NAVRIT K HARSHA VARDAN RA1952001020096 Organizations exist to attain goals and top managers give direction to organizations

1. THE ROLE OF
STRATEGIC
DIRECTION IN
ORGANIZATIONAL
DESIGN
NAVRIT K HARSHA VARDAN
RA1952001020096

2. *
*The company can determine its mission, goals and strategies.
*Direction setting begins with an assessment of opportunities and
threats in the environment and an evaluation of internal strengths
and weaknesses.
*Organizational design reflects the way goals and strategies are
implemented.
*This is the role of organization theory.
*Consider how organization design is affected by The choice of
goals and strategy. New goals and strategy are often selected
based upon environmental needs, and then top management
attempts to redesign the organization to achieve those ends.

3. *
*Strategic Intent: Means that all the organizations energies and
resources and directed towards a focused, unifying, and
compelling overall goals.
*Competitive Advantage: The organization apart from other and
provides it with a distinctive edge for meeting customer or client
needs in the marketplace.
* Core Competence: Something the organization does especially
well in comparison to its competitors. Examples include:
superior RD, excellent customer service, or manufacturing
efficiency.

4. *
*The overall goal for an organization, the reason for its
existence. Also called official goals, the purpose is to communicate
to both internal and external stakeholders, what the organization is
trying to achieve. Also provides legitimacy to any potential
stakeholders

5. *
*Resource Goals: Pertain to the acquisition of needed material and
financial resources from the environment.
* Market: The market share of market standing desired by the
organization. Primarily the responsibility of marketing and sales.
*Employee Development: Pertains to the training, growth, and safety
of employees, both managers and workers.
* Productivity: Concerned with the amount of output achieved from
available resources. Normally stated as “cost per unit of production /
units produced per employee.”
* Innovation and Change: Pertain to the internal flexibility and
readiness to adapt to unexpected changes in the environment. Often
defined in relation to development of new products and services.

6. *
Designate the ends sought through the actual operating procedures of
the organization and explain what the organization is actually trying to
do. They describe specific measurable outcomes and are often
concerned with the short run. Performance goals, resource goals,
market goals, employee development goals, market goals, etc.

7. *
*The mission or official goals provide legitimacy to stakeholders and overall direction
for the company.
*In contrast, operative goals provide employee direction and motivation, decision
guidelines, and criteria of performance.
*An increasing number of companies are now using triple- bottom-line accounting-a
system which assesses their environmental and social performance as well as their
financial performance.

8. *