ABC enterprises limited is an organization whose hallmark mission statement is committed to delivering convenient, efficient, and pocket-friendly services to its esteemed customers across the globe. Its vision statement is to make ABC enterprises limited the preferred place of choice by customers. These visions and missions could only be realized through the provision of immense support by the leadership of the organization. The purpose of this memo is twofold: To seek assistance by assessing the various predicaments that are barriers to the all-rounded development of the organization. The organization as a whole provides a complete overview of its aspects presented in an internal and external analysis that describes in-depth the overall nature of the organization.
- The organization stands out as a unique alternative for the type of services rendered to esteemed customers, this has been achievable through the provision of customized needs to suit the customers’ ever-changing needs and preferences.
- The strategic location of the organization has posted a convenient presence that attracts visitors as well as potential customers. In addition to this, it provides a conducive environment for employees to thrive by giving employees a productive ambiance for work.
- The organization has a robust marketing strategy with clear goals. This has been achievable through performance marketing by requesting the customers to give feedback which is posted on our social media website. Consequently, potential customers’ doubts are erased as they read through reassuring feedback. The company thrives on both negative and positive feedback to improve its service and efficiency. Positive feedback fuels the company to continue achieving high rates of customer satisfaction while negative feedback highlights areas that need to be worked on in the service delivery.
- The organization prides itself in having extensive employees with a combination of skills development coupled with vast years of experience that match customers’ needs. The employees are carefully selected to ensure that their skills match their roles to ensure maximum output from the employees in the right role. These employees ensure that they offer reliable and quality customer care.
- Low brand awareness, the company has been experiencing inadequate as there is a need to establish the organization’s reputation.
- High-cost structure. The company’s structure is a major spending avenue of the company.
- Weak bargaining powers with suppliers.
- Limited product supply.
- Strong existing competitors. Competitors pose a challenge to the company and this threatens its growth.
- Insufficient skilled manpower.
- Grow customer loyalty, this concept can be achieved by maintaining consistent production of quality services and maintaining the highest standards of customer care relations.
- Broaden product supply through proper liaising with distributors to organization sales are within the reach of remote consumers.
- Building brand awareness can be possible by conducting roadshows advertisements across regions as well as using social media as means to advertise the organization’s services.
- Collaborate with online influencers to aid brand promotion, online influences with a huge social media following could go a long way toward ensuring that the organization’s services are recognized by a bigger demographic.
- Draw in new customers by offering discounted sales biweekly as this will motivate customers to patronize the organization.
- Implement a loyalty program that rewards consistent customers with points after every sale they make gift cards in this case are commendable.
- Slower growth due to financial constraints: high bars of financial aid requirements, it has been difficult for the organization to access loans thus leading to stagnation of organization growth and development.
- Intensifying competition from Key competitors, it is without saying that the corporate world has been a fierce battlefield. Organizations that offer similar kinds of services have come up with mind-blowing discounts that our organization could barely sustain.
- Weakening supplier relationships, due to the unhealthy competition faced by the organization, most suppliers have shifted to supplying other organizations due to high customer turnouts that have led to an increase in demand.
- Discouraging ratings, poor customer ratings experienced have led to bad reviews thus putting a dent in the organization’s image.
- Unpredictable economic environment, the uncertainty of the nature of the market demand and supply chains has in the recent past put the organization in a state of quagmire.
- Government interference, in the forms of unreasonable taxes as well as numerous legal formalities has had a negative impact on the organization.
Further, the organization’s problems should be assessed through the below job models:
- Autonomy: Employees like Smith should have the free will to make their own choice about how they run their responsibilities independently as this will in the long run this will maximize high-quality work performance.
- Skill variety: Diversification of work by employees makes them experience the meaningfulness of work as they will juggle multiple job varieties that will not only motivate them but also contributes to high-quality work performance. The opposite of this makes the work boring and demotivating to employees.
- Task identity: the roles of the employees should be clear from the beginning to facilitate the efficiency of the employees. Roles that are not clear to the employees can be confusing, disheartening, and consequently come off as belittling to the employees thus lowering the work output quality. In addition to this, employees should be made to feel dignified by being assigned clear job responsibilities without their senior top managers taking up credit for them.
- Task significance: Job grounded to have specialization to ensure that quality output is achieved. The idea of assigning employees unnecessary job roles has the potential of compromising quality.
- Evaluation and feedback: Offering assessment reports to employees is significant towards gauging their strength, and getting proper training so that they cannot feel worn out and also avoid putting dents on quality as well as customer relations.
