Strategic Direction And Work Process Elements example essay topic

Internet Article Review In the article When to call the organization doctor, author Robert N. Llewellyn gives an overview of steps a company or organization should take to recognize and solve their organizational problems before resorting to hiring an outside consultant. Llewellyn (2002) states that "in medicine, "prescription without diagnosis is malpractice". (p. 79), noting that it is all too common practice for management of an organization to bring in an outside consulting firm before diagnosing their problems first and possibly minimizing or even avoiding the expense and disruptions of the consultant. Within this article Llewellyn gives a two step process that applies an "eight-element framework for organizational effectiveness" to the various organizational functions of the organization. This eight-element framework as presented in the article touches on the four functions of management.

The Planning Function of management is covered in the Strategic Direction and Work Process elements, to develop a strategic plan or mission statement and the work processes to carry out this plan. The Organizing function is carried out in the Organizational Structure and Infrastructure elements to set up the organizational chart or hierarchies and streamlining the "underlying foundation required for performance". (Llewellyn, 2003, p. 80). The Leading function of management is carried out in several elements; Performance Management, Rewards, and Cultural Support Systems. These three elements are designed to enhance all aspects of employee performance, moral, and growth by setting performance goals and providing feedback on those goals, rewarding employees when need be, and setting up programs to provide cultural growth in a strategic direction.

The Controlling function is encompassed in the Goal Alignment element where the goals of various departments within an organization are all aligned with cascading goals that support one another in order to reach vertical and horizontal alignment. The service contract currently held by BAE Systems at Schofield Barracks Hawaii is an organization comprised of numerous maintenance facilities, a supply warehouse, transportation department, and an administrative support staff. All of these functions must operate as a single entity for this company to profit from and maintain this service contract. For example: an army unit may bring a communications van in for repairs, they need the electrical system fixed and the whole van repainted. The unit will bring the van and required work order paperwork to the administrative clerks for processing. The clerks will process the paperwork and send the van to the electronics shop for the electrical repair.

The technicians at the electronics shop will diagnose the electrical problems with the van, determine what parts are needed and turn the required purchase orders into the supply section. The supply section will then retrieve the parts and give them to the electronics technician who will then complete the electrical repairs on the van. Once the electrical repairs are completed the van will be taken to the paint shop, it will be painted and returned to the administrative clerk who will finalize the paperwork before returning the vehicle to the unit. One or more of the eight elemental concepts listed in this article will apply to each and every department of this contract. Goal Alignment, for one, is very important to this organization due to the fact that the whole purpose for this contract is to provide maintenance and repair services to the army division in Hawaii, and that is the ultimate goal for each of the sections. There are a lot of short term goals in the interim; technicians diagnosing the failures, supply procuring the proper parts, administrative clerks inputting the paperwork properly so the job is credited.

All of these short term goals need to be met in a timely manner in order to maintain a smooth and efficient work force to meet the long term goal of providing quality service to the customer. BAE Systems as a whole is a fairly stable and somewhat efficient organization when it comes to doing business. One area that would be beneficial to the organization as stated in the article is that of Strategic Direction. As Llewellyn (2003) states, "Development of strategic direction is the heart of true leadership. The ability to implement the direction is the art of true leadership" (p. 80). While BAE Systems has a mission statement it is a generic and very vague statement that is not specific to any one contract work site.

The company needs to have the management on each individual contract develop and implement a mission statement that is specifically written for that contract. Another area that is recommended for BAE Systems is the area of Performance Management. The managers or supervisors should set quarterly or semi-annual performance for each employee and provide accurate feedback and the end of that period. This article points out many areas and processes for increasing organization and efficiency within a company. The eight elements listed would most likely benefit any company or organization in achieving an increased level of productivity and organization, possibly without the use and expense of an outside consultant. In the event that a consultant is needed after the steps outlined in the article are performed the management will be better informed about what problems exist and what type of experience they would need in a consultant.

Bibliography

Llewellyn, R.N. (2002, March). When to call the organization doctor. HR Magazine, 47 (3), 79-81.