Organizational Strategy Perception Tregoe Benjamin Zimmerman John

Question: Discuss about the Organizational Strategy Perception Tregoe Benjamin Zimmerman John. Answer: Introduction Tegoe, John Zimmerman, Smith and Peter are popular for critical thinking in business. The book Vision in Action: Putting a Winning Strategy to Work offers best practice approach to management. This book review is about strategic planning for organizational development. It brings out the importance of effective leadership while showing how to involve employees in the workplace. The 223-page book shows the importance of structure, and authority in a group setting. It redefines performance as a function of strategic planning. This is a book for the contemporary organization, which desires to champion their progress through strategic implementation of the vision. The purpose of the book is to insist on the importance of strategies in organizational growth and development. This book distinguishes leaders thereby presenting leadership as innovative, developed, inspirational and uncomfortable with status quo. It differs with the traditional expectation placed on managers, which accorded the m prestige and status quo. Vision in Action gives practical lessons for managers to apply in daily situations. Effective managers are leaders who can handle situations as they arise. Different cases are bound to bring about incidences where the manager has to make critical decisions. Whether it concerns finances or organizational processes, effective leadership is important. It is the driving force behind successful organizations. Description One day I got a consultancy job as a sales administrator in a small business. The business was one year old and the owner felt it was time to get an online presence so he hired me to carry out the sales on social media. As a consultant, I had to use my experience to move the company forward. Therefore, the first thing I did was to get the status of the brand in terms of the brand and its strategies. My job description indicated that I was to work under the supervisor who was also a co-owner in the business. During the orientation, I waited on my supervisor to show me the business basics but it did not happen. I had to learn most things on my own including office administration tasks. Two months passed by and still, there was little or no direction from the leader. One day I decided to write an email presenting my observation about the companys position and the way forward. In time, I learnt that this would make me lose the job for no reason. As I sat down to reflect on what transpire d, I concluded that it was a management issue because the same thing happened to someone else who tried to bring ideas to the firm. The purpose of the book, Vision in Action, Putting a Winning Strategy to Work is to distinguish modern management practices from the usual management practices. Using the GIBBS model, it describes a real situation in which important elements of leadership were missing. It explains the effect on an employee through feelings. An evaluation of the described situation and discussions on leadership and teamwork from the book in focus follows. An analysis of this concerning modern companies brings out ideas on developing a winning plan. The conclusion, it is clear that a competent team requires ethical practices that can make the organization look good and sound just right. Therefore, an action plan featuring organizational culture with beliefs and practices enhances the role of managers through strategic thinking for the best team effort. Feelings Having considered the situation, I initially thought the manager was testing my leadership skills. I thought he wanted to hear my vision in order to see whether I was self-motivated or not. The first impression I got when I read the book Vision in Action, Putting a Winning Strategy to Work, was that how could I have incorporated my vision into this organization successfully. Maybe reading it would explain why the company was not succeeding after being in business for one year. This medium sized book would answer a number of my questions. I felt unsure of what I would find since the book is a 1990s publication. It came out before the advent of technology. Using the GIBBS model would help me summarize its content in relation to the short-term experience I had. I was unsure of what to expect though I connected with its bold title and brilliant colors. The GIBBS reflective cycle would shape my feelings about the organization and my skills in a reflective cycle of six stages. It was a rea ssurance to the feelings of insecurity and incompetence, which had from the discouraging encounter. This was the best way to put practical experience into theoretical analysis. I felt a relief tackling a problem intellectually. This analysis also opened my eyes to some of the weakness I had in my approach. In the Action Plan, I wished for another chance to redo my action differently because I knew that everything that happened was just a misunderstanding. The GIBBS conclusive approach made me realize other alternatives to my idea and solution. Nevertheless, I could not resist feeling the loss for this company. The book was a revelation as to why many businesses fail. Although many have their paper work in order, they lack proper leadership to steer the brand to success. Evaluation Most