Values and Strategy Paper Grading Guide STR/581 Version 12 ✓ Solved

The Week 1 assignment really lays the foundation for the rest of the course. Students have the opportunity to look at the entire process of strategic management of an organization as well as the mission, vision, and values. With this foundation, students will be working together with their teams to develop a strategic plan and also create their own mini-strategies. They are able to take a look at the process as a whole in Week 1 and see how what they are doing fits in with the process.

The paper includes the identification of the major components of the strategic management process. The paper includes a discussion of how these components work together to create value for the organization. The paper includes an evaluation of the company’s mission statement, vision statement, motivation strategy, innovation strategy, and people strategy. The paper also includes an explanation of how they are affected if the organization does not have a mission or vision statement. The paper includes an explanation of the role of ethics and corporate social responsibility in strategic planning and how it affects their strategy. The paper also includes a discussion of how your own values and vision align with the organization’s vision and values.

The paper is 700 to 1,050 words in length.

Paper For Above Instructions

Strategic management is a critical process that organizations undertake to define their direction and make decisions on allocating resources to pursue this direction. This paper discusses the essential components of the strategic management process, explores the creation of value for an organization, and evaluates how these components interact concurrently to achieve the organization’s goals. It delves into the missions, visions, and ethical considerations that underpin effective strategic planning, along with how personal values can align with organizational values.

Strategic Management Process

The strategic management process consists of several key components: assessing the environment, defining the vision and mission, crafting strategies, implementing the strategies, and monitoring progress. These components are interdependent. For instance, an accurate environmental assessment helps in formulating a mission statement that reflects the core purpose of the organization. Furthermore, well-crafted strategies empower an organization to achieve its vision.

Creating Value Through Strategic Management

Creating value for an organization is fundamentally connected to strategic management. By aligning operational capabilities with market demands, organizations enhance customer satisfaction, increase efficiency, and ultimately drive profitability. Each strategic component works together to ensure that an organization is not just surviving but thriving in its industry. For instance, the motivation strategy influences employee engagement, leading to better execution of the organization's vision and the realization of strategic objectives.

Company Evaluation: Mission and Vision

Examining a company's mission and vision can provide insights into its strategic direction. A well-defined mission statement articulates what the organization seeks to achieve in the present, while the vision statement offers a roadmap for the future. For example, companies like Google emphasize their mission to organize the world’s information, which illustrates a clear purpose and guides their strategic initiatives. If an organization lacks these guiding statements, it risks operating without a clear direction, leading to wasted resources and missed opportunities (Kaplan & Norton, 2008).

The Role of Ethics and Corporate Social Responsibility

Ethics and corporate social responsibility (CSR) are vital to the strategic planning process. Ethical considerations shape company strategies, ensuring operations align with societal values and expectations. CSR initiatives can enhance brand reputation and customer loyalty, further adding value to the organization. For instance, businesses that adopt sustainable practices not only comply with regulations but also appeal to a growing market segment that values environmental stewardship (Porter & Kramer, 2006).

Personal Values and Alignment with Organizational Values

Individuals' values often play a significant role in their perceptions of and contributions to an organization. When personal values align with those of the organization, there is greater job satisfaction, increased commitment, and enhanced performance. Understanding how one's values resonate with the organization's vision can lead to more meaningful participation in strategic initiatives (Schwartz, 2012). For example, someone who values innovation may thrive in a company that promotes creativity as part of its mission.

Conclusion

In conclusion, the strategic management process is integral to an organization's success. It begins with the identification of its mission and vision, which are paramount for providing direction. The various components of this process work collaboratively to create value, drive ethical considerations, and align personal values with organizational aspirations. Ultimately, strategic management not only fosters organizational growth and sustainability but also enhances employee engagement and commitment.

References

  • Kaplan, R. S., & Norton, D. P. (2008). The Execution Premium: Linking Strategy to Operations for Competitive Advantage. Harvard Business Press.

  • Porter, M. E., & Kramer, M. R. (2006). Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review, 84(12), 78-92.

  • Schwartz, S. H. (2012). An Overview of the Schwartz Theory of Basic Values. Online Readings in Psychology and Culture, 2(1), 1-20.

  • Drucker, P. F. (2007). The Effective Executive: The Definitive Guide to Getting the Right Things Done. HarperCollins.

  • Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. Prentice Hall.

  • Porter, M. E. (1996). What is Strategy? Harvard Business Review, 74(6), 61-78.

  • Bryson, J. M. (2011). Strategic Planning for Public and Nonprofit Organizations. Jossey-Bass.

  • Ansoff, H. I. (1987). Corporate Strategy. Penguin Books.

  • Barney, J. B., & Hesterly, W. S. (2015). Strategic Management and Competitive Advantage: Concepts and Cases. Pearson.

  • Collis, D. J., & Rukstad, M. G. (2008). Can You Say What Your Strategy Is? Harvard Business Review, 86(4), 82-90.