Strategic management with reference to BritCo Hotels
Summary :
Table of Contents
- Introduction.
- Strategy development.
- Strategic change.
- Strategic implementation and scanning.
- Barriers in implementation.
- A case study.
- Case study: The yield management project (YMP) in BritCo Hotels.
- Strategic implementation content.
- Strategic management context.
- Operational process.
- Barriers to change.
- Conclusion.
- References.
Abstract
Recent studies in the field of strategic management indicate that there is а lack of knowledge on strategy implementation and therefore, the managers cannot achieve the set targets in order to implement а strategic plan although they do have positive intention in order to execute the strategic tasks. Strategy may be articulated or unarticulated. If unarticulated it shapes actions but can only be directed at the point of those actions (Robert, 2000, p47).
Organizational change is seen as coming from the conscious decisions to alter the way an organization does business while the people are one of the areas of focus that need to be considered during any change. The effectiveness of organizations is greatly dependent on the behaviour of the people working within them and that people are not easy to change. The paper discusses that sometimes the best intentions of strategy makers don't generate positive results in implementation of certain strategies. In this regard the paper has been divided into two parts. The first part of the paper identifies and discusses the problems and issues involved in effective strategic implementation. The second part illustrates the examples from our chosen organization and discusses the barriers in implementing the strategy.
Organizational change is seen as coming from the conscious decisions to alter the way an organization does business while the people are one of the areas of focus that need to be considered during any change. The effectiveness of organizations is greatly dependent on the behaviour of the people working within them and that people are not easy to change. The paper discusses that sometimes the best intentions of strategy makers don't generate positive results in implementation of certain strategies. In this regard the paper has been divided into two parts. The first part of the paper identifies and discusses the problems and issues involved in effective strategic implementation. The second part illustrates the examples from our chosen organization and discusses the barriers in implementing the strategy.
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