Due to industry pressures that have a tendency to confuse employee focus, staff self activation and conscious cyclical maintenance must be considered a communicated pre-requisite before accepting tasks.
While the InterClean Inc. scenario establishes a setting that generates goal deadlines for all employees. Management discourse, and staff remarks present potential problems that are better framed as opportunities. Often upper level executives feel obligated to please the owners by accomplishing profitability in the short term, while forgetting essential components for creating sustainable competitive advantage. In the process, the interrelationships required within the company strategic objective is generally compromised.
Though expansion and alignment is the new focus of InterClean Inc., key people involved will directly help the corporate horizons materialize. Main stakeholders such as customers, and all the way to top management need to be involved in re-configuring processes for developing a virtuous circle. (Milkovich, et al Chapter 2, pg 24) Following business unit assessments, optimal and progressive behaviors are expected to enable a single mindedness to evolve and sustain.
The management team has very specific duties for equitable transitioning and risk mitigation to occur. All employees should be required to participate in general training and development exercises, which should stimulate healthy learning organization perceptions. (Porter, What is Strategy?. Pg 2) Additionally, job security concerns should be extinguished through clear information sessions meant to establish positive connections for the company future. A true structural fit must be well communicated, designed, and understood by all staff to encourage behaviors toward a new enterprise mission.
Frame the Problem
InterClean Inc. has an opp View More »