people today start a business as a side hustle. This means they have a job and a business to supplement their income (Younghlai, 2016). Organizations rely on part time consultancy for insight and research about the organization. The company is new, needed someone to help the management to see the way forward. It is unfortunate that this business was not a serious venture because it was a part time family project-the owners had jobs and would only show up occasionally. This is a mistake made by most investors. They take part time jobs for granted despite their success (Wright, 2017). People who can merge their dreams with that of the organization sacrifice time and energy. It was disappointing to realize that someone could invest so much money in a business and not invest their time, their energy. This was a classic example of an unsuccessful organization (Jackson, 2012). Reputable organizations start small but have a vision. They do not lose focus. Strategy formulation and imple mentation is the key to the success of an organization. This is what Tregoe et al. (1990) discuss. The book highlights the driving force behind the development of strategy (p, 75). He emphasizes the importance of involving the employees in the strategy for implementation. He highly stresses the internalization of strategy. In this case critical thinking was limited and the environment did not encourage problem solving (Elder, Linda and Paul Richard. (2007). The book concludes by giving insights into internal organizational management practices (Tregoe et al, 1990: 215) Positive Standards The Book maintains positive techniques such as: Accuracy: It talks about leadership credibility of the leaders, which it emphasizes as the ability to lead with a vision (Tregoe et al., 1990: 127). It highlights the primary role of the leader including ethical standards. These are part of the authors personal values (Tregoe and Zimmerman (1980). Logic thinking: The book blends well with the management needs in the organization (Tregoe et al., 1990: 136). Written in the 1990s the book has crucial lessons for strategic management practices since 1990s to date Relevant: Its principles are applicable in contemporary organization. It highlights ways in which the management process is incorporates individual effort from the employees into the management practices for success. However, sometimes there is an overlap of leaders depicting different managerial roles (Northhouse, 2013). Precision: All leaders should make great managers but managers are not necessarily good leaders. The book explains that ffective leaders go beyond the expectation. A leader proves himself in a situation, has a unique personality and characters, a leader is self-motivated (Tregoe, et al,. 1990, 62). Followers too respond to different leaders with a different attitude. There are those who are controlling yet they get followers to rebel while leaders who interact with followers seem to thrive. Negative Standards Although the book is relevant today, it appears to have shortfalls: Generalization: Leaders who are concerned about privilege and status quo seem to hinder development (Tregoe, eta l, 1990: 54). This is a challenge because modern organizations need a human face. On the other hand, the organization does not want leaders who cannot influence leadership (Tregoe, et al., 1990: 73). Still, not all those in leadership have a vision. Some are in charge because of status as seen in the case of family businesses. Objectivity: The book offers practical solutions for organizational needs but it fails to look ahead towards global management approaches and external influences like Strategic management options from outsourced skills (Tregoe, et al., 1990: 104) Aesthetics: The book does not have an appealing cover although its content is quite important. Analysis My experience at the organization raised organizational issues. Failure to compliment an employee who did well does not encourage performance. When casual workers complain of poor pay and lack of motivation, they might not give their best. Development becomes a challenge when employees fear to air any views. It seemed that this organization was not conducive for an independent thinker (Mckee, Boyaltzis, and Goleman, 2013.) Was this a good environment for personal development and improvement of skills? The answer was no because the company lacks teamwork and emotional influence concrete judgment (Curphy, 2012). In the book, the authors address incompetence ((Tregoe et al., 1990: 20). This gains support from other authors (Robert 1994). The book advises against overreliance on management because it leads to the downfall of a business. It encourages strategic implementation of solutions in the midst of challenges. Performance improvement involves a shared vision between the management and the employees. It serves as a motivation. This is a plus for the organization and he could have devised a strategy to embrace new idea (Varcoe, and Trevor, 2017). Teamwork is important in the organization and leadership plays a significant role in this. Strategies apply to both small and large-scale organizations. Failure to achieve the goals implies that there are gaps in accountability of poor systems support, which calls for Short Term Massive Action (STMA), (Honoree, 2014). Honoree Corder points out that accountability encourages accomplishment (Honoree, 2014: p, 5). All organizations need this and the leadership framework has this responsibility. Tregoe, et al., (1990: 45) agree to this by citing eight driving forces in organizational strategies, namely, employees, products, markets, distribution method, production capacity, performance and group concept. Leadership The book addresses critical concepts of leadership. A leader controls and influences situation (Jackson, 2012). He takes actions that create opportunities and desirable outcome. Passion drives leaders and sometimes leadership comes from experience and exposure. The development of leadership in technical skills involves a process. The target audience for the book includes business owners, employers, leaders, and individuals. It is suitable for all industries and all levels of the organization. It refers to managers who have the responsibility of providing guidance to the implementation process. He is a problem solver because of his critical thinking approach (Tregoe, and Zimmerman, 1980). Leadership is the influencing a group into a accomplishing certain goals. Its outcome must reflect on the desired opportunities. This is leadership from strategy to action planning (Tregoe, et al., p 70). Good leadership creates conditions for the followers but is open to ideas that cause the success of the plan. This makes leadership a complex concept because its aim is to build teams and provide guidance under the most awkward situations. Organizational Management and Strategy The book is a scholarly work based on business, organizational processes and money. It looks at management and leadership. The book is an authority for citation in other spheres including academic journals, business magazines, organizations, conferences and business blogs. It is popular in critical thinking, and interpersonal relations. It supports leadership that causes others to abide by its ideas and not by coercion (Wallace, and Saint-Onge, 2003). It involves the rationalized decisions and the use notable bibliography from traditional and contemporary thoughts. It is in line with the contemporary organizational theories of management. When making decisions, the reliability of an idea makes it viable. Organizational leadership starts with defining a vision (Tregoe et al., p 36). The book answers questions about the Why and the what of organizational processes through objectives and credibility (Curphy, 2012). On topic coverage, the book covers that topic well though some of its om issions include on factors globalization, which is a major concern for organizations today. It neglects the dynamic aspects of its challenges although it addresses organizational strategies. Conclusion Organizational management strategies and leadership roles integrate in organizations. The book highlights solutions for organizational incompetence (Bridges, 1992). It is one thing for a leader to have a vision, it yet another to execute it well. Starting a business without a focus leads to failure. Development planning is a systematic process of building knowledge and experiencing or changing behavior. The book highlights the role of leadership as doing the right thing. Good leaders have empathy, consistency and integrity. Values separate great leaders from bad ones. Organizations need good leadership for a competitive edge (Curphy, Ginnett. (2012). When it comes to making decisions, morality guides the great leader. In leadership, it is not fair to have biases against people because it leads to favoritisms. Stereotyping destroys the organization Liu, (2016). Conflict of interests arise when there is biased thinking. Kiddler (2003) discusses the three kinds of ethical dilemma affect ed by bias. The ends based thinking which occurs when a leader chooses to take the decision, which favors majority of the people. Bias includes discriminating people on grounds that they are not part of you so they cannot offer concrete solutions. The rule based thinking, implies that the leader is following his duty in performing tasks. The most preferred mode of approach for modern organizations is the care based thinking in which the leader sets examples for the employee. With so many types of leadership, servant leadership comes out as the best form of leadership because it is persuasive, foresees and leads by stewardship. The commitment to others leads to growth (Kenny, 2015). Action Plan I support the organizational theorists who use processes for management such as the 5 phases of development planning by Peterson and Hicks (1998). These help organizations to identify the development needs across different phases. Using an effective business approach moves the business from profits to value addition (Tregoe et al., 1990: 20-25). This means adding value to employees as much as it had a focus on customers. Since this was a new business, its startup status require strategies that enable it to grow. In my opinion, teamwork is also important if an organization is to succeed. In the process of developing teams, managers would recognize different abilities in employees and encourage talent development. This calls for an open mind that is willing to try out ideas. I realize that the modern generation has creative and innovative minds, which tend to display independence mind and innovation. Organizations need to provide mentorship for such individuals. Small business need str