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Goals and objectives

Question:

Discuss about the Impact of Dynamic Capabilities System.

The report discusses about the development of an empowerment plan and the philosophy that has been used in the workplace during the improvement process. The goals and objectives of the philosophy followed have also been stated. The communication strategy and communication process to develop a network of trust is utilized by the organization (Bryson 2012). The PDCA cycle of plan-do-check-act, is used for the improvement process. The customer complaints have been identified and a system has generated to resolve these issues. The adjustments for the continuous improvement process, recommendations and the involvement of plans to reach the desired goals are ensured. There is an availability of resources for implementation of these adjustment plans. Strategic planning is used for management of the reports and recommendations for the continuous improvement processes. The facilitation for improvement of the organization is necessary for empowerment of the organization (Feng, Siu and Zhang 2013).

The discussion includes the empowering personnel, a plan to address the customer complaints and adjustment of the continuous improvement strategies and a plan to manage report and recommendations.

Empowerment refers to becoming powerful. Empowering of the personnel of an organization is necessary to achieve the desired target of the organization.

  • The empowerment of the personnel in a workplace is required (Hess 2014). There is a certain philosophy required to be followed for their empowerment. An open communication between the employees and the employer of the organization is valued. The employees should be able to reach their employers when in need. The feedback of the employees is very important for effective running of the organization. There should be rewards for the employees so that the employees work hard. The employees should be appreciated for their performance at work. Their contribution to the organization and participation should be appreciated. The organization should keep their employees motivated to achieve the best results.
  • The main aim of the philosophy is that the personnel at the workplace of the organization they are working at should feel a part of the organization. The employees feeling motivated will help for innovation of new ideas for the betterment of the organization and achieve success. The employees will be grateful to their leaders and the employer when they are appreciated.
  • Communication refers to the exchange of information between the sender and the receiver. In the organization the employer is the sender and the employees are the receivers. The communication strategies to ensure that all the employees have access and input in the decision making process are as follows. The message to be communicated should be simple in nature so that there is an influence on the strategy and the decision making process (Jensen 2013). There should development of department-specific responses for generation of new ideas and behaviors. There is the need for necessary investment. The employees should be able to communicate directly with the customers. A regular flow of information from the stakeholders to the employees enables better communication.
  • The strategies to develop trust include the need to belong and connect with the organization (Kim et al. 2012). There is a need for voice and recognition of the employees. There should be a sense of security and certainty for the employees and each of them should have the liberty of choice. The employees should have a purpose to work for and have the ability to learn and face challenges every day.
  • The team leaders of the organization will develop the coaching and mentoring programs. The program needs to be either formal or informal and create objectives based on the goals of the organization. It has to serve two purposes, to show the mission of this coaching program and this will allow the focus to move forward. The program should be developed by measurement and evaluation to attain success of the program (Johnson 2017). The coaching and mentoring program should be simple so that the employees can easily grasp it. It should start with the basic teaching and training. The planning should be done accordingly.
  • The empowerment plan aligns with the PDCA cycle. The PDCA cycle refers to the plan-do-check-act or adjusts (Matsuo and Nakahara 2013). The planning for the empowerment establishes the goals for the continuous improvement process. The implementation and execution of the process allows collection of the data and analysis of the results that are expected. The rate of improvement in the empowerment process is calculated through this process.

A plan is developed to identify, address and act on the customer complaints and suggestions.

