COMSATS Institute of Information Technology,

Islamabad
Term Paper
Emerging issue

New direction in Organizational Strategies in todays Dynamic

Environment

Supervised by:
Dr. Malik Ikram Ullah

Presented by:
Usman Yasin
Romah Samuel
Ahmer Nadeem
Sundus Rani
Maha David
Salman Tariq

Acknowledgment
First of all we will thank God for giving us courage and wisdom to make this project
successful.
Our deep gratitude and regards to our Instructor Dr. Malik Ikram Ullah Department
Management Sciences, COMSATS University, Islamabad, for his exemplary guidance,
monitoring and constant encouragement throughout the course of this project.
We are grateful to our Team Members for their cooperation during the period of our
assignment, for all their help and support during this study.
Last but not least to our parents for their continuous support, prayers and for their constant
encouragement without which this Project would not be possible.

Contents
Acknowledgment

Abstract 4
Introduction

Characteristics of a Dynamic Environment in Strategic

Management 5
Organizational Leadership.......................................................................................... 5
Clear Strategic Intent................................................................................................ 6
Organizational Culture.............................................................................................. 6
Ethical Standards..................................................................................................... 6
Linking Strategy and Culture...................................................................................... 6

Theoretical Framework

Practical Implementation 7
Step 1: Refining vision and strategy.............................................................................. 7
Step 2: Crafting individual implementation programs........................................................8
Step 3: Integrating implementation programs...................................................................8
Step 4: Ratifying the strategies and implementation programs..............................................8
Step 5: Implementation.............................................................................................. 8

Conclusion

References

10

Abstract
This Term paper summarizes the importance of Dynamic Organization Strategies in todays
dynamic environment. There are certain factors namely Clear Strategic Intent, Organizational
Culture, Innovation, Organizational Leadership and Ethical standards which drives the
attitude of Managers to make dynamic strategies. These factors in turn force Managers to
either accept the change in the dynamic organization or go for resistance which will result in
failure. Dynamic organizational leaders must comprehensively guide the organization
through constant change. CEOs and executives support the organization by staffing
departments with capable leaders who are able to implement strategic plans and stay true to
the organizational culture. Strategic business leaders use skills such as marketing techniques
and salesmanship to attract investors and increase profits, both of which keep the business in
continual growth. Strategic. The clarification of strategic intent allows every stakeholder to
act in line with the current direction of the organization. Business leaders clarify intent
through developing and articulating a dynamic vision and dynamic strategies. This vision and
strategies should include strategic objectives and performance standards set to meet those
goals. Organizational culture uses the influence of industry experts to give the business a
distinct personality. A dynamic organizational culture incorporates elements of leadership,
vision, performance and strategy. Additionally, many organizations have corporate social
responsibility (CSR) plans in place to connect ethical policy with public relations. The
dynamics linking the corporate strategy to the organizational culture are reliant on the skills
of the top executives and delegation to other leaders within the business. The key is
consistent application of strategic ideals as part of the organizational culture. Changes in
strategy should be reflected in shifts in vision and organizational personality.

Introduction
An organization is a living system it is constantly going through a process of growth, decline
and renewal. For this a proper process involving efficient dynamic strategies are required for
an organization to survive in todays dynamic environment and for that Organizational
strategies are given utmost priorities.
Organizational strategies

is an expression of how an organization needs to evolve over

time to meet its objectives along with a detailed assessment of what needs to be done.
Developing an organizational strategy for a business involves first comparing its present state
to its targeted state to define differences, and then stating what is required for the
desired changes to take place.
As a Manager there are three important questions that need to be answered.
1. Do you hire the right people for the right job
2. Do you create a structure and an environment in which they can flourish?
3. Do you know how and when to let goals and programs die?
Answering these questions can help mangers create a dynamic Organization with dynamic
strategies.

Characteristics of a Dynamic Environment in Strategic Management

Businesses rely on leaders to make strategic decisions about the direction of the company,
however leaders are also reliant on the skills of subordinates. A dynamic environment
functions with leaders and employees working harmoniously toward strategic goals. The
culture of an organization should match with strategic objectives and the character of CEOs,
executives and other leaders.
Organizational Leadership
Dynamic organizational leaders must comprehensively guide the organization through
constant change. CEOs and executives support the organization by staffing departments with
capable leaders who are able to implement strategic plans and stay true to the organizational
culture.

