The processes of emergent strategy development - Free Essay Example

Sample details Pages: 5 Words: 1405 Downloads: 6 Date added: 2017/06/26 Category Marketing Essay Type Research paper Did you like this example? Emergent strategy comes about through everyday routines, activities and processes in organizations (Johnson, et. al. 2005, Pp 408). Don’t waste time! Our writers will create an original "The processes of emergent strategy development" essay for you Create order 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 appr oach 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 identificatio n 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 For example Motorola has successfully met the needs of emerging markets by using its fundamental technological strengths in electronic components to progress from supplying TVs and car radios to offering telecommunication services. Using the website of a large organisation find its organisational chart. Explain why the organisation is structured in the way illustrated. The General Electric Company or GE is an American based multinational corporation incorporated in the state of New York. The company operates through seven segments: Global Growth Operations, Energy, Capital, Home Business Solutions, Healthcare, Aviation and Transportation. The organizational chart of the company is shown below. Source: (GE, 2011) GE organizational chart represents the multidivisional structure because, is built up of separate divisions on the basis of products or services. Each division responds to the specific requirements of its products or market strategy using its own set of functional departments (Johnson, et. al. 2005, Pp 438). The main potential advantages for General Electric of having multidivisional structure are: (Grant, 2005) (Johnson, et. al. 2005, Pp 439) (Pearce II and Robinson, 2009, Pp 344) Top management has limited decision making capacity Corporate management as interface between shareholders and business level managers. Eff icient allocation of resources through internal capital and labor markets Flexible add or divert divisions Increases focus on products, markets and quick response to change Control by performance Strong identification with products Opportunity for employees to learn other functions But there are some strategic disadvantages for General Electric of having multidivisional structure are: Difficult to achieve clear division of decision making between corporate and divisional levels. Increases cost incurred through duplication functions Fragmentation and non co-operation. Explain the four tenets of organisational 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 Information flows and relationships are lateral as well as vertical Organisations are pluralistic Experimentation is the norm Managers have a generalized rather than specific view of where they want the organization to be in the future and try to move towards this position incrementally. And managers may seek to develop a strong, secure, but flexible core business. They will then build on the experience gained in that business to inform decisions both about its development and experimentation with side bet ventures. 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, forms the creation of divisions and departments to the designation of reporting relationships, and should be made while keeping the organizations 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 l ittle 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 resou rces, 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 track record of the people who are making resource allocation proposals, recognize the strategic issues at stake; reach down to operational managers to work across 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 see how the resource allocation and not the deliberate strategy was in reality guiding the company.

My Professional Growth Experiences And The Related...

My Professional Growth Experiences and the related activities have impacted student learning in innumerable ways. My growth has directly and indirectly impacted student learning in my classroom through a pedagogical change. I have expanded content knowledge through the process of incorporating technology into my classroom. I have participated in numerous training courses for Promethean Board, iPad/iPod, and Chromebooks; providing the equipment and opportunity for students to learn and become confident users of technology. I have also worked with colleagues, who were more proficient than I, and the various technology tools. I deepened content knowledge in science and math as I participated in training and teaching other teachers ways to introduce and integrate the current math standards. I systematically questioned the use of phonics over sight word instruction, all while realizing my need for differentiation in all areas of my classroom. Reflecting on PGE One, I am in a quandary. I want to provide as many meaningful interactions for students as possible. Yet, I am noticing (over the last few years) students entering school less prepared. They do not know their letters or numbers, cannot say the ABC’s or count to ten, are unable to write or spell their name, do not know how to use a pencil or scissors, much less know how to participate in a classroom with other children. Brain research has shown that early years of life are the mostShow MoreRelatedThe Most Powerful Learning Experiences For Me1624 Words   |  7 Pagesassigned to us by our Professor, were the most powerful learning experiences for me. In developing common focus, as stated in Gitterman and Germain (2008), members need to establish group rules and also remember to â€Å"build on one another’s contributions, identify and focus on salient collective themes, invite expression of differences† (p. 174), as well as welcome opinions which are contradictory or different from the majority. 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A review of `act of violence’ Free Essays

Frank Enley (Heflin) who is a soldier of World War II, comes back home from the warfare after surviving a German POW campsite whilst the rest of his companions have been assassinated. What he is not aware of is that Joe Parkson (Ryan), one of his jail friends has survived. Parkson recognizes that Enley assisted the Nazis in exchange for foodstuff whilst at prison, and Parkson is a manhunt to demolish the so-called â€Å"war hero† (Briggs J, 2003, 177) Enley, who is at the moment married to Edith (Leigh), ought to confront his dark history as well as the fact that he is a coward not a hero of war. We will write a custom essay sample on A review of `act of violence’ or any similar topic only for you Order Now In the meantime, Parkson gets closer and close to attaining his revenge. Enley then sets out hiding by leaving behind his bewildered wife and surviving on the lam. Enley enlists the help of a prostitute, Pat (Mary Astor) as well as a Hitman (Berry Kroeger) (Briggs J, 2003) A comparison of Robert Ryan’s acting/story line ‘Act of Violence’ must have been fascinating in 1948 when its idea was fresh. Enley is tracked by Parkson to a mountain lake and then Parkson pursues him home, pulling his lame leg around the home like Lon Chaney’s Mummy ogre and driving Edith Enley partially wild with fear. Edith recognizes that something essential is awry when Frank declines to call the police or take any apparent safety measures against Parkson; his plan is to merely avoid him, as if going missing might resolve the problem. (Briggs J, 2003) Parkson has no difficulty tracing his mine to a contractor’s convention in the city center of Los Angeles. Drunk, terrified and not to able to face his own guiltiness, Enley is selected up by a trio of skid line lowlifes. B-Girl Pat (Mary Astor, seven significant years following The Maltese Falcon) sets up Enley for a dishonest lawyer (Taylor Holmes) and a slimy hit man (Berry Kroeger) who searches for profit by getting rid of Parkson for cash. (Briggs J, 2003) The film’s dramatics are peculiarly unresolved. Both principal male characters are crippled. Parkson is a physical/emotional mess of vengeance motivations, and Enley is a moral weakling. Detached from the root source, the women ought to look beyond their own understanding to realize what to do. Parkson’s loyal darling Ann Sturges (Phyllis Thaxter) battles his revengeful expedition every step of the way, whereas Enley’s unfortunate wife Edith has a more difficult predicament. She’s disgusted when her handsome husband discloses himself to be gutless and guilty, but never goes beyond passively yielding to his desires, even when he repetitively deceives her, ‘good reasons’ or no. Enley’s whining explanation of the deadly wartime incident is so dreadful that Edith has no immediate reply. Her husband teamed up with his Nazi captors to live, a choice taken for individual survival and streamlined by the assertion that he was trying to defend his fellow prisoners. The consequence was that all of his bunkmates were unpleasantly murdered; Parkson survived merely by pure luck. (Briggs J, 2003) Enley has managed a relaxed denial for three years, believing that all of the men affected by his fault were dead. But as quickly as Parkson materializes, he disintegrates into a whining child, alternately excusing and condemning himself, and most unforgettably weeping out in a downtown L.A. subway for Parkson not to pass away. Inquisitively, Enley’s bad ruling in the P.O.W. campsite no longer appears so unforgivable, only in draconian rules of honor are starved men anticipated to die silently, remaining fully accountable for their actions as they give in. (Briggs J, 2003) How to cite A review of `act of violence’, Papers

Social Network Marketing Strategy Free Samples†MyAssignmenthelp.com

Question: Discuss about the Social Network Marketing Strategy. Answer: Introduction Kietzmann et al. (2011) notes that there has been a paradigm shift from the traditional marketing strategies. Businesses are now increasingly moving towards the use of social network to market their products. This has been so due to the favorable marketing environment that the platform offers. The over a million internet users at any given time and low-cost promotions have made companies turn their focus to social network as their primary marketing strategy. As a result, this paper is going to analyse how National Australia Bank (NAB) is using the social network platform to maintain an online presence and effectively enhance customer interaction and communicate with the general public. The report will also focus on the social network strategy being used by NAB Social media presence According to Lenhart et al (2010) use of social network platforms by the general public, teens and young adults have pushed organizations to rethink their marketing strategy to net new clients. One of those companies that have amended their plan to incorporate social network marketing as one of their key pillars is the National Australia Bank (NAB). To show how serious the company is about maintaining an online presence, it has developed a Social network command centre at their headquarters in Melbourne Australia. The command center is aimed at helping the bank manage social network interactions between it and its customers. This Bank has also launched a series of social network campaign aimed at making their customers and the general public of their online presence. For instance, the recent campaign by NAB dubbed Break up with your bank has seen customers welcoming the banks move to have an interaction with them through social network platforms such as Tweeter and Facebook. The campaign not only highlights the banks potential to reach out to potential online customers but also its ability to interact and understand their customers over social network channels. According to a survey done by financial brand (2011). NABS social network team receive at least 5000 comments on their social network pages monthly. In this, they can resolve over 500 customer service inquiries. Also, the report further reveals that NAB has been experiencing a growth of 10% in the number of customer service interactions it receives on their social network pages. NAB is believed to be one of the first banks in Australia to embrace the use of social network to improve customer interaction. In 2005 this organization opened its YouTube account and has been operational for more than ten years now. This means that NAB has received more video views on YouTube than any other Australian bank. Their Twitter presence is also remarkable as they have more followers on Twitter than most banks in the region. Analyzing its Facebook presence, NAB is still on the leading pack with over a 100,000 Likes on its Facebook account. The bank is also using the Face book page to run some promotional campaigns due to the large audience it enjoys in this platform. According to a social network survey by financial brand NABs social network community has grown exponentially since 2012 and now claims more than 140,000 followers on face book, twitter, and YouTube. Its content is also believed to reach over 15 million users (Gallaugher and Ransbotham, 2010). Social media audience Looking at the social network presence of NAB, having a large audience has enabled this bank to engage with their clients on a regular basis. The bank does not only use the platform to sell its product to existing and new customers but also to alert the clients on service issues. For instance, whenever there is a technical failure on Internet banking or ATMs that may affect service delivery, the bank uses its social network pages to share information concerning the crises. On Twitter NAB has been able to manage its audience in the most interactive way. The social network tool has also been used to communicate emergency information to clients and to respond to clients queries. NAB boasts of real-time solutions to its customers queries on this platform. Using Twitter NAB has made a name for itself as the only bank in Australia that engages its audience with immediate answers whenever they are faced with difficulty in using the banks products (Farrell, 2010). Social media marketing NAB social network campaign has catapulted the bank to another level when it comes to enhancing customer interaction and penetrating the larger Australian market. One of the key marketing strategies that are behind NABs social network success has been the use of guerrilla marketing tactics. This is clever and well-organised gimmicks that are meant to stir up social network buzz and improve the banks social network presence. An example of such a stunt is one in which they released a promotional campaign concerning usage of their atm. In this video found on their social network pages, NAB is championing of the installation of an ATM in their clients homes as a way of making it easy for them to make access their money. In this advert, customers are to join a contest that would see a luck customer getting the grand prize of having an ATM installed in their home and he should be willing to allow NAB broadcast their in-home ATM usage over the internet( Chui and Roberts, 2009) One thing that NAB is betting on is the peculiar nature consumers who enjoy watching crazy stunts and gimmicks online. Once they have watched this stories on other social network channels, any advertisement stunt posted by the bank on their social network platform draws more attention to the bank's social network pages. This eventually helps the bank in building its followers much faster than other banks in the region The development of a social network command centre by NABS enables the Bank to create a social network buzz that worked well with its strategy of penetrating the social network market. The bank is using the social network as a marketing tool to bring intimacy between them and their clients. NAB is now looking at a possibility of using the social network to market and respond to customer queries round the clock every day including weekends. This 24-hour service will be possible through social network since consumers can access social network pages any time as long as they have their phones and access to the internet. Ethics, privacy, and security Despite the intrinsic role being played by social network in the banking sector various ethical and privacy issues have risen. Banking is one of the financial sectors that privacy of clients data is key. However, use of social network has eroded customer data confidentiality that was being enjoyed by customers before the emergence of social network networks. Customer s details. Account information can now be posted and read by the entire world through this social network channels such as tweeter, Instagram, Facebook, etc (Dwyer, Hiltz. and Passerini, 2010).). Another ethical issue that banks have to contend with is the lack of proper social network policy that governs what is to be posted on this social network pages and what is to be avoided. For instance, NABs closest competitor Commonwealth Bank was recently criticized over its social network policy which called for the punishment of employees if they failed to report negative comments posted on the bank's social network pages by customers. This is one but many of the legal and ethical implications of the use of social network platforms that banks and other organizations have to contend with. Another ethical issue that results with the use of social network is the prevalence of pseudo or fake accounts. Cyber hackers have infiltrated the social network platform and now are targeting bank clients with and aim defraud them. These cyber fraudsters have come up with fake Twitter and Facebook accounts designed to convincing clients to give out their bank details and later swindle them of their savings. These accounts are opened with the name of banking institution such as NABS or Commonwealth Bank. Many customers have fallen into this trap, thinking their chatting with a genuine bank employee in the social network pages only to realize later they were being addressed by fraudsters who have opened fake social network accounts. Phishing has been seen as one of the security issues that arise from using social network platform and other forms of electronic communication. Banks operating social sites have found themselves victims of this vice that has become rampant and discouraged other players from incorporating social network marketing as part of their marketing strategy. Bose and Chung (2007), defines phishing as an illegal act of attempting to access confidential information such as passwords, credit card numbers, and usernames and bank account details by individuals pretending to be trustworthy entities over the internet. This individual may send messages alleging to come from genuine sites, banks and other renowned companies with an online presence. The messages are coined in such a way that they will prompt the receiver to release sensitive information concerning their bank accounts, credit card passwords or even log-ins to their internet banking. In phishing, the unsuspecting individuals are prompted to enter their private details into a fake website that is a look-alike of a genuine site. In other words, phishing can be described as a well-crafted system that cyber attackers use to fraud internet users. Among the effects of phishing include loss of customer privacy, financial losses and inn worst cases it might lead to denial of services since no company would want to continue running their services over the internet once they have been phished. Social media technologies NAB social network and control Centre uses the latest social network technology to help the bank manage its social network networks. The backbone of the social network and control center is built on two strong pillars, and these are; the Intel technology and the sales force marketing cloud. The command center is fitted with five large latest technology LCD screens which channel signals from the sales force that highlights what is trending on social networks and also assist in identifying and crisis that may be facing the bank. The social network center is considered as a visual room which projects and highlights the latest trends in the social network platform thus giving NAB an edge forward in coming up with social network strategy that would meet the ever-changing needs of the customers. The Bank has also been able to extend their penetration by coming up with nifty mobile applications that allow users to access bank products and comment on their services from anywhere, anytime Conclusions One feature that is evident with the social network platform is that this is a platform that evolves rapidly and incorporates new functionalities that are ever dynamic. Organizations that are planning to embrace this platform will, therefore, need to be creative and always think on their feet on the next strategy that will keep the afloat and buzz on this social pages. Different social network platforms have their strengths and weaknesses. As a result, banks will be required to settle on a strategy that would incorporate more than one social network service so as to maximize the vast opportunities being offered by the different social network platforms. The social network can be a business support tool for banks if used in the correct manner. Most banks are still reluctant to incorporate social network strategy in their marketing plan. However it is possible for this banks to come up with social network strategies by analysing how other business entities use social network to market their products online. Looking at NABs online presence, it is imperative to note that having more online followers has a positive effect on the growth of the business. The development of a social network command centre by NABS enables the Bank to create a social network buzz that worked well with its strategy of penetrating the social network market. The bank is using the social network as a marketing tool to bring intimacy between them and their clients. This means that more discussions online concerning the bank's product will eventually lead to more clients joining the bank hence increase in growth. Despite this, Banks should also be aware of the security threats and unethical behaviour that arise from the use of social network platform to market its products. Unethical activities over social network platforms can deprive users of their right to socialize, and in worst cases, they cannot do business. For instance, victims of phishing may lose ownership of their social network accounts, bank accounts, and credit card accounts to criminals since they have access to their confidential information. Phishing has also allowed criminals to conduct their criminal activities without being noticed. As they drive traffic towards their social network pages, banks should also put a lot of weight when it comes to protecting their customers from this security threats. This way they will be able to return the confidence of clients in accessing the ir online services and at the same time increase their market base exponentially. Studies by different scholars have further indicated that social network platforms are being used by organizations to seek new clients, enhance customer interaction and creating engagement with the public. Despite many organizations having adopted the use of social network as a business support tool, others are still reluctant on whether to onboard it as part of their business strategy. In summary social media marketing will continue to dominate marketing strategies for various organisations due to improvement in technology and the world becoming a global village connected by the internet (Cox, 2009). References Bose, I and Chung, A.( 2007). Unveiling the Mask of Phishing: Threats, Preventive Measures, and Responsibilities. Communications of the Association for Information Systems 544- Print. Baumbach, D. J. (2009). Web 2.0 and You.Knowledge Quest, 37 (4), 12-19. Bloemer, J., Ruyter, K. D. and Peeters, P. (1998). Investigating drivers of bank loyalty: the Chui, complex relationship between image, service quality and satisfaction. International Journal of Bank Marketing, 16 (7), 11. M., Miller, A. and Roberts, R., P. (2009). Six ways to make Web 2.0 work. McKinsey Quarterly Retrieved from: https://goo.gl/FqAz2 Cox, J. S. (2009). Social networking in the workplace. Paper360, 4 (6), 36-37. Culnan, M. J., McHugh, P. J. and Zubillaga, J. I. (2010). How Large U.S. Companies can use Twitter and Other Social network To Gain Business Value. MIS Quarterly Executive, 9 (4), 243-259. Deering, R. (2010) Suncorp's Social network Experiment Retrieved from://goo.gl/95bS9 Devitt, T. I.(2009). Social Networking and the Workplace?Orange County Business Journal, 32 (37) 23. Dwyer, C., Hiltz, S. R. and Passerini, K. (2010). Trust and Privacy Concern Within Social Networking Sites: A Comparison of Facebook and MySpace. In:Americas Conference on Information Systems (AMCIS), Keystone, Colorado. Farrell, K. L. (2010). Facebook and Twitter Are Nice, But Are They Compliant? ABA Bank Marketing, 42 (2), 26. Fortino, A. and Nayak, A. Year. An architecture for applying social networking to business. In, 2010. Gallaugher, J. and Ransbotham, S. (2010). Social network and customer dialog management at starbucks. 9 197-212. Haley, K. (2008). Social networking in business.NZ Business, 22, 40-41. Hanna, R., Rohm, A. and Crittenden, V. L. (2011). We're all connected: The power of the social network ecosystem. Business Horizons, Article in the Press. Kamel Boulos, M. N. and Wheeler, S. (2007). The emerging Web 2.0 social software: an enabling suite of sociable technologies in health and health care education. Health Information and Libraries Journal, 24 (1) 2-23. Kaplan, A. M. and Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of Social network.Business Horizons, 53 (1),59-68. Kietzmann, J. H., Hermkens, K., McCarthy, I. P. and Silvestre, B. S.(2011). Social network? Get serious! Understanding the functional building blocks of social network.Business Horizons, 54 (3) 241-251. Lee, J. (2011).CBA, Westpac, ANZ, NAB compete for Facebook fans, Twitter followers Retrieved from: Available: https://goo.gl/xrgAV Leitch, S. and Warren, M. (2011).The Ethics of Personal Information upon Facebook,IGI Global. Lenhart, A., Purcell, K., Smith, A. and Zickuhr, K.(2010). Social network and Mobile Internet Use Among teens and Young Adults. PEW Interent and American Life Project,Washington. LoLiang, K., Mahamad, O.Ramayah, T.and Mosahab, R.( 2010). The Impact of Service Quality on Customer Loyalty: A Study of Banks in Penang, Malaysia. International Journal of Marketing Studies, 2 (2) 57-66. Lohman, T. (2011). NAB reports online banking login issues. ComputerWorld. IDG Communications, online