  • The vision of the organization is to provide good services to the customers. The customer complaints have been identified and the aim is to improve the services provided to them. The service manager does a thorough investigation of the complaints and then the complaints are reviewed. The suggestions that have been made have been received well and will be used to change and improve the organization.
  • The goals and objectives is act on the complaints that have been issued by the customers. The organization has to solve the issues that the customers are facing for improvement of the organization. For the enabling of the continuous improvement process, the organization has to put effort to improve the services they provide to the customers. The processes of the services are evaluated to attain effectiveness and flexibility.
  • The system to handle complaints includes the strategy to encourage the complaints and suggestions from the customers. The disheartened customers who did not complain are tried to be satisfied. The effective complaint handling system provides confidence that the complaints have been dealt in an effective manner by enabling the complaints, responding to them, accountability and learning.
  • The customers are encouraged to complain. To allow the customers have a better experience of the services the customers are asked to make suggestions and complaints. The organization creates surveys on the company’s website and asks requests the customers to review the services. Leaflets and pamphlets are issued so that the customers can rate the services and if they are not satisfied, they suggestions can be made.
  • The disheartened customers are made to feel important by providing them the benefit of the services that the company provides. These customers are also asked to make suggestions for the improvement process (Pires 2013).
  • Technology will be utilized for the complaints section in the handling process. The customer service technology is used for this process. The website allows the customers to seek answers from the company. The e-mail is another medium by which the customers can complain. The customers can also use the voicemail to leave messages.
  • The customer complaints will help in the improvement process of the company and allow for its growth.
  • The complaints will be stored as data by sophisticated data-gathering tools like the customer relationship management software.
  • While performing the task one must keep in mind the ethics of keeping data, which is crucial to the organization performance. The manipulation and restoration of data that transforms to useful information for the management must be avoided at any cost (Myers 2015).


A procedure has been developed to manage the adjustments of the continuous improvement processes in response to the customer complaints and suggestions.

  • The evaluation of recommendations is by checking the internal consistency, the consistency of the environment of the organization, the appropriateness if the resources are available, the degree of the risks and lastly the time available. The workability of the employees is also to be kept in mind.
  • There is the involvement and support of the personnel to undertake the adjustment of plans is through communication among the employer and the personnel. The employee keeps the personnel informed about the changes that have taken place. The employees are motivated by the employer, which also promotes the involvement.
  • The organization ensures the maintaining the competence of the personnel by assessing of the competence, maintaining the competence and keeping record. The competence is measured by the skills, knowledge and expertise of the employees. There is the need to achieve good standard of the ethical behavior. The changes in the marketplace, regulations and services are also considered (Meyerson and Dewettinck 2012).
  • The adjustments that have been made are linked to the measurable goals by measurable, achievable, relevant and time-bound processes. These are aligned to the goals that are attained. A conversation between the employer of the organization and the personnel includes coaching, development, reviewing of priorities and feedback.
  • Organization ensures the availability of resources to make adjustment to the plans. The availability of resource is making the data available to the users. There should be appropriate learning support services and initiatives. The programs offered by the organization and the implication of the programs are required for progress (Hassard and Pym 2012).
  • Purpose of record keeping – for continuous improvement, managing record keeping is essential. The reasons their utility is necessary because it increases operational Excellencies. It leverages as an input key to make effective decisions. Organizational objectives like team level execution of work and results are there to communicate. It also acts as a helping hand to the rapid change of economical factors, internal and external that influences the process of business. In all it acts as a support service at all level.
  • Types of information reported on – the strategic planning takes into account the critical information that affects the business directly or indirectly. The reports can be of two types. One is financial report for the internal as well as external use (Kohlbacher 2013). Second is the annual report that is for the stakeholders of the organization. The information should contain
  1. Market condition of the business has a brief idea about the growth and service demand calculation.
  2. The status of organization, the Gap Analysis report is the area for improvement.
  3. To meet the projected demand required resource calculation overview.
  4. The financial report of the organization and future financial plan
  5. Training and development initiatives for staff
  6. Assessment of capability of organizations and plans to new offerings
  • Reporting mechanisms – The reporting mechanisms are based on the function that is performed after that. Like ordinary report, that is for annual general meetings, special report, for management purposes, formal report for legal proceedings and matter, informal report, interpretative report, verbation report, problem-solving report, performance report, technical findings report and others (Stubbs and Higgins 2014).
  • Data storage and retrieval – for an organization like IBM, that is dependent upon the information process and system data storage is crucial and the necessity of it is something that cannot be avoided. The strategic business management is based on the data processing and retrieval system. Some points that must be considered while keeping the archive are data retention plans, security and safety of datum, the immutability, extensive storage capacity, indexing and searching mechanisms and integration of the required data.
  • Ethical considerations – while performing the task one must keep in mind the ethics of keeping data, which is crucial to the organization performance. The manipulation and restoration of data that transforms to useful information for the management must be avoided at any cost.
  • Process for developing, presenting and implementing recommendation – this process equips management with certain information like additional and instruction materials needed to make efficient decisions and effectiveness (Tjosvold and Tjosvold 2015). The documentation also helps them identify and solve problems. Implementing is result oriented in the end and practicing development and aligning the business strategy and curriculum with practices.

Conclusion

Thereby, the following report discusses about the development of an empowerment plan and the philosophy that has been used in the workplace during the improvement process. The goals and objectives of the philosophy followed have also been stated. The communication strategy and communication process to develop a network of trust is utilized by the organization. The PDCA cycle of plan-do-check-act, is used for the improvement process. The customer complaints have been identified and a system has generated to resolve these issues. The adjustments for the continuous improvement process, recommendations and the involvement of plans to reach the desired goals are ensured. There is an availability of resources for implementation of these adjustment plans. Strategic planning is used for management of the reports and recommendations for the continuous improvement processes. The facilitation for improvement of the organization is necessary for empowerment of the organization. The customers are encouraged to complain. To allow the customers have a better experience of the services the customers are asked to make suggestions and complaints. The organization creates surveys on the company’s website and asks requests the customers to review the services. Leaflets and pamphlets are issued so that the customers can rate the services and if they are not satisfied, they suggestions can be made. The organization ensures the maintaining the competence of the personnel by assessing of the competence, maintaining the competence and keeping record. The competence is measured by the skills, knowledge and expertise of the employees. There is the need to achieve good standard of the ethical behavior. The changes in the marketplace, regulations and services are also considered. The documentation also helps them identify and solve problems. Implementing is result oriented in the end and practicing development and aligning the business strategy and curriculum with practices.

References

Bryson, J.M., 2012. Strategic Planning and. The SAGE Handbook of Public Administration, p.50.

Feng, D., Siu, W.C. and Zhang, H.J. eds., 2013. Multimedia information retrieval and management: Technological fundamentals and applications. Springer Science & Business Media.

Hassard, J. and Pym, D. eds., 2012. The theory and philosophy of organizations: critical issues and new perspectives. Routledge.

Hess, R.E., 2014. Studies in empowerment: Steps toward understanding and action. Routledge.

Jensen, J.V., 2013. Ethical issues in the communication process. Routledge.

Johnson, C.E., 2017. Meeting the ethical challenges of leadership: Casting light or shadow. Sage Publications.

Kim, B., Lee, G., Murrmann, S.K. and George, T.R., 2012. Motivational effects of empowerment on employees’ organizational commitment: a mediating role of management trustworthiness. Cornell Hospitality Quarterly, 53(1), pp.10-19.

Kohlbacher, M., 2013. The impact of dynamic capabilities through continuous improvement on innovation: the role of business process orientation. Knowledge and Process Management, 20(2), pp.71-76.

Matsuo, M. and Nakahara, J., 2013. The effects of the PDCA cycle and OJT on workplace learning. The International Journal of Human Resource Management, 24(1), pp.195-207.

Meyerson, G. and Dewettinck, B., 2012. Effect of empowerment on employees performance. Advanced Research in Economic and Management Sciences, 2(1), pp.40-46.

Myers, C., 2015. Is your company encouraging employees to share what they know. Harvard Business Review, pp.1-9.

Pires, N.M.M., 2013. Continuous improvement process.

Stubbs, W. and Higgins, C., 2014. Integrated reporting and internal mechanisms of change. Accounting, Auditing & Accountability Journal, 27(7), pp.1068-1089.

Tjosvold, D. and Tjosvold, M., 2015. Teamwork with Customers. In Building the Team Organization (pp. 141-150). Palgrave Macmillan UK.

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