Defining The Processes Of Emergent Strategy Development Commerce Essay

Defining The Processes Of Emergent Strategy Development Commerce Essay Emergent strategy comes about through everyday routines, activities and processes in organizations (Johnson, et. al. 2005, Pp 408). It occurs by chance or happens within the organization without any long term planning. There are four organizational processes of emergent strategy development: Logical Incrementalism Resource allocation routines Cultural processes Organizational politics Logical Incrementalism The development of strategy by experimentation and learning from partial commitments rather than through global formulations of total strategies (Quinn and Voyer, 2003. Pp 408) Key features of logical incremental approach are Managers have a general view rather than specific view of future direction Develop strong, flexible core business and experiment with side bet ventures Top managers utilize mix of formal/informal social and political to pull together emerging pattern of strategies. Resource allocation routines strategies emerge through formalized routines and systems of the organization (Johnson, et. al. 2005, Pp 411). Key features of resource allocation routines approach are Day to day decision making about resource allocation across businesses Decisions may be made at a lower level than conventionally thought to be strategic Managers proposals competing for funds Collective effects of such decisions guide the strategy. Cultural Processes Incremental strategy development can be explained as the outcome of the influence of organization culture (Johnson, et. al. 2005, Pp 416). Key features are Self-reinforcing model Over time may result in strategic drift The model and the way we do things around here mean that managers try to minimize haziness/ambiguity by defining situation as something familiar. Organizational politics Political view of strategy development is that strategies develop as the outcome of processes of bargaining and negotiation among powerful internal or external interest groups or stakeholders (Johnson, et. al. 2005, Pp 414). Negative influence Powerful individuals may influence identification of key issues and strategies selected Obstructs analysis and rational thinking Results in emergent or incremental patterns of strategic development Emphasis or de-emphasis of data can be source of power Positive influence Champions will support new ideas. Political conflict and tensions may produce new ideas Emergent Strategy The case of Honda: In 1959, Honda Motor Corporation decided to enter the United States motorcycle market. They established the US operations in Los Angeles. The main aim of the Honda was to focus on selling 250cc and 350cc rather than the 50-cc Honda Cubs, which were a big hit in Japan. They think that the Honda 50cc Cubs were not suitable for the US market because in US everything was bigger and more luxurious. The sales of 250cc and 350cc bikes were slow because the bikes themselves were overwhelmed by mechanical problems and the Honda strategy was going to fail (Hill and Jones, 2009, Pp 25). The Honda officials were decided to sell the 50cc bikes to a broad market of Americans. Honda had also found an experimental channel of distribution, general retailers rather than specific motorbike stores. By 1964, nearly one out of two motorcycles sold in the US was a Honda (Hill and Jones, 2009, Pp 25). In this case, the companys carefully planned intended strategy but it was a failure. What ultimately worked was the emergent strategy. Using the website of a large organisation find its organisational chart. Explain why the organisation is structured in the way illustrated? Organizational structure clearly defines reporting relationships, decision-making authority and the physical location of employees from various departments. Organizational Structure Xerox: Source: (Xerox, 2011) Xerox Corporation is a technology and service company. Xerox Corporation is using the worldwide geographic area structure to support its multidomestic strategy. Geographical organizational structure group representatives from each functional department into units formed to serve a specific market or region. A divisional structure by geographic area is appropriate for this firm because the strategies need to be tailored to fit the particular needs and characteristics of customers in different geographic areas. David (2009) says that a divisional structure by geographic area allows local participation in decision making and improved coordination within a region. Xerox Corporation emphasizes product innovation to best serve customers needs and process innovations to simultaneously improve quality and reduce its production costs. Xerox is using multidomestic strategy to serve customers in its three primary markets like production, networked offices from small to large and value added services. The main reason for using this strategy is so the firm can apply its service capabilities to solve unique problems of customers in different geographic locations. Global Services, North America, Europe and Developing Markets Operations are the four business groups that make up Xeroxs organizational structure. Xerox relies on the match between its international strategy and structure of the organization as a key driver of profitable growth (Hitt, et. al., 2009, Pp 325). The main potential advantages for Xerox of having Geographical structure are: Customers can feel more at ease when speaking with local representatives who fully understand their language Customer support representatives will also have greater access to representatives from other functions Tracking the performance of individual markets and work groups is simplified under this structure Explain the four tenets of organizational learning? The learning organization is capable of continual regeneration from the variety of knowledge, experience and skills of individuals within a culture which encourages mutual questioning and challenge around a shared purpose or vision (Johnson, et. al. 2005, Pp 421). Tenets of Organizational Learning: Managers facilitate rather than direct Managers need the skills to facilitate and direct at the same time. Managers should be able to take correct decisions after