Showing posts with the label organizational alignment

Breaking Strategy Into Measurable Employee Actions

All organizations have strategies that help them define their approach to competing on the market. In the corporate world the development of strategy is one important aspect of executive management while successful implementation of that strategy is a second. Solid strategies, that can compete on the market, should be implemented throughout the organization creating deep alignment and competitive advantages. Breaking strategies into executive, managerial, and employee functions helps in finding an improvement blueprint. The far majority of strategies don't fail at actual design but fail during the implementation process. As strategies are implemented throughout the organization they do not move deep enough to ensure that actions are integrated with operations. Understanding the activities needed at each level of the organization has its benefits for implementation and management. The process of breaking down strategy into definable actions helps companies convert employee actio

Aligning Organizational Strategies to Market Needs

Corporate competitiveness is a process that requires continually adjustment to the market to increase efficiency and effectiveness. A paper by Bhattachariya and Gibbons (1996), discusses in further depth how this environmental alignment can be achieved. By ensuring organizations are structured in a way that improves competitiveness, they can also help secure a place in the global economy. Greater internationalization, consumer choice, fragmented markets, and short product cycles are some of the challenges organizations face.   Companies increasingly are forced to change with   environmental demands and are attempting to do this through transformation of their structure. A proper transformation should align the organization and everything within it to corporate strategies that match the market environment. Two primary constraints influence businesses, which include the external environment and a level of performance that is sufficient to deal with that environment. To fin

Implementing Pay-for-Performance with Municipal Employees

Governmental agencies are often seen as ineffective in managing the human capital within their departments. As budgets become strained and tax revenue declines officials will need to find new ways of motivating and managing employees to do more with less. The development of higher employee engagement and performance often starts with the performance appraisal and the standards set within. The use of pay-for-performance can increase both the skill and standards within such agencies. Human resource functions often set the pay and performance criteria of public service employees. In public agencies the cost of labor can be heavy and accounts for approximately 60% of municipal budgets (Chelladurai, 1999). The effective management of taxpayer dollars often rests on the proper utilization of this resource for greater public service.  To develop stronger uses of human capital there should to be higher levels of alignment between work criteria and organizational objectives.   An