BUS FPX 4013 Assessment 2 Strategy Structure Fit

Introduction

This assessment scrutinizes three papers pertaining to the strategy- structure fit of associations. Each composition presents a distinct standpoint on the commerce between strategy and structure within an organizational environment, accompanied by real- world illustrations for enhanced appreciation. 

Article Summary and Selection Explanation

Two papers were named grounded on familiarity with their separate diligence healthcare and franchised associations. Despite lacking previous knowledge in the field, the third composition fastening on the hostel assiduity was chosen. 

The first composition, from the Journal of Health Care Compliance, named “ One Size Does Not Fit All When It Comes to Commercial Compliance and Internal inspection Organizational Reporting Structure, ” explores the nexus between strategy- structure fit and reporting practices within associations, pressing the implicit junction of internal inspection and compliance reporting structures and emphasizing the necessity for alignment between strategy and structure to grease similar changes( Nueske, 2007). 

The alternate composition, from the Strategic Management Journal, named “ The Strategy/ Governance Structure Fit Relationship proposition and substantiation in Franchising Agreements, ” delves into how different structures within franchising agreements align with corresponding strategies to enhance organizational performance, stressing the significance of coordinating structure with strategy to optimize organizational function( Yin & Zajac, 2004). 

BUS FPX 4013 Assessment 2 Strategy Structure Fit

The third composition, from the International Journal of Contemporary Hospitality Management, named “ The Effect of Competitive Strategies and Organizational Structure on Hotel Performance, ” investigates how competitive strategies and organizational structure influence hostel performance, exploring whether a harmonious relationship between strategy and structure contributes to bettered performance issues( Tavitiyaman, Zhang, & Qu, 2012). 

Relation Between Strategy and Structure

An association’s strategy serves as its functional design, decreeing styles, resource application, and pool relations. Again, the organizational structure provides the frame for functional procedures, encompassing leadership, scale, and task completion. Alignment between strategy and structure ensures organizational success and facilitates rigidity to changing circumstances. 

The reviewed papers emphasize the significance of aligning strategy with structure to enhance organizational effectiveness. Each association, with its unique structure type( mechanistic or organic), necessitates a acclimatized strategy to serve optimally. 

Example: Real-World Organization with a Strong Strategy-Structure Alignment

Publix Supermarket Chain exemplifies strong strategy- structure alignment. The association, famed for its hand power model, routinely evaluates and promotes workers from within, fostering a cohesive pool. also, its strategy of granting stock power to workers incentivizes retention and ensures client requirements are met. 

Conclusion

Effective organizational performance hinges on the alignment between strategy and structure. A symbiotic relationship between these rudiments enables associations to navigate change seamlessly and remain competitive in the global geography.