Any profit making organization should be ready and willing to embrace change. The entity needs to be dynamic to develop. Managers should make sure that this happens. Before any change is implemented, planning should be carried out. Functional strategic choices and plans are necessary. However, a good strategic plan does not always translate to successful implementation (Fred, 2013). The process of putting into action the formulated ideas is very important.
A thorough evaluation is needed before a policy is implemented. Sinclair Broadcasting Group (SBG) is an example of an organization undergoing change. The plans put in place have favored the company. However, the implementation process is not that easy. In the current paper, the author will look at different strategic choices adopted by SBG. Some of the issues arising from the implementation of these plans will also be analyzed. In addition, a strategic plan will be developed in this paper.
A Description of the Strategy Selected for Sinclair
According to Fred (2012), an effective strategic choice helps an entity to make sustainable decisions. When selecting a strategy or choice to be implemented, managers should take into consideration the importance of putting in place a plan that is in line with the company’s goals and objectives. It is important to note that some strategic choices are better than others. In light of this, the management should assess existing alternatives before selecting the final approach to be adopted. Strategic planning helps the stakeholders in the making of important and functional choices for the entity.
A manager makes a wide range of decisions on their day-to-day undertakings. Some of them include strategic decisions for the organization. The failure to put in place important policies and frameworks may lead to the failure of a company. To avoid this, Brown (2011) recommends the use of the ABCD plan before coming up with a decision. The acronym stands for Authenticity, Believability, Communicability, and Deliverability (Brown, 2011). In the first case, the choice should be made on the basis of two or more options that offer the manager with the same alternative.
On its part, believability ensures that the choice made can be traced back to ‘real bases. It also makes sure that the decision is based on evidence, ensuring that it is logical. When it comes to communicability, the choice has to be effectively and efficiently communicated to the stakeholders. Failure to communicate means that the decision becomes a waste of time. The last element is deliverability. After following the steps enumerated above, the administrator must ensure that the choice made is executable in the real world (Brown, 2011).
At Sinclair Broadcasting Company, a number of strategic choices have been put in place. The selections have proved beneficial to the organization as a whole. The effectiveness of these alternatives is evident in the success of SBG in the market. To this end, the company is among the top telecommunications firms in the USA (Yan & Napoli, 2006).
One of the strategies that have catapulted this firm to success entails creating a working environment that is appealing to existing and potential employees. In addition, SBG is a diverse company. As such, the management acknowledges the fact that the employees working for the entity are one of its most important assets regardless of their backgrounds. As such, the workers need to operate within an environment that promotes respect and appreciation of their diversity (Fred, 2012).
The approach snowballs into another strategic choice adopted by SBG. The framework entails the introduction of incentives to boost the morale of the workforce. A motivated worker makes significant contributions to their workplace. As a result, the overall performance of the company is enhanced (Yan & Napoli, 2006). In relation to diversity, the company recruits its employees based on their academic and professional qualifications. The gender, age, or ethnicity of the candidate does not affect their probability of joining the organization. According to Brown (2011), studies have shown that participation of women in the workforce enhances the financial performance of a firm. Sinclair has realized this potential, leading to a rise in the number of female workers in the firm.
Eradication of other diversity barriers has helped in the growth and development of SBG. It is important to note that strategic management is an art (Fred, 2013). It is believed to be the answer to most problems facing a firm. The management at SBG works hard to make sure that only the best decisions are made and implemented. By doing so, they have improved the chances of the organization’s success in the market.
Issues Related to the Implementation of the Strategic Choice at Sinclair
Many companies fail in the strategic implementation of the choices made. Management plays an important role with regards to actualization of business plans and strategies. Before a decision can be put into action, a strategic formulation has to be carried out. The process entails deciding on what to do and at what time. On its part, implementation involves putting into action what has already been formulated. In other words, it entails the adoption of the selected strategy (Brown, 2011).
In reality, the formulation of a given strategy does not guarantee a flawless implementation. It is difficult to put into action what has been formulated. A functional strategy may fail if it is implemented in the wrong way. As a matter of fact, only less than ten percent of strategies identified in an organization are implemented successfully (Yan & Napoli, 2006). The management has to be attentive to increase chances of a successful strategic implementation. It is important to note that creativity is needed during formulation. With regards to actualization, the individual needs to be action-oriented. What this means is that they should have the knowledge to make things happen.
Strategic implementation of choices at SBG will be informed by the management’s ability to design and allocate resources, as well as formulate functional policies. In addition, it is important to identify and adopt the appropriate leadership styles (Fred, 2012). Strategies lead to plans, which translate to different programs and procedures that should be actualized. With adequate funding, projects emerge from the programs. The development will determine the daily activities carried out at SBG.