Clear Strategic Intent

Business leaders disseminate information about the strategic direction of the company to all
stakeholders, including management, employees, shareholders and (in some cases)
customers. The clarification of strategic intent allows every stakeholder to act in line with the
current direction of the organization. This vision should include strategic objectives and
performance standards set to meet those goals.
Organizational Culture
Organizational culture uses the influence of industry experts to give the business a distinct
personality. A dynamic organizational culture incorporates elements of leadership, vision,
performance and strategy. A culture can build enthusiasm for the company by highlighting the
strengths and core competencies of the business.
Ethical Standards
Dynamic organizations function under a comprehensive set of values, which helps employees
understand what's expected of them and keeps the organization functioning within the law.
Much of the time, company leaders incorporate ethics as part of the company vision and
organizational culture. New employees may be briefed on ethical codes during orientation or
in company policy handbooks. Additionally, many organizations have corporate social
responsibility (CSR) plans in place to connect ethical policy with public relations.
Linking Strategy and Culture
The dynamics linking the corporate strategy to the organizational culture are reliant on the
skills of the top executives and delegation to other leaders within the business. The key is
consistent application of strategic ideals as part of the organizational culture. Changes in
strategy should be reflected in shifts in vision and organizational personality.

Organizational leadership

Theoretical Framework
Clear strategic Content

Dynamic Organizational
Strategies

Organization culture

Ethical Standards

Innovation (E-Business)

Independent
variables

Dependent variable

Practical Implementation
Step 1: Refining vision and strategy
A well-defined input is really important for good implementation. It is necessary to put more
effort in strategy formulation phase to get the desired outcomes.

Clear vision statement

Well defined strategies

Defined performance measures

Step 2: Crafting individual implementation programs

To manage and preserve the process of management teams momentum, moves swiftly from
general to specific by taking information from managers CEO must make firms vision more
specific & relevant because implementation only works when there is clear and shared
understanding between employees.

Step 3: Integrating implementation programs

Once strategy managers has completed their tasks, they compare them by rolling up the
program resources required issues & performance. By doing this they analyse that, is it
feasible? Affordable and meeting organizational goals, so only those are preferred which
really suits organization.

Step 4: Ratifying the strategies and implementation programs

Strategies development is done now, debates and meeting with CEO starts, to finalize the
priorities and issues get done, ratified and managers ready to implement.

Step 5: Implementation
Most challenging phase for managers to make strategies into actions. Following are ten
guidelines to be adopted.
8

Refining organizational vision values and strategies

Make individual strategy plans

Highlighting Collective and individual critical issues

Dependencies among programs

Managing resources and funds

Endorsing plans

Communication building

Make strategy plans into budget

Plan status reporting, information system and rewards

Strategy plan to stakeholders

Conclusion
Organizational change is required even for its survival. But smooth implementation of
organizational change requires management to employ such strategies which will reduce
resistance from employees and cost of that change and which will increase its effectiveness.
And there are different factors affecting employees attitude towards change. Change can
introduce even anxieties about the future as change may require structural changes and to
reduce this stress, management must be available to explain the nature and the logic behind
that change so change may be perceived positively. In order to overcome employees
resistance, employees can be invited to take part and to get involve in designing and
implementing the proposed change and its importance is clear from the example of Adidas
and Tata consultancies. Positive tactics can be used to implement change like by giving
employees incentives and by giving resisting person a prominent position, if competent. In
9

short, organizations continue to change but the probability of its success can be improved
with the help of organizations human resource than without.

References
[Albrecht, S.L. (2002).] Perceptions of Integrity, Competence and Trust in Senior
Management as Determinants of Cynicism toward Change, Public Administration
&Management: An Interactive Journal, 7(4), pp. 320-343.
Michael K. Allio: VO L. 26 NO. 4 2005 JOURNAL OF BUSINESS STRATEGY. Michael
Allio is a business strategy consultant, a principal of Allio Associates, LLC (Providence RI).
[VOL. 26 NO. 4 2005 JOURNAL OF BUSINESS STRATEGY] Strategy execution:
achieving
2004:

operational

survey

of

excellence,

276

senior

Economist

operations

Intelligence

executives

from

Unit,

November

North

America..

[VO L. 26 NO. 4 2005 JOURNAL OF BUSINESS STRATEGY] Preliminary reviews by the

firms

CFO

or

controller

of

resource

requirements.

[VO L. 26 NO. 4 2005 JOURNAL OF BUSINESS STRATEGY] Most firms convene an

internal ratification session to finalize strategies, programs, and resource.

10