ategies as much as the large organizations. Leaders need an action-observation reflection-model in order to improve on company leadership skills. In this case, perception leads to better decision-making processes (Tregoe et al., 1990). The ethical foundation of an organization helps to sustain ethical values in individuals. In most organizations, ethical values feature among them. Leaders who find inspiration from personal principles are hard to manipulate. Effective leadership depends on value systems to thrive. I support Peterson and Hicks 5 phases (1998) which describe an organizations ability to: identifying development needs analyze data to identify the needs prioritize development needs to create a focused and achievable development plan periodically plan, review, and reflect on learning and modifying or updating the plan as appropriate Transfer learning to new environments Credibility Matric (Curphy, 1997) The credibility matrix above shows leadership scores in terms of integrity or trust against expertise. I leaders would measure their performances this way; the organization stands a high chance of performance. This indicates the importance of measuring performance (Norton, and Kaplanper, 1995). Green, and Tregoe, (2017) explain that businesses need solutions every now and then. The only way to create a difference is to develop a critical thinking approach. This involves an analysis of the decisions and a cross check of qualities issues. This is not a one mans show. It takes teamwork. The book explains that teams needs a leader with a vision. It could have also gone deeper to analyze different skills and ideas for different organizations today. A closer look at managing skills in an organization for immense strategies lays the foundation for a competitive edge (Thomas, Hill and Ready, 2014). References Bridges Edwin. (1992). The incompetent Teacher: Managerial Responses. A Revised and Extended Edition. Routledge Curphy, Ginnett. (1997) Credibility: Building Your Reputation throughout the Organization (Minneapolis Personnel Decisions International Curphy, Ginnett. (2012). Leadership Enhancing the Lessons of Experience. Seventh Edition. . Irvin. Mc Graw Hill Elder, Linda and Paul Richard. (2007). The Miniature Guide to Critical Thinking. Concepts and Tools. The Foundation of Critical Thinking. Special Edition. 27th International Conference on Critical Thinking. Berkley. California Honoree, Corder. (2014). Vision to Reality; How Short Term Massive Action Equals Long Term Maximum Results. LLC. Honoree Enterprises Publishing. Green, Christian and Tregoe, Kepner. (2017). 3 Ways better problem Solving Skills Could Help You Land Your Dream Job. Kepner Tregoe. Retrieved From: https://www.kepner-tregoe.com/blog/3-ways-better-problem-solving-skills-could-help-you-land-your-dream-job/ Jackson, Eric (2012). The Seven Habits of Spectacularly Unsuccessful Executives. Forbes. Retrieved From: https://www.forbes.com/sites/ericjackson/2012/01/02/the-seven-habits-of-spectacularly-unsuccessful-executives/#1323a1cc516b Kenny, Graham. (2015). Build and Organization Thats Less Busy and Strategic. Harvard Business Review. Retrieved: https://hbr.org/2015/04/build-an-organization-thats-less-busy-and-more-strategic Kiddler, Rushworth. (2003). How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living, New York: Harper Collins Liu, Tina (2016). The Hypocrisy of Multiculturalism in Canada. The Gateway. Retrieved From: https://thegatewayonline.ca/2016/10/multiculturalism-hypocrisy/ Mckee, Annie, Boyaltzis, Richard, and Goleman, Daniel (2013). Primal Leadership: Unleashing the Power of Emotional Intelligence. USA. HSP Northhouse, Peter. (2013). Leadership: Theory and Practice. Sixth Edition. Sage Norton, David and Kaplan, Robert. (1995). Putting the Balanced Scorecard to Work. In, Shaw, Douglas, Schneier, Craig, Beatty, Richard and Baird, Lloyd. Performance Measurement, Management and Appraisal Sourcebook. USA. HRD Press Peterson DB and Hicks Mary Dee. (1998). Professional Coaching: State of Art, State of Practice. In, Proceedings of the 1998 Leadership Conference, The Art and Practice. In Proceedings of the 1998 Leadership conference, The Art and Practice of Coaching Leaders, UMUC: National Leadership Institute, pp, 37-47 Robert, Hogan. (1994). Trouble at the Top: Causes and consequences of Managerial Incompetence. Consulting Psychological Journal: Practice and Research, Vol 46 (1), pp 9-15 Thomas Robert, Hill Linda and Ready Douglas. (2014). Building a Game Changing Talent Strategy. HBR. Retrieved From: https://hbr.org/2014/01/building-a-game-changing-talent-strategy Tregoe, Benjamin and Zimmerman, John. (1980). Top Management Strategy: What It s How to Make It Work. First Edition. Simon Schuler. Tregoe, Benjamin, Zimmermann, John, Peter Tobia and Smith, Ronald. (1990). Vision in Action Putting a Winning Strategy to Work. Fireside Varcoe, Barry and Trevor Jonathan. (2017). How Aligned Is Your Organization? HBR. Retrieved From: https://hbr.org/2017/02/how-aligned-is-your-organization Wright, Lisa. (2017). Part Time Work Fuels Canadas Labour Market in 2016. The Star (Business Economy). Retrieved From: https://www.thestar.com/business/economy/2017/01/06/part-time-work-fuels-canadas-labour-market-in-2016.html Wallace, Debra and Saint-Onge, Hubert (2003). Leveraging Communities of Practice for Strategic Advantage. Butterworth Heinemann.