as well as maintenance of the challenges that the company continually faces within the competitive market.
This is in addition to the application of new technological forms that allow for transformed progression of the organizational structures to attain the vital aspect of productivity.

Who are the senior people who can disseminate your ideas most effectively? What is your strategy for getting them on board? Explain your answer.
Within my plan I will apply alternative structures of organization such that the company can meet the demands of the customer. As such I selected the most efficient and productive organizational structure for the evaluation of the parameters so as to undertake an evaluation of the outcomes at the end of the implementation of the action plans.

Are there outside consultants or experts who can help you disseminate your ideas through the organization? How credible are they with others in the organization? What steps will you take to get those people to help you? Explain, using an example.
This poses extensive operational scope with sophistication as well as a highly unified domestic market that allows the formulation of demand of well designed innovative services of increased value. This is happening in the face of investment into research departments as well as the increase of technology as well as the measure of business skills.

What parts of the organization are talking about your effort? Is there someone you can contact who is not already a member of your coalition and who may be able to disseminate your idea throughout his or her network? How will you go about bringing that person on board?
The strategic goal of the company is to raise the catering and food services competitiveness through the provision of an oriented approach that targets application in a bottom up strategy with collaboration and support from the departments of research and development.

Part 5

Pitfalls include the examination of the relative force of attraction-selection framework as well the framework of job modification in the explanation of the relation between varied attributes in organizational structure for instance the scope, the hierarchical stages, formal strategies as well as centralization.

What steps can you take to ensure that your coalition avoids the trap of insularity? Explain your answer drawing on specific examples.
I seek to implement in relation to the operation of the organization can be identified in the relation between the organizational structure and reaction of employees with comparison to the alternative frameworks.

What is your strategy for keeping your coalition’s message unique and compelling? Use specific examples to reinforce and explain your answers.
My proposed action plan creates the need for examination of power that is relative in the framework of attraction selection as well the job modification framework.

How will you ensure that your coalition members stay focused and on the same page? Explain your answer.

Part 6

What do you see as your next agenda? What is driving that? Explain your answer.

The next action plan agenda approach is integration into business of operation procedures and set alignment with industry wide learning material to attain improved standards in performance also known as frameworks.

Think about the impact of that new agenda on your current coalition. To what extent do you think existing members will share and support your next agenda? Explain your answer drawing on specific examples.

Study units or operation plans have been driven by the concept of efficient organizational structure with innovative work procedures and connected to standards will provide an introduction to issues that are compelling to be grasped by the workers.
How is the agenda of your existing coalition changing? What are the implications of that for your leadership objectives? Use specific examples to reinforce and explain your answers.

My action plan has provided recommendations in support of increased competition in an internal and external level with increased flexibility and workforce that is highly skilled. Challenges to my action plan entailed of increase of competition as well as the pace of change in the face of expansion of competition which will have direct impact on the service procedures.

Do you consider yourself a Change Agent, Political Analyst or Consensus Builder?

I consider myself as an agent of change because I hold the notion that workers and administrators alike are required to demonstrate preparation for engagement to undertake completion of innovative activities within the company. When this happens then workers are empowered to develop and search for their personal working experiences such as understanding what it means to be multi-cultural, self esteem development and facing up to personal challenges in their lives as shown in research by

My action plan is a powerful concept in engaging workers to overcome tendencies of reluctance, or fears based on teaching and engaging with the internal and outside market. It also teaches workers to appreciate the importance of the innovative working concept as an effective tool for professionals in the restaurant industry.

References

White,P. (2009). Constructing sustainable business strategies. Corporate Governance.9 (4):386-394.
Florian, L. (2009). Business model concepts in the corporate based sustainability context.Methods.10 (1):1-79.
Dyllick, T. Hockerts, K. (2002).The business case for corporate sustainability. Business Strategy and the Environment .11(2):130-141.
Stubbs, W. Cocklin, C.(2008). Business sustainability model concepts. Organization & Environment.21 (2):103-127.

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