consulting his team and getting useful ideas and feedback from the employees. This process would not only help the manager to identify problems and opportunities but would also help employees to be motivated and led towards the organizational goals. Leadership in a learning organization means involving employees in decision making. Information flows and relationships are lateral as well as vertical Instead of processing information through the existing hierarchical channels; the organization can establish vertical information systems. In this case, the information flow for a specific task (or set of tasks) is routed in accordance to the applied business logic, rather than the hierarchical organization. Following the lateral relations concept, it also becomes possible to employ an organizational form that is different from the simple hierarchical information. Lateral decision processes are established that cut across functional organizational units. The aim is to apply a system of decision subsidiary, i.e. to move decision power to the process, instead of moving information from the process into the hierarchy for decision-making. Organizations are pluralistic Every organization should entertain fresh and contradictory ideas to emerge which would then become the basis of debate and finally give rise to new strategies. Experimentation is the norm An important if not essential part of a learning organization is its ability to create new knowledge and to use it to capitalize on new opportunities open to the organization. This requires questioning the current status quo and how things are done, which allows employees to bring new ideas into the organization. Managers should also be willing to encourage individuals and teams to continuously improve the existing processes and try to evolve new strategies. Does structure follow strategy or does strategy follow structure? There are two views on the relationship between Structure and Strategy. Structure follow Strategy Strategy follow Structure The first observation put forward by Alfred Chandler (1962), was based on a study of the development of large corporations in the United States. The focus of the study was on the historical development of the businesses and the different types of organizational structure appropriate at each of the key stages of development. Chandler and Cain (1979) says that in all sides of an organizations structure, form the creation of departments and divisions to the designation of reporting relationships, and which should be made while keeping the company strategic intent in mind. He observed that the transition from one form of structure to another usually did not take place as soon as the key strategic issue changed. He suggested that although the entrepreneurs were typically very astute at strategy development and implementation, they tended to know very little about organization structure. From the research he concluded that Structure follows Strategy. The second view, Strategy follows structure is based on the idea that managers already working within a particular organizational structure will take the structure for granted and only consider strategies that will fit with the existing structure. The reason for managerial reluctance to change structure is associated with the time consuming effort involved in such a process and the fact that some managers will have vested interests in maintaining the structure as it is. According to Lynch (2006), strategy and structure are interlinked. It may not be optimal for an organization to develop its structure after it has developed its strategy. Strategy and the structure associated with it may need to develop at the same time in an experimental way: as the strategy develops, so does the structure. The organizations learn to adapt to its changing environment and to its changing resources, especially if such change is radical. If the strategy process is emergent, then the learning and experimentation involved may need a more open and less formal organization structure. Finally, an organization must achieve a fit, or congruence, between strategy and structure. Since different strategies and environments place different demands on an organization, they call for different structural responses. Give an example of an organisation where resource allocation processes (RAP) form part of strategy development? The Resource Allocation Process explanation of strategy development is that realized strategies emerge as a result of the way resources are allocated in organizations (Johnson, et. al. 2008, Pp 411). Bower and Gilbert argues that strategy is not like a software program that you install and it suddenly all works, it is a fluid process that is shaped by a range of internal and external forces (Bower and Gilbert, 2005). It is claimed that resource allocation must be viewed as something that gets in the way of implementing ideas but understood as a force that can lead a company in new and unforeseen directions. The role of resource allocation in strategy making: The case of Intel The Intel case shows clearly how resource allocation has a direct impact upon the effective strategy of a company. Intel started doing semiconductor memories; more specifically they had a dominant position in the production of DRAMs (Dynamic Random Access Memory). In 1971 an Intel engineer invented the microprocessor during a funded development project for a Japanese calculator company. Top managers must know the personal track record of the individuals who are making proposals for resource allocation, recognize the strategic issues in danger; reach down to operational managers to work across the division lines (Bower and Gilbert, 2007). Intels sales of microprocessors grew gradually in a host of small, emerging applications. In 1980s the Japanese DRAM makers intensifies their attack on the US market causing pricing levels to drop (Johnson, et. al. 2005, Pp 430). But, microprocessors consistently had the most attractive gross margins in Intels product portfolio, and the resource allocation process therefore systematically diverted manufacturing capacity away from DRAMs and into microprocessors. From this process, we can recognize the allocation of resources was guiding the company not the deliberate strategy.