Operationalization of Human Resources as a Strategy
The extent to which top management enables or obstructs a strategic culture is referred to as organizational dimensions. Organizational dimensions can be the cause of low-quality work while they can also play a role in the organization’s success through reduction of human errors, increased productivity, and high quality of work. Culture has been defined as a complex web of rules, beliefs, assumptions, attitudes, and perceptions reinforced by socialization, training, rewards, and sanctions (Gabriele, 2018). Organizational Dimensions are made up of three different constructs. When systematic, sustained, and continuous opportunities are provided for employees to acquire information, skills, attitudes, or values that eventually contribute to improved individual or collective performance, organizational Culture of Learning occurs. When a formal evaluative architecture is in place to enforce or reinforce performance criteria that result in an organizational consequence, the company is committed to improving performance (reward or sanction). When an organization exhibits a preparedness for strategic engagement, it is said to have an organizational capacity for strategic engagement and thus, the company grows and thrives.
To establish strategic alliances. Creating alliances, building trust, and leading transitions are three goals for constructing strategic connections. To form alliances, you must work with top executives, line managers, and human resource management to achieve mutually beneficial goals and objectives. To establish trust, adhere to beliefs, and operate with honesty, integrity, and dependability, resulting in increased confidence within the organization as well as with its clients and partners. Leading transitions entails bringing together corporate cultures, people, and systems as a result of internal reform or mergers and acquisitions.
In order to ensure that systems and procedures are in sync, constructing systems architecture, gathering organizational measurements, and benchmarking are three largely overlapping aims for aligning systems and processes within the organization. Constructing Systems Architecture entails creating maps that represent departmental relationships, allowing managers to better understand the organization’s systemic behavior, discover and close existing gaps, and assess alternative system structures and flows. This architecture brings the complete business strategy together and clarifies how individuals create value and how that value is measured. Identifying the critical few measurable that have the greatest impact on overall organizational performance over time is what gathering organizational metrics entails. Benchmarking is developing a method for comparing components of an organization’s business processes to the best practices of other exemplary companies and then comparing the results.
To establish a high-performing work environment and culture. Developing performance standards, knowledge generation, and sharing, supporting open communications, and promoting continuous learning are four goals for developing a high-performance work system and culture. The process of developing performance standards is intertwined with the collection of organizational measurements. However, it is focused on the person. It entails improving or enhancing current performance. Processes for all employees at all levels of the organization, as well as teaching managers how to conduct appraisals (a), stick to the concept, hold people accountable for the goals they have set for themselves, and (b) Obtain prior agreement on the standards and high-performance goals that will be required. To Take the Lead the term “knowledge creation and sharing” refers to the process of developing formal and informal, face-to-face relationships. Possibilities for people to express their knowledge and be heard.
How Leadership Can Positively Impact the Changes
Creation of feedback assessment reports that could go a long way in evaluating employees’ work. Specialization and division of labor as this will yield company output since each employee is assigned jobs according to their area of specialization. Employees should be assigned to work on roles or departments that are in tandem with their skills and qualifications.
Assigning clear job roles to employees should be prioritized so that it can easily aid in employees’ weekly assessment reports. Employees, as well as their seniors, should be able to have clear-cut roles for improved efficiency. Exercising the free will to employees so that they can make their own choice about how they run their responsibilities independently without constant interference. Employees should be given autonomy in decision-making about how they run their responsibilities provided they deliver as agreed and in line with the company’s code of conduct.
In our company, we have put much focus on cultivating learning cultures. This is owing to the business’s quickly changing landscape, as evidenced by the SWOT analysis. It’s nearly impossible to ignore that we’re approaching a moment of unprecedented change. As we navigate this new era, technological upheaval and tremendous exponential growth are both blessings and curses that we must harness—or else carefully avoid. Unlike psychometrics, which is fixed and measures the fixed 20% of “the Self,” SWOT analysis evaluates the experienced and changeable 80% of “the Self.” Indeed, the SWOT analysis is based in part on the Enneagram, possibly the most important psychometric of all. But I’m getting ahead of myself. Because a SWOT analysis evaluates 80 percent of the self that is not fixed, our motivators may shift. Every day we see this phenomenon, but we have never had the proper language to explain it. Why do people have mid-life crises, for example? We often mistake these for “character flaws,” although they represent a shift in the drive. Perhaps someone came from a poor household and was motivated by money and financial security as a child, but by the age of 50, they are no longer motivated by this. This means they would have to figure out what motivates them now, which without a tool like ours can be a lengthy process of soul-searching and introspection. If the SWOT analysis is going in the company’s favor, it is not a one-time experiment that employees smile about for a few weeks and then forget. Business leaders can use SWOT analysis to build a culture of motivation, high performance, and learning about themselves, their teams, and the organization’s direction.
Gabriele, S. F. (2018). Clarifying and supporting root causes in organization behaviour: Toward a science of social systems. In Proceedings of the 62nd Annual Meeting of the ISSS-2018 Corvallis, OR, USA (Vol. 1, No. 1).