Organizational Strategies for Growth

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Final Project: Organizational Strategies for Growth
Tamara Mobley


Dr. Langford
Capella University
June 18, 2010

Today, many organizations struggle with implementing realistic strategies for growth. More than ever leaders are faced with developing and implementing strategic plans that promote organizational effectiveness while addressing potential threats. Through research I have discovered that there are several approaches or perspectives that leaders can take when developing organizational strategies for growth. According to Porter, (1996) in regard to strategy organizations “Must be flexible to respond rapidly to competitive and market changes…They must benchmark continuously to achieve best practice” (p. 61). Although benchmarking plays an important role in strategic planning it does not define strategy. Strategy involves more than just planning. “Strategy is the creation of a unique and valuable position, involving a different set of activities” (Porter, 1996). There is no question that the implementation of strategies such as: environmental scanning, and conducting a S.W.O.T. analysis will potentially add value to the overall success of an organization. This project will discover strategies for growth that will enable organizations to achieve overall effectiveness.

Organizational Strategies for Growth
According to Nevis, DiBella, and Gould (1995), “when starting to improve its learning capabilities, an organization may decide to focus on any stage of the leering cycle: knowledge acquisition, dissemination, or utilization” (1995, p. 73). Knowledge management is key when transforming an organization into a learning organization. Knowledge Management Systems

Knowledge management systems (KM) has been an important factor or component when seeking effective organizational management. A component based knowledge management system integrates components that define and describe the solution area required by the organization to achieve its objectives and end state goals. The main components of a knowledge management are: Externalization is capturing knowledge in an external repository and organizing it by some framework in an effort to discover similar knowledge. Technologies that support externalization are imaging systems, databases, workflow technologies, and document management systems. Internalization is the process of identifying knowledge, usually explicit, relevant to a particular user’s needs. It involves mapping a particular problem, situation, or a point of interest against the body of knowledge already captured through externalization. Intermediation is similar to the brokering process for matching a knowledge seeker with the best source of knowledge by tracking the experience and interest of individuals and groups of individuals. Some technologies that facilitate these processes are groupware, intranets, workflow and document management systems. Cognition applies the knowledge exchanged preceding three processes. This is probably the knowledge management component that is most difficult to automate because it relies on human cognition to recognize where and how knowledge can be used (Ali et al., 2004). By Implementing knowledge management systems organizations will definitely increase organizational effectiveness which in turn will increase employee retention, productivity, and profitability. Upper Echelons Theory

The upper-echelons theory, as described by Hambrick and Mason (1984), directly impacts or influences organizational leaders. Organizational outcomes, such as strategies and performance, often times reflect the characteristics of organizational leaders. Hambrick and Mason argued that both strategic choices and organization performance are intertwined with the characteristics of the top managers in an organization. Their upper-echelons...
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