SG7001 Managing Strategy Operations and Partnerships
1. Vision of an organisation
A vision of the organisation means that the organisation wants to be in the future state. The vision of an organisation is the purpose of the company and what the company is endeavouring for and what the company wants to accomplish in future (Kools et al. 2020). A vision of the organisation communicates or interacts with the value and its commitment to accomplish the goals and mission.
2. Analyses the organisation characteristics
| Vision | |||
| “Quality” | “Analysis” | “Definition & Justification” | “Impact” |
| “Volume” | “High” | Volume of the product quantity is always mentioned as production amount is a fundamental object to fulfil the market demand. Product volume signifies the product quantity manufactured in a particular organization (Hebinck, 2020). The volume of the goods of the organisation defines how big the organisational production is (Rieder et al. 2018). Considering the instance of Atelier Chiang Mai presents a high degree of constancy in the delivery of goods and services. Volume is considered to be a remarkable tool that entails and boosts the confidence of the buyer. | The organisation must utilise the quality of volume to maximise the process of sales and service which may help to form a massive reputation of the company in the market. |
| “Variety” | “Moderate” | Variety is considered as the other quality of the organisation that is concerned with the diversification of products and services that are produced and sold to the clients or customers. V represents the diversity among the 4 V’s of an organisation (Pant and Pant, 2018). The organisation can reach the profit limit and expand the sales of different products to its customers. A wide range of products provides immense feasibility and flexibility to the organisation to produce more products as per the needs and desires of the customer (Rieder et al. 2018). The interrelationship between variety and volume is observed due to the lower volume and higher variety of products and services. | Utilising variety as one of the qualities in John Lewis Plc and partnership, the largest fashion organisation may benefit the organisation in numerous ways. gaining of profit may maximize severely by increasing the process of sales and it can enhance to produce a product |
| “Variation” | “Low” | Variation defines the level of transforming needs of the products over time due to multiple external factors such as transfiguration of design and trends and so on. As opined by Hassan (2018), it is extremely hard for the organisation to predict the variations in nature due to the existence of several factors. Comprehending the variation in their transformation needs a lot of maturity and experience. | The largest fashion and designing store must utilise the mature individual to understand the variation in transforming the demand to ignore the negative reputation and quality issue of the organisation. |
| “Visibility” | “Moderate” | In this industrial era, most organizations follow visibility as the fourth quantity to constitute the value chain for putting together entire industrial processes (Hassan, 2018). Client and customer have to experience the goods and services of the organisation. The production industry has the least visibility compared to the industries which provide services mainly. | The organisation must utilise the quality of visibility in the process of self to maintain the transparency process (Pant and Pant, 2018). It is an utmost essential object for the potential customer of the company to track the things that they are wanting and searching for. The operation along with the profit and competitive advantage of the organisation maximises in a potential market by following the necessary qualities. |
Table 1: 4 V’s of organisation
(Source: Hassan, 2018)
References
Hassan, O.A., 2018. The impact of voluntary environmental disclosure on firm value: Does organizational visibility play a mediation role?. Business Strategy and the Environment, 27(8), pp.1569-1582. Available at: https://onlinelibrary.wiley.com/doi/abs/10.1002/bse.2217
Hebinck, P., 4. NAVIGATING NYAMAROPA: THE SIGNIFICANCE OF LOCAL FORMS OF ORGANISATION. Engaged Encounters, p.29. Available at: https://www.researchgate.net/profile/Jose-Escalona-3/publication/349198261_ESPERANZA_Y_POLITICA_Jose_Luis_Escalona_Victoria_En_Thinking_about_Forces_Fields_and_Friendships_with_Monique_Nuijten_Dueholm_Salemik_Buscher_Kohne_Edits/links/6024c9624585158939973915/ESPERANZA-Y-POLITICA-Jose-Luis-Escalona-Victoria-En-Thinking-about-Forces-Fields-and-Friendships-with-Monique-Nuijten-Dueholm-Salemik-Buescher-Kohne-Edits.pdf#page=31
Kools, M., Stoll, L., George, B., Steijn, B., Bekkers, V. and Gouëdard, P., 2020. The school as a learning organisation: The concept and its measurement. European Journal of Education, 55(1), pp.24-42. Available at: https://onlinelibrary.wiley.com/doi/abs/10.1111/ejed.12383
Pant, G. and Pant, S., 2018. Visibility of corporate websites: The role of information prosociality. Decision Support Systems, 106, pp.119-129. Available at: https://www.sciencedirect.com/science/article/pii/S016792361730235X
Rieder, B., Matamoros-Fernández, A. and Coromina, Ò., 2018. From ranking algorithms to ‘ranking cultures’ Investigating the modulation of visibility in YouTube search results. Convergence, 24(1), pp.50-68. Available at: https://journals.sagepub.com/doi/abs/10.1177/1354856517736982
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