Effect Of Violent Television Programs On Children In The U.S Essay

In 1996, the federal government of the United States passed a law demanding that every television set from the size of 13 inches and above to be installed with a V chip to control content being watched by children. This move was inspired by the recognition of the impact that violent television programs were causing on the children (Centerwall 69). More recently, some senators in US lead the drive to the enactment of laws that would control broadcast of sex ad violence on TV. TV violence has been a matter of greater concern since it occupies much of the TV content programmed in the US today. Research shows that concern for behavioral effects began as early as the 1950s and 60s following the introduction and popularity of televisions in US. Currently, TV broadcasting has evolved a lot in US such that content is being broadcast without much concern for age rating, especially following increased access to TV the children. Violence can be from news programs or fictional entertainment programs. A 1995 article in the Journal of American Medical Association points out that television has detrimental impacts on the normal development of children due to the increase in physical aggressiveness and health concerns (Centerwall 644). Later, the American Psychological Association published a policy statement urging pediatricians to advise their clients to control TV viewing among their children to not more than 1 or 2 hours. Effects of physical aggressiveness have also been confirmed by the US National Institute of Mental Health. This has especially impacted negatively on the religious foundations of children since aggressiveness contrasts the fundamental principles of most religions. Children usually learn by imitating what they observe, hence if exposed to violent programs they tend to emulate the violent behaviors shown on the program. Two separate studies conducted among young inmates convicted of violent crime cases including rape, assault and homicide indicates that between 22 % and 34 % confessed to have been consciously inspired by the crime techniques leant from TV programs they used to watch (Nathanson 141). A number of these were from a strong religious background. Some 1990 data shows that children in US between the age of 2 and 5 years of age were spent about 27 hours of their time every week watching television most of which were had violent content. Although religious principles may guide behaviour to some extent, psychologists argue that children of such age are usually unable to differentiate fantasy ad facts when it comes to television and hence end up accepting and believing what they watch, this erodes their moral and religious believes with time. A study conducted for close to 22 years among US children of age 8 and addressing the correlation of this group to the severity of crime committed by the same at age 30, found out that viewing of violent content correlated highly positively to the nature and seriousness of crime most were convicted of at age 30: at a probability of 0. 05% (Brandon 1). This number is inclusive of religious children implying that violent programs introduce them gradually to crime. A study on 100 male crime convicts, whereby 65 of them had no past association with crime; were of same age, residence background and race and aged between age 10 and 14, shows that there was significant statistical relation between exposure to TV violence and violent behaviour in adults. This proves the finding that violence has great potential to shape the behavior of a child irrespective of religion. A poll conducted among adult Americans show that about 43 percent of Americans believe that contribution of TV violence to increasing violence in the society is high than any other factors. Given that most Americans are religious people and so are their children, it is apparent homicide is against their principles. However, there is the data that states that the per annum rate of white homicides in US increased by 92 recent from 1945’s 1. 3 homicides/ 100000 US white citizens to 2. 