MGMT 414 Week 5 Forum

MGMT 414 Week 5 Forum

What are the two most interesting guidelines that relate to a strategic planning team formulating a vision of success? Why did you find these two interesting?

The formulation of a vision is a vital step in developing a stable and realistic organization. This stage involves well thought out and planned ideas and mechanisms for implementation. According to Bryson (2011), an interesting parameter is that strategic thinking, learning and acting assume the upper hand compared to other strategy formulation approaches. Those factors are important for development of a strategic plan of any kind. The methods of coming up with ideas matter less compared to the quality and expertise in the implementation of these strategies. This is interesting since it negates everyday thought processes by majority management as to how strategic planning should be carried out.

Another interesting guideline involves the variety of processes to be considered. In most cases, the teams accredited with strategic planning formulation may not think to have a variety from which they can work from. Therefore, they may choose an option that may end up being a disappointment in the end. Bryson, (2011) indicates that having variety is crucial since the team will have a broad scope for consideration. Contrary to other methods, having creative and radical options increase the chances of coming up with strategies that are effective, supportable and implementable.

What are the desired outcomes of an organizational vision for the future? Why would these be important to understand?

Some outcomes are desirable for every organization’s vision, both short-term and long-term. Starting with the short-term issues, the first is the provision of proper guidance and motivation. Others include full circulation of the vision among major stakeholders and organizational members after reviews, consultations and sign-offs, and provide information on the main and minor organizational decisions and actions (Bryson, 2011).

Long-term outcomes include the provision of future-based organizational theory which outlines the mechanisms for achieving success. The other is providing thoughtful, supportive and specific guidance to members of their responsibilities. The third outcome is ensuring people distinguish between undesirable and preferable options and; therefore, opt for the superior ones. The fourth, among other results, is the provision of a way to claim or affirm the future while still in the present, thus inventing the preferred future. (Bryson, 2011) These and other results are important to understand because they give the direction and indication of the firm’s future. The outcomes also serve as a clear baseline for management as to the course of action to take at particular stages of operation.

What are a few of the benefits of a clear, succinct, inspiring, and widely shared vision of success? How could they help an organizations long term goals?

A widely shared vision has several benefits. First, it leads to a reduction in the organizational conflict levels; helps develop the organization’s capacity to deal with imminent crises allowing them to stay tuned to its environment; and aids in providing leadership substitutes in an efficient manner. A widespread overview of the image gives virtue to the organization, which involves justification, permission and legitimacy to decisions and actions related to the idea (Bryson, 2011). With these benefits, the organizational goals are easy to achieve since they are covered in the vision statement.
 

Bryson, J. (2011). Strategic Planning For Public and Nonprofit (4th Ed.). Hoboken, NJ: Bass/Wiley

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