This refers to the way that the organisation is controlled. The four main characteristics of the logical incrementalism model within Cordia are as follows: Therefore, in most cases strategy may be considered as the outcome of resolving emerging issues. Cordia recognised an opportunity for growth. Cordia has highly established norms and places heavy reliance on implied authority.
The MD realized that changes in the structure were needed but did not want make any changes at such an early stage of its three year strategy. Cordia has a culture that is particularly resistant to change. To develop an understanding on the part of every employee at the organisation create a culture and a commercial orientation throughout the organisation to breakdown the structural and cultural differences the silos that the structure created among the departments and, To develop Cordia competitive advantage as this will eventually determine whether Cordia retains customers for repeat business and reaches its 3 year goal of proving to the municipality that this is indeed an organisation that can be profitable in an already saturated market of relationship management. Through the culture web of Cordia is can clearly be seen that the company places high value on historical practices and the company is managed accordingly. This division has to constantly re-invent itself as students are rejecting the menu offering.
On the surface, there appears to be an apparent absence of formal strategic planning and a higher degree of operational planning.
Instead it went the route of incorporating six, twenty week phases into the Cordia Way. The five stages of logical incrementalism5 are stated as: Cordia was, after all, developing into a market cordai in relationship management in the catering and care service industries.
Cordia has a culture that is particularly resistant to change. The organization enjoys being under the banner of the council for the following reasons: This is his opportunity to explain the strategy of Cordia, reflect on actual strategic outcomes and compare these with planned strategic outcomes.
At Cordia, emphasis on top level accounts is csse only by senior management. These three divisions indicated three different strategies: They have to be aware of the changes in the environment.
It is known as a problem solver in large scale manual services. This is the development of strategy by experimentation and learning. The four main characteristics corxia the logical incrementalism model within Cordia are as follows: This ensures that the company moves forward incrementally rather than in leaps and bounds without a specific, clear direction.
Calling upon core studu is the key to strategic development in this case as the brand was once recognised as the leading change in school meals programmes. Cordia has highly established norms and places heavy reliance on implied authority. This is utilised to determine what is expected to happen in given situations and what is valued by management.
This means that he meets with groups of HQ staff at a time in a theatre room and presents to them the results of the business for the previous year and lays out the challenges that lie ahead.
This makes fostering a new strategy very difficult.
The company decided to embark on a strategy to monopolise the market since they already had an established sector.
The concept of competition is not well established within Cordia as most employees still view the company as a council division. Cordia Llp 1 January Cordia has outlines a change management plan to deal with these issues.
Wakefield, a west Yorkshire Town l,p the UK, is currently undergoing a discreet revolution3. Therefore, in most cases strategy may be considered as the outcome of resolving emerging issues.
One of the major challenges facing strategic management was to breakdown these divisions and make the company one entity with one specific goal in sight. Encore, Facilities Management and Care Services.
Cordia should seek to adopt a structure that would encourage interaction between the divisions which will in turn satisfy the needs of the organization and will eventually set Cordia LLP up as an klp competing in the open market and not simply a subsidiary studu the council. Although the organization has a current structure typical to that of a functional structure, multi divisional structures are also seen in the three areas of operation within the organization.
The case highlights that Cordia is involved in three different operational sectors: These are the pockets of real power within the company. The formal process includes the twenty week phases which serve not only as part of change management but also to increase the ll of the business. There are two views of strategy development; the intended strategy, sometimes referred to as the rational or analytical view of strategy and the emergent strategy which highlights the view that strategies do not develop on the foundation of a grand plan but rather develop over time.
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