Most of the issues affecting effective implementation of plans include management, marketing, finance, research and development, and management information services [MIS] (Fred, 2013). The management aspect involves annual objectives, policies, resources, organizational structure, restructuring, and rewards or incentives. In the case of SBG, the annual objectives should be in line with the mission of the firm. They are the bases for resource allocation and establishment of priorities. Problems may arise when the objectives fail to meet the requirements put in place. In relation to this, they should be reasonable, clear, consistent, and timely. One should be able to identify the quantity, quality, cost, and time of the plan.
Policies will help SBG to solve problems and implement the strategic choice. They achieve this through the establishment of limits and boundaries. Resource allocation allows for the execution of plans. They include financial, physical, human, and technological resources (Brown, 2011). The management plays an important role in resolving conflicts. The reason is that the structure of an organization determines how resources are allocated and how policies are established (Brown, 2011). The management at SBG should take this into consideration.
Restructuring involves reducing the size of the company on the basis of hierarchical levels. The issue is closely related to incentives. To enhance the success of the strategic choice, managers at SBG should introduce systems to reward performance. Examples include profit sharing and dual bonus models. Marketing issues deal with segmentation and product positioning in the industry. Segmentation involves subdividing the market into groups according to the needs and behavioral patterns of customer (Fred, 2013). It varies with product, place, promotion, and price. Product positioning involves representations showing how products compare to competitors in the market.
Every project requires capital to develop and implement (Yan & Napoli, 2006). The management at SBG should avail the necessary capital by preparing financial budgets. For growth to occur, new products have to be invented. The ability to improve existing products is a major concern in many organizations. It affects the effective implementation of strategic choices.
Research and development is closely related to the implementation of strategic choice. To start with, the organization must market the new technological product. Secondly, innovation and competition imitate the new product. Finally, rivalry leads to the production of products that are similar to the original one, but which are cheaper (Fred, 2012). What this means is that other firms in the telecommunications industry are likely to imitate SBG’s strategic choice if it proves to be successful.
The last issue that may affect the implementation of a strategic choice involves management information systems (MIS). Without information, it is hard to put into action the formulated plans (Fred, 2012). SBG needs to collect and analyze information related to the strategic choice. Such information includes the costs and benefits of the plan, as well as the parties involved in its implementation.
Strategy Implementation Plan for SBG
For a strategic plan to succeed, the managerial staff should be fully committed to it. The managers at SBG must own the plan. They should establish a vision for the policy is an important indicator of its success. The vision should be clear and realistic (Fred, 2013). The employees should be informed of any changes to the plan. The managers should select a leader to oversee the strategic choice. Communication is needed to enhance the success of the plan. In addition, all employees should be involved.
The implementation of the strategic choice should be a continuous and evolving process. For example, employees at SBG should respect the racial and ethnic backgrounds of their colleagues. They should behave according to the code of ethics put in place. On their part, the managers should be friendly and supportive to the workers. Such a move will enhance the relationship between the two parties (Fred, 2013).
Workers are encouraged to approach their supervisors to discuss their future careers. In addition, the managers are expected to ensure that the recruitment of talent is not biased. People should not be discriminated against when seeking employment. Their social, economic, and political statuses should not be used to deny them a chance to work in the firm. On the contrary, recruitment should be anchored on efficiency and credibility. The managers should also maintain the culture of reward performers. In addition, fair treatment of employees boosts their morale and performance. Both parties are expected to provide their full support to the project.
The table below illustrates the strategy implementation plan for Sinclair:
Table 1. Strategy implementation plan for SBG
Conclusion
Strategic planning requires the dedication of employees and managers. It can be used to deal with various problems affecting business organizations. An effective strategic choice enables the company to make workable decisions. If the parties involved are not careful, the implementation process may lead to the failure of the firm. It is important for managers to analyze the issues facing a firm before making decisions.
When this is done, the success of the strategic choices is enhanced. Sinclair has realized that its employees play an important role in the success of the company. As such, the managers have developed strategic plans to retain talent and motivate workers. The strategic choices analyzed in this paper include diversity and reward systems. Implementation of these alternatives will determine the direction taken by SBG in the future. The managers and the employees will determine the success of these plans.
References
Brown, D. (2011). Experiential approach to organization development (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Fred, D. (2012). Strategic management concepts: A competitive advantage approach (14th ed.). Upper Saddle River, NJ: Prentice Hall.
Fred, D. (2013). Strategic management: Concepts and cases (14th ed.). Upper Saddle River, NJ: Pearson Education.
Yan, M., & Napoli, P. (2006). Market competition, station ownership, and local public affairs programming on broadcast television. Journal of Communication, 56(4), 795-812.