Social Cognitive Model of Resistance †Free Samples to Students

Question: Discuss about the Social Cognitive Model of Resistance. Answer: Introduction Organizations are established with a hope that they will grow in terms of expanding their operations to other geographical areas, increase their revenue and open up new ventures with different mission and vision (cummings, worley, 2014). To achieve this fete, the organization needs to set goals that the organization should strive to achieve and which will serve as the vision of the business. The organization will also have to establish a comprehensive plan that will help the organization to achieve the set goals. Organizational planning can be described as the process that helps the business to identify the goals of the firm and put in place the relevant strategies that will help to achieve the goals of the organization (Goetsch, davis, 2014). Organizational goal setting refers to clear statements of tasks that should be accomplished to achieve the goals of the organization. This report is written to analyze HID case study. At present, HDs mission is to be the leading organization that has medium priced hotels in all the small towns and cities in Australia. Their mission is to build hotels in Australia as it serves as their geographical area of operation. The primary target market of hid is the market segment that can afford the medium priced hotels as they are based in small towns. Moving to large cities will mean that they need to raise their prices to meet the operational costs and they will also face stiff competition from the established hotels in big cities. The HID mission will soon change because the organization has set other goals and the business is planning to expand their business to