2. Staffing (The Right Personnel)

Staffing involves finding and placing employees in jobs for which they have the appropriate skills. While this may sound easy, in practice it can be quite difficult.

Many businesses have a wide variety of jobs with diverse knowledge and skill requirements. Staffing begins with recruiting people in the proper way instead of by favouritism.

For existing employees, it calls for a planned system of career development and appropriate training programmes.


3. Style (The Approach)

The leadership style of a firm's managers is an essential element in effectively creating the right corporate environment. Every organisation has a culture or a certain way of doing things.

Informal meetings, calling by first names, dress codes, fun games, corporate retreats etc. are all manifestations of a company’s style.


4. Skills (The Right Capabilities)

The skills of the organisation's members primarily consist of their knowledge of the technical aspects of the business and its services.

It also includes the ability to apply this knowledge in work areas such as communication, planning, decision making and problem solving.

Employee skills often have to change in response to changes in business strategy. The firm may often have to retrain, or in extreme cases, lay off some workers and bring on new employees with more relevant skills.

As the gradient of your ascent gets steeper, the minimum requirement for team membership gets higher and higher. Some businesses now use first degree holders for even the most routine clerical assignments.


5. Systems (The Procedures)

In this context, systems are the guidelines that firms use in the course of doing business.

Every business has a system it uses to deliver service to its clients. Growth in business is often enhanced when a firm’s service delivery system is perceived by the client as being superior to the competition.

Some companies capture these systems in operating manuals such as the procurement, accounts and client service policies.

However, as companies grow, it is important to continually review existing procedures to see if they are still suitable or if they must be upgraded.

Reducing cycle time, cost and customer complaints as well as improving call response times and order delivery times are examples of systemic improvements that will enhance a business’ image in the eyes of its clients.


6. Structure (The Pattern)

Structure refers to a firm's hierarchy or the pattern of an organisation. A change in strategy will often require an adjustment of the firm's hierarchy.

For instance, to become more competitive by getting closer to the customer, a diversifying organisation could give each of its divisions much greater control over its destiny.

Reducing corporate control and decentralising authority will help the newly restructured business units to react more quickly to changing customer needs and competition.

These changes may also mean that some positions will be abolished and new ones created.


7. Shared Values (The Organisational Culture)

A major part of implementing any strategy is to motivate managers and workers to "buy into'’ a set of shared values and beliefs. Organisational harmony is achieved when the goals or values of the individuals in the business are consistent with those of the organisation.

Rules are made and standards are set, but the values of the organisation are the magnet that attracts the right people to the team and focuses them on its vision. A team with a strong sense of value then becomes a network of like-minded people.

[By the famous Mr. Albert & Mrs. Comfort Ocran]

SOURCE: graphic.com.gh


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