5 / 100000 in 1974 (Centerwall 646). TV violence has been the leading cause of religious negligence among most young US people as they are inspired by the reality of TV the set of religious principles. This is regarded as the effect of high market competitiveness driving TV companies to broadcast violence in a â€Å"fantasy† manner to generate mass audiences for advertising purposes. There is less concern for responsibility. Religious children have been victims of juvenile crime as pointed out by senators Kefauwer and Dodd regarding relation of TV programs to the increases in juvenile crime. A study by The Centre of Research on the Effect of Television indicates that young people usually become insensitive to pain or other activity that inflicts suffering on others especially in real life. This has been noted more specifically by church leaders as the most basic factor driving religious children used to violent TV shows to try out violent activity. This is because they tend to believe what they see is the real world. Children, including the religious as well perceive violence in such program as fantasy since they lack the ability to differentiate fantasy and reality at below age 8 (Wood, et al. 375). In this regard, most children also tend to believe that violence is the most appropriate means of getting what one wants as is depicted by their heroes. Children also grow fear of the world that they live in. This affects their self drive and may make them to apply the violent activity in self defense on being made to perceive the real world as bad. This is in contrast to what religion advocates for. This rate of influence is even more alarming given the fact that about 54% of children in America have access to a TV set in their bedroom with 44% (religious children included) confirming that they watch totally different subjects when not with their parents. Research from Michigan University notes that TV contributes to abut 10% of the violent witnessed among religious children. The American Psychological Association notes that children who watch a lot of violent TV shows have more tendency to show violent behaviors such as disobedience, arguing and striking out at playmates irrespective of religious background (Harrison and Joanne 93). The Kaiser Family Foundation argues that most religious children as well as the non-religious ones have come to accept violence as an alternative to solving life problems due to prolonged exposure to programs depicting the same on TV. According to the Center for Disease Control, US, violence among children who watch a lot of television is the topmost public health challenge with the influence of the same on murder rates increasing at rates more than population growth (American Academy of Pediatrics 1119). Violent television has also been associated with increased levels of blood pressure which is a contributing factor to aggressiveness. It is undeniable that TV affects negatively the behaviour f children and it is even worth noting that religious children are not spared unless with the intervention of seniors. Works Cited Centerwall, B. S. â€Å"Television and violent crime. † The Public Interest 111(1993): 56-77. Harrison, Karin, and Joanne Cantor. â€Å"Tales from the Screen: Enduring Fright Reactions to Scary Media. † Media Psychology 1. 2 (1999): 97–116. Nathanson, Amy J. , and Joanne, Cantor. â€Å"Children’s Fright Reactions to Television News. † Journal of Communication 46. 4 (1996): 139–152. Centerwall, B. S. â€Å"Exposure to television as a risk factor for violence. † American Journal of Epidemiology 129 (1989): 643-652. Wood, W, Wong, F. Y. , and Chachere, J. G. â€Å"Effects of media violence on viewers’ aggression in unconstrained social interaction. † Psychological Bulletin 109 (1991): 371-383. American Academy of Pediatrics. â€Å"Committee on Communications: Children, adolescents, and television. † Pediatrics 85(1990):1119-1120. Brandon, Centerwall S. â€Å"Television and Violence: The Scale of the Problem and Where to Go From Here† JAMA 267. 22 (1992). Retrieved August 3, 2010 from http://cursor. org/stories/television_and_violence. htm.

Toefl Essay Format and Samples: No Longer a Mystery

Toefl Essay Format and Samples: No Longer a Mystery The One Thing to Do for Toefl Essay Format and Samples Just like the Reading section, the lectures will concentrate on something to do with academia, but the test-taker doesn't need a prior understanding of the material in order to obtain the perfect answer. From time to time, the best method to learn and understand new information is by way of seeing and understanding work which is already completed. To me, there's not anything more important than good health. Doubtless, helping a child to learn how to read is vital. Toefl Essay Format and Samples Help! A terrific eBook reader ought to be set up. When you surf our site for recommendations that may help you write your own essay, you will come across many helpful tips. The topic is going to be a comprehensive surprise. Brainstorm and make a fast collection of your ideas. Essay writing can be rather a challenge. Essay writing skills is a hard and time-consuming endeavor. 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