The reason why strategic orientation is fundamental to fundamental organization development

The reason why strategic orientation is fundamental to fundamental organization development

Strategic orientation refers to fundamental principles that act as a guide to all individuals working at the capacity of an organization, either as an individual or a member of a group. All functional units of a firm should converge towards a common goal and objective. For management purposes, all industries, groups, and members need to be monitored and operate in a coordinated manner. The corporation design establishes a bottom-up communication strategy. Ortiv’s plan for a new entity requires the head of departments to collect feedback from members of their department through consultative meetings. Managers are selected on the bases of credibility and qualification, and they report to the overall corporation management team. Leadership skills are necessary to ensure the system is well managed.

Individual’s responsibilities and those of different groups can vary within and between demanding a different approach. According to the case study, Ortiv’s design is well configured towards supporting individuals, groups, and plants in delivery. The design is flexible to plants, groups, and individuals in developing a customized strategy that promotes productivity. Task-oriented plans developed by individual industry, team, or individual enhance their capacity to deliver.

Explain why a group design must be congruent.

Compatibility is a requirement in groups and components of an organization to realize the desired goals and objectives. The design development for our corporation is supportive of the ideology of congruence by promoting an integrated approach for all members to contribute to the problem-solving strategy. The culture of allowing all people to participate and contribute to issues makes individuals feel recognized and appreciated as a component of the team. Group design is a subset of organization design to assigned responsibility.

Congruency is meant to integrate groups to organization schedule and plan, integration within and between groups, and more also bonding individuals to the team. The design has tried to deliver the cohesion factor through the establishment of general meetings. However, based on described scenarios and occurrences in meetings, execution strategy requires adjustment. The meetings lack order and an effective way to resolve conflicting ideologies. An approach that establishes coordination on attendance, essential discipline, contributions, and voting is necessary for a new firm to remain oriented to a common goal. The current approach creates cracks between members and hinders timely response.

Components of Group-level Diagnostic Model

Goal clarity – the primary objective is to enhance the participative engagement of all members of a team.

Task structure – The design offers an opportunity to establish the most convenient way to deliver expected goals of a team by providing the opportunity to group to develop a task-oriented plan.

Team functioning – the new firm will deliver its mandate through five departments which are;

“Administration, engineering, HR, production, and QC (quality control).

Group composition – the design has established one position for the plant manager, five departmental managers, members of each department, and outsourced consultants

Group norms

The model requires the employee to be appointed based on merits. Metrics for qualified candidates are based on technical skills and experience. To develop an operational strategy and address issues that arise, the inclusive meeting is held twice a week. During the meeting, members informally vote to conclude a matter.

Pros and Cons of the design.

The design described in the case study provided has fundamental identifiable strengths, weaknesses, threats, and opportunities. The strength of the design lies in its flexibility to customize team plans, ensuring strategies are goal-oriented based on circumstance. Another advantage is in its capacity to facilitate contributions from all members of the group. The design is, however, weak on the execution approach in some areas. Two hours allocated for the weekly meeting is limited, considering there are five departments. Also, the meeting lack professional organization and ethics on attendance, the mannerism of participants during the meeting, and on voting.

The design flexibility offers an opportunity to address the challenges that arise from the design. The manager should diversify to holding departmental meetings and introduce administrative meetings with six managers and outsourced taskforce attending. The model has significant threats to operations. First, delaying decisions to contain problems can harm the firm on the market through inefficiency to handle consumer needs. Besides, it demoralizes employees through delays, lack of professionalism, and democratic voting.