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Thursday, February 3, 2011
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Successful Leadership Strategies
by Successful life
Ensuring a successful analysis, by: analyzing the operating environment on a regular basis, and additional when major changes occur; using legal and ethical means to gather information; using experienced specialists to collect and analyze information; use an appropriate range of tools and information gathering engineering; collect information from an appropriate range of sources; ensure that the forecasts, trends, predictions, supported by sufficient evidence. The goal is to perform analysis that provides organizations with a clear picture of the current environment in which it operates, and estimates the changes will come. This will enable the leaders of the organization to make changes to existing operational objectives in response to the findings on the current situation, and for long-term plans in preparation for the predicted changes. A thorough analysis should be conducted at least annually, with quarterly review. This will ensure that the leaders of the organization entirely of information at any time, and are equipped with information that will enable them to respond appropriately to any changes that affect the organization.
External Environment Analysis, by: identifying the components and the limits of the external environment in which organizations operate, given the political situation, economic, social, technological, and the current environment; collection proper, adequate, reliable, and valid information, identify and evaluate trends, evaluate the impact of current influences on the organization, forecasting the impact of potential changes to the organization. The goal here is to gather information that highlight or predict changes in the world where the organization operates. There are thousands of local and international influences and forces which impact on the organization. Indicative examples include demographic changes, cultural changes, and changes in social behavior, all of which can lead to changes in consumer markets and buying patterns. Another example is the potential or expected changes in technology that could end the demand for certain products or services. For almost all organizations, of various sizes, and in any sector, collect and analyze this type of information is very important.
Evaluating Competitive Conduct, by: identifying the organization's current and potential competitors; gather the appropriate information on current activities of competitors and forecasts, evaluating strengths and weaknesses as an individual competitor, given the potential impact of new arrivals or changes in competitor behavior. The purpose of this is easy. Competitors, by default, competing for the same customers, and if they are worthy competitors, they will do the same kind of analytical activity, and responding to their findings. Competitor activity could be a vital component of the information collected, because it shows how similar organizations to respond to changes in current and forecast.
Considering Needs of Stakeholders, by: identifying all stakeholders, within and outside the organization; evaluate the importance of support from each stakeholder group, consultation with stakeholders to identify and understand their needs, explaining to stakeholders the organization's strategy and values, settlement conflicts and misunderstandings through discussion. The purpose of this activity is to ensure that the needs of the stakeholders are known, and their views taken into consideration. Stakeholders can include operational staff, managers, unions, shareholders, suppliers, customers, clients, sponsors, funding organizations, partner organizations, local government departments, and local or national media. There are also sector-specific stakeholders, such as relatives of patients, the hospital sector, local residents affected by large development projects, or parents of school children.
Condition Evaluation of Internal Organization, by: analyzing the internal situation of the organization; conduct a review of the strengths, weaknesses, opportunities, and threats. The goal is to build a detailed picture of the organization, in terms of internal health. It must be comprehensive, looking at all aspects of internal organization, including for example, physical location (s) in which it operates, the condition of buildings, equipment, vehicles, plant, funding, performance, operational recruitment, retention, training and development, policies, procedures, product , services and so forth.
Customizing the Current Strategy, by: consider the findings of the analysis activity, and then evaluating the strategy and direction against; consultation with specialists and key stakeholders about the proposed changes; adjust the current strategy and strategic objectives or replace with a new management system which will monitor, control, and adjust where necessary, new strategies. The goal here is obvious. To survive, organizations must have in place a proper strategy. Except for the strategic direction, specific strategies, and related purposes, regularly evaluated, maintained and adjusted, the ability to compete will deteriorate and eventually the organization will fail.
Setting the System and Structure, by: evaluating the feasibility of the current system and structure to meet the demands of the new strategy, in consultation with all stakeholders affected by the changes proposed, the planning and implementation of operational changes, quality, and cultural systems, policies, procedures, and structures , implement procedures to monitor, control and adjust as necessary. The purpose of this is to place an appropriate infrastructure that will support the new strategic and operational objectives. Unless this infrastructure is compatible with, and support achievement, goals, strategies will run into trouble and almost certainly fail.
Set Current Operational Goals, by: adjusting the operational objectives and activities in response to changes in strategic direction; implement quality assurance systems to maintain proper management of operational quality standards, implement procedures to monitor, control and manage the operations and goals required. Operational activities should support and help achieve strategic objectives. This is very damaging, if not fatal, to enable operations to continue to change, if the strategic direction and goals of the organization has changed.
Adjusting Ability Personnel, by: comparing the performance capabilities of current and potential key individuals and teams to estimate the performance requirements; improve the ability of personnel with re-training and development as appropriate; replace the individual and the team where necessary; implement individual and team assessment and development system . The purpose of this activity is to ensure that, at all levels, the best individuals and teams in place to support and help achieve organizational goals. Without the right strategy will fail.
In Summary: analyzing the environment in which organizations operate is the most important activities that the organization's leaders do. It is the sole purpose of the leaders, which is to ensure that these organizations take the most appropriate strategic direction and is equipped with the optimal resources needed to be successful in achieving its goals. High quality information is critical to the success of the organization, and information about changes and challenges faced by organizations in the future is the most precious of all.
External Environment Analysis, by: identifying the components and the limits of the external environment in which organizations operate, given the political situation, economic, social, technological, and the current environment; collection proper, adequate, reliable, and valid information, identify and evaluate trends, evaluate the impact of current influences on the organization, forecasting the impact of potential changes to the organization. The goal here is to gather information that highlight or predict changes in the world where the organization operates. There are thousands of local and international influences and forces which impact on the organization. Indicative examples include demographic changes, cultural changes, and changes in social behavior, all of which can lead to changes in consumer markets and buying patterns. Another example is the potential or expected changes in technology that could end the demand for certain products or services. For almost all organizations, of various sizes, and in any sector, collect and analyze this type of information is very important.
Evaluating Competitive Conduct, by: identifying the organization's current and potential competitors; gather the appropriate information on current activities of competitors and forecasts, evaluating strengths and weaknesses as an individual competitor, given the potential impact of new arrivals or changes in competitor behavior. The purpose of this is easy. Competitors, by default, competing for the same customers, and if they are worthy competitors, they will do the same kind of analytical activity, and responding to their findings. Competitor activity could be a vital component of the information collected, because it shows how similar organizations to respond to changes in current and forecast.
Considering Needs of Stakeholders, by: identifying all stakeholders, within and outside the organization; evaluate the importance of support from each stakeholder group, consultation with stakeholders to identify and understand their needs, explaining to stakeholders the organization's strategy and values, settlement conflicts and misunderstandings through discussion. The purpose of this activity is to ensure that the needs of the stakeholders are known, and their views taken into consideration. Stakeholders can include operational staff, managers, unions, shareholders, suppliers, customers, clients, sponsors, funding organizations, partner organizations, local government departments, and local or national media. There are also sector-specific stakeholders, such as relatives of patients, the hospital sector, local residents affected by large development projects, or parents of school children.
Condition Evaluation of Internal Organization, by: analyzing the internal situation of the organization; conduct a review of the strengths, weaknesses, opportunities, and threats. The goal is to build a detailed picture of the organization, in terms of internal health. It must be comprehensive, looking at all aspects of internal organization, including for example, physical location (s) in which it operates, the condition of buildings, equipment, vehicles, plant, funding, performance, operational recruitment, retention, training and development, policies, procedures, product , services and so forth.
Customizing the Current Strategy, by: consider the findings of the analysis activity, and then evaluating the strategy and direction against; consultation with specialists and key stakeholders about the proposed changes; adjust the current strategy and strategic objectives or replace with a new management system which will monitor, control, and adjust where necessary, new strategies. The goal here is obvious. To survive, organizations must have in place a proper strategy. Except for the strategic direction, specific strategies, and related purposes, regularly evaluated, maintained and adjusted, the ability to compete will deteriorate and eventually the organization will fail.
Setting the System and Structure, by: evaluating the feasibility of the current system and structure to meet the demands of the new strategy, in consultation with all stakeholders affected by the changes proposed, the planning and implementation of operational changes, quality, and cultural systems, policies, procedures, and structures , implement procedures to monitor, control and adjust as necessary. The purpose of this is to place an appropriate infrastructure that will support the new strategic and operational objectives. Unless this infrastructure is compatible with, and support achievement, goals, strategies will run into trouble and almost certainly fail.
Set Current Operational Goals, by: adjusting the operational objectives and activities in response to changes in strategic direction; implement quality assurance systems to maintain proper management of operational quality standards, implement procedures to monitor, control and manage the operations and goals required. Operational activities should support and help achieve strategic objectives. This is very damaging, if not fatal, to enable operations to continue to change, if the strategic direction and goals of the organization has changed.
Adjusting Ability Personnel, by: comparing the performance capabilities of current and potential key individuals and teams to estimate the performance requirements; improve the ability of personnel with re-training and development as appropriate; replace the individual and the team where necessary; implement individual and team assessment and development system . The purpose of this activity is to ensure that, at all levels, the best individuals and teams in place to support and help achieve organizational goals. Without the right strategy will fail.
In Summary: analyzing the environment in which organizations operate is the most important activities that the organization's leaders do. It is the sole purpose of the leaders, which is to ensure that these organizations take the most appropriate strategic direction and is equipped with the optimal resources needed to be successful in achieving its goals. High quality information is critical to the success of the organization, and information about changes and challenges faced by organizations in the future is the most precious of all.
