Internal Dynamics for Riordan

Internal Dynamics

For Riordan to implement the new business strategies, the internal dynamics of the organization must change. These changes will affect the culture and structural leadership of the company. Riordan’s current management structure is a matrix structure using the old method management. This means that longevity in the organization is a stipulation for management placement. Each level of manager is put in a position and the job is made to fit the candidate. The company will keep the current matrix structure in place with one major difference. In the new internal dynamics of the company, the requirements of the job determine the eligibility of candidates.

New job placement processes will cause the cultural environment to change within the organization. Employees, whom may be waiting for older workers to leave the company, will find it easier to move into new positions without the wait. The most qualified candidate will be eligible for the positions, instead of employees relying on longevity. This type of organizational movement will promote innovation through education by placing fresh candidates in leadership positions. This will also help the company avoid downturns in innovation and growth.

Organizational managers must determine if the new business strategy will fit the current culture. If the strategy does not fit, managers must decide how to implement the strategy by making changes in the structure. According to Wheelen and Hunger (2010), the management team can try one of four methods to adjust the culture. “The strategy makers can take a chance and ignore the culture, manage around the culture by changing the plan, change the culture to fit the plan, or change the strategy to fit the culture” (Wheelen and Hunger, 2010, p. 256). The new organizational business strategy must have the support of the stakeholders to which the changes will affect because a failure to plan and adjust the business strategy effectively could result in failure of the implementation process.

Business Continuity

Business continuity is the action implemented by an organization to certify that the business roles will be available when needed by customers, suppliers, and others of Riordan that must have access to those specific functions. Business continuity is implemented by members of the organization such as management, employees, and its stakeholders. The business functions and continuity at Riordan consist of design management, system backups, control change, and the service desk. These functions help Riordan preserve service, stability, and restoration within the organization.

Riordan influences business continuity by supporting items in their mission statement. The influences are geared by Six Sigma and R&D, which is the industry leader in identification of industry trends. Riordan’s business is also influenced by ISO 9000 standards that define the company’s attitude and abilities. Long-term customer relationships and team oriented working environments are significant businesses influences of this company. With a continual focus on achievement and maintaining profitability to ensure sustained growth, financial and human capital availability are identified as ongoing strategic goals and objectives.

Assessment and Feedback Controls

Riordan provides its employees with well informed and properly supported information that focuses on the long-term viability of the company. The assessment and feedback controls that should be acknowledged in determining the direction for Riordan in the proposed strategic plan are as follows. The assessments will ensure that Riordan examines employee motivation and empowerment, manufacturing and marketing areas, and the structure of performance reviews. Once these areas are assessed, then the feedback process will begin. The management feedback process consists of making sure employees are still being recognized as team players as Riordan is changing the strategy of the company. Providing employees coaching sessions to identify problem areas, implementation of career development opportunities, and instituting a pay rewards system for good performance that supports the company’s vision will provide direct feedback to the company.

At Riordan, product quality and quantity is a major focus. Establishing an evaluation, control, and assessment process will provide timely feedback to leadership in anticipation of results or areas of concern. Areas of assessment include employee and customer satisfaction, environmental presence, and environmental scanning for external locations of the manufacturing facilities. Instituting assessment and feedback to determine the profitability and feasibility of the company is established through the strategic process. Management will determine and specify what measurements are necessary, establish standards of performance through specific implementations, measure performance by predetermined controls, and compare desired performance within a tolerance range. Should the performance fall outside of the predetermined tolerance range, leadership will have the ability to take immediate corrective action.