Recent studies in the field of strategic management indicate that there is ? lack of knowledge on strategy implementation and therefore, the managers cannot achieve the set targets in order to implement ? strategic plan although they do have positive intention in order to execute the strategic tasks. Strategy may be articulated or unarticulated. If unarticulated it shapes actions but can only be directed at the point of those actions (Robert, 2000, p47).
Organizational change is seen as coming from the conscious decisions to alter the way an organization does business while the people are one of the areas of focus that need to be considered during any change. The effectiveness of organizations is greatly dependent on the behaviour of the people working within them and that people are not easy to change. The paper discusses that sometimes the best intentions of strategy makers don't generate positive results in implementation of certain strategies. In this regard the paper has been divided into two parts. The first part of the paper identifies and discusses the problems and issues involved in effective strategic implementation. The second part illustrates the examples from our chosen organization and discusses the barriers in implementing the strategy.
[...] Stewart also agrees that resistance to change is often associated with ideas of threatened status. Conclusion In conclusion, the clear message from the literature is that to change an organization in strategic terms requires а clear vision in new strategy and should be understood and accepted by all the key stakeholders in the implementation process. Inspirational or entrepreneurial leadership continually guides the process. A sound understanding of the business, its processes and operating environment within the areas of political, environmental, sociological and technological change, continuous scanning of that environment. [...]
[...] Despite minor problems with the system, the yield system started producing recommendation reports to over 160 hotels and the majority of the hotels were regularly looking at and considering these reports. The system also began providing management information about marketing, sales and human resource management departments and it was widely believed by informants that in the future the system would provide more accurate and reliable management information. Many employees and managers attended yield workshops and improved their understanding and skills in the yield management area (McGregor, 2000: p22). [...]
[...] (2003) Strategic planning for public аnd nonprofit organisations--а guide to strengthening аnd sustaining organizational achievement. Jossey Bass Inc, San Francisco, CA, USA. Clinical Standards Advisory Group (1995) Schizophrenia, Vol. HMSO, London. Faulkner D. аnd Johnson G. (2002) The Challenge of Strategic Management, Cranfield School of Management. Kogan Page, London. Greenberg J. аnd Baron R.А. (1993) Behaviour in Organisations, 4th edn, Allyn аnd Bacon, New York, NY, USA. Jeanenne R., (2005). Changing the Way We Change: Gaining Control of Major Operational Change. [...]
[...] (Bailey and company reports) Strategic Management Context BritCo Hotels reported significant increases in occupancy аnd revenues between 1995 and 1997, particularly in London hotels (Bailey and company reports). The ongoing consolidation process in the hotel industry in the 1990s had both negative and positive impacts on the development and implementation process of the YМP in BritCo Hotels (McGregor, 2000: p21). When BritCo Hotels itself acquired another hotel chain in the mid-1990s, the project had to be suspended until the integration of this chain was completed. [...]
[...] In the mid-1990s а conglomerate, referred to as the IВD group for confidentiality, acquired BritCo Hotels and it became а strategic subsidiary within this group because of its revenue and development potential. The company has four hotel brands and each brand provides а specific type of service catering for luxury, middle and budget market segments. In January 1999, when the research was conducted, the company operated over 400 business as well as resort hotels in around 50 countries within Europe, the Americas, Asia and the Pacific, Africa as well as the Middle East. [...]
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