| In this article, we look at the first
| |
| | similar organisations are responding to
|
| group of activities that successful
| |
| | current and forecast changes.
|
| leaders must organise and manage in order
| |
| | Considering The Needs Of Stakeholders,
|
| to ensure the success of their
| |
| | by: identifying all stakeholders, within
|
| strategies.
| |
| | and outside the organisation; evaluating
|
| Ensuring Successful Analysis, by:
| |
| | the importance of support from each
|
| analysing the operating environments on a
| |
| | stakeholder group; consulting with
|
| regular basis, and additionally when
| |
| | stakeholders to identify and understand
|
| major changes occur; using legal and
| |
| | their needs; explaining to stakeholders
|
| ethical means to gather information;
| |
| | the organisation's strategies and values;
|
| using experienced specialists to gather
| |
| | resolving conflicts and misunderstandings
|
| and analyse the information; using an
| |
| | through discussion. The aim of this
|
| appropriate range of information
| |
| | activity is to ensure that the needs of
|
| gathering tools and techniques; gathering
| |
| | the stakeholders are known, and their
|
| information from an appropriate range of
| |
| | views taken into consideration.
|
| sources; ensuring that forecasts, trends,
| |
| | Stakeholders can include operational
|
| predictions, are supported by sufficient
| |
| | staff, managers, trade unions,
|
| evidence. The objective is to carry out
| |
| | shareholders, suppliers, customers,
|
| an analysis that provides the
| |
| | clients, sponsors, funding organisations,
|
| organisation with a clear picture of the
| |
| | partner organisations, local government
|
| current environment in which it operates,
| |
| | departments, and local or national media.
|
| and a forecast of impending changes. This
| |
| | There can also be sector-specific
|
| will enable the leaders of the
| |
| | stakeholders, such as relatives of
|
| organisation to make changes to existing
| |
| | patients, in the hospital sector, local
|
| operational objectives in response to the
| |
| | residents affected by major construction
|
| findings on the current situation, and to
| |
| | projects, or parents of schoolchildren.
|
| longer term plans in preparation for the
| |
| | Evaluate The Internal Condition Of The
|
| predicted changes. A thorough analysis
| |
| | Organisation, by: analysing the
|
| should be carried out at least annually,
| |
| | organisation's current internal
|
| with quarterly reviews. This will ensure
| |
| | condition; carrying out a review of
|
| that the leaders of the organisation are
| |
| | strengths, weaknesses, opportunities, and
|
| fully informed at all times, and are
| |
| | threats. The aim is to build a detailed
|
| equipped with information that will
| |
| | picture of the current condition of the
|
| enable them to respond appropriately to
| |
| | organisation, in terms of its internal
|
| any changes which impact on the
| |
| | health. This should be comprehensive,
|
| organisation.
| |
| | looking at all internal aspects of the
|
| Analysing The External Environment, by:
| |
| | organisation, including for example, the
|
| identifying the components and the
| |
| | physical location(s) in which it
|
| boundaries of the external environment in
| |
| | operates, condition of buildings,
|
| which the organisation operates;
| |
| | equipment, vehicles, plant, funding,
|
| considering the current political,
| |
| | operational performance, recruitment,
|
| economic, social, technological, and
| |
| | retention, training and development,
|
| environmental situation; gathering
| |
| | policies, procedures, products, services
|
| appropriate, sufficient, reliable, and
| |
| | .... and so on.
|
| valid information; identifying and
| |
| | Adjusting Current Strategies, by:
|
| evaluating trends; evaluating the impact
| |
| | considering the findings of the analysis
|
| of current influences on the
| |
| | activities, and then evaluating current
|
| organisation; forecasting the impact of
| |
| | strategies and direction against these;
|
| potential changes on the organisation.
| |
| | consulting with specialists and key
|
| The objective here is to gather
| |
| | stakeholders about the proposed changes;
|
| information which highlights or predicts
| |
| | adjusting current strategies and
|
| changes in the world in which the
| |
| | strategic objectives or replacing them
|
| organisation operates. There are many
| |
| | with new ones; implementing a management
|
| thousands of local and international
| |
| | system that will monitor, control, and
|
| influences and forces which impact on the
| |
| | adjust where necessary, the new
|
| organisation. Indicative examples include
| |
| | strategies. The objective here is clear.
|
| demographic changes, cultural changes,
| |
| | To survive, the organisation must have in
|
| and social behaviour changes, all of
| |
| | place appropriate strategies. Unless
|
| which can lead to changes in customer
| |
| | strategic direction, specific strategies,
|
| markets and buying patterns. Another
| |
| | and their related objectives, are
|
| example is a potential or forecast change
| |
| | regularly evaluated, maintained and
|
| in a technology which could end demand
| |
| | adjusted, the ability to compete will
|
| for certain products or services. For
| |
| | deteriorate and eventually the
|
| almost any organisation, of any size, and
| |
| | organisation will fail.
|
| in any sector, gathering and analysing
| |
| | Adjusting Systems and Structures, by:
|
| this type of information is critical.
| |
| | evaluating the appropriateness of the
|
| Evaluating Competitor Behaviour, by:
| |
| | current systems and structures in meeting
|
| identifying current and potential
| |
| | the demands of the new strategies;
|
| competitor organisations; gathering
| |
| | consulting with all affected stakeholders
|
| appropriate information on current and
| |
| | on proposed changes; planning and
|
| forecast competitor activity; evaluating
| |
| | implementing changes to operational,
|
| the strengths and weaknesses of
| |
| | quality, and cultural systems, policies,
|
| individual current competitors;
| |
| | procedures, and structures; implementing
|
| considering the potential impact of new
| |
| | procedures to monitor, control, and
|
| entrants or changes in competitor
| |
| | adjust these as necessary. The purpose of
|
| behaviour. The purpose of this is
| |
| | this is to put in place an appropriate
|
| straightforward. Competitors are, by
| |
| | infrastructure that will support the new
|
| default, competing for the same
| |
| | strategic and operational objectives.
|
| customers, and if they are worthy
| |
| | Unless this infrastructure is compatible
|
| competitors, they will be carrying out
| |
| | with, and supports the achievement of,
|
| the same type of analytical activity, and
| |
| | these objectives, the strategies will run
|
| responding to their findings. Competitor
| |
| | into difficulties and almost certainly
|
| activity can be a vital component of the
| |
| | fail.
|
| information gathered, as it indicates how
| |
| |
|
