Business

            Response 1

An intended strategy refers to the theoretical type of strategy that is applied in an organization basing on the motive of the organization. It is the strategy that is kept on hold and is basically fully detailed in the strategic planning of the organization. This can also be viewed as a business plan especially to new enterprises (Andersen et al 2009). It is, therefore, important as it ensures that the organization follows the right track towards its success. How does these intended plans relate to one’s life? This relates to one’s life as there are intended plans that are established in one’s life but they are however important in molding and directing a person to be a successful person. These intended plans in one’s life are especially important when one is starting their lives. In terms of career line, one must have an intended plan that he/she has set so as to act as a guideline towards a better career. These plans are in most cases not implemented but in the long run, they are often implemented.

Response 2

Realized plans are the practical strategic plans that are often used and they are basically real. These are the actual plans that an organization uses. They are basically derived from the intended plans in the organization (Weigl et al 2008). How does these realized plans relate to one’s life? This somehow relates to our lives since we all have those plans that we implement in our day to day lives and in reality so as to attain success. These are the plans that we also practically apply in our careers as they help us to develop as well as to grow our skills within the organization that we are practicing our plans.

 

 

Response 3

Performance review process involves the evaluation carried out so as to measure human resources’ job performance over a certain period of time. This helps to identify some of the goals, skills interests, and competence amongst some of the employees that may be used better in another department (Kurtz 2010). This process, however, has some of its weaknesses that make it unsuitable to be carried out. What are some of the experiences of the weaknesses that are involved in performance review process? From experience, this process is subject to nepotism to some organizations. This is because some of the managers who are the superiors may evaluate their subordinate unfairly without having to evaluate their actual potential but rather basing on their likes and dislikes. The process also results to eroding of motivation amongst the workers. This is because the organization may solely use this process to add on salaries to the employees which may only be limited to only a few employees as the managers are aware that only limited funds are allocated for the same. However, the managers, in this case, are only interested in making the employees improve their skills but in the end, only a few are rewarded and a large group is disappointed and this act as a form of de-motivation.

 

 

 

 

 

Response 4

How can these weaknesses be prevented? To prevent all these weaknesses, all workers should be awarded fairly according to their responsibilities while they should be encouraged throughout the period to perform better. Actually, those organizations that treat their employees well and all employees at all levels work together in collaboration and cohesion, the performance measure and review process gives back a good report as everyone in the organization feels valued. Fairness is also important as each stakeholder in the organization is as important as the other as the roles are quite many to be carried out by only a few. Hence the issue of nepotism should not be an issue to occur but rather justice should be applied so as to attain success (Phillips et al 2013).

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

            Andersen, T. J., & Nielsen, B. B. (2009). Adaptive strategy making: The effects of emergent and intended strategy modes. European Management Review, 6(2), 94-106.

            Kurtz, D. L. (2010). Contemporary business. Hoboken, NJ: Wiley.

            Phillips, J. M., & Gully, S. M. (2013). Human resource management. Mason, Ohio: South-Western Centage Learning.

            Weigl, T. (2008). Strategy, Structure and Performance in a Transition Economy: An Institutional Perspective on Configurations in Russia. Wiesbaden: Betriebswirtschaftlicher Verlag Dr. Th. Gabler / GWV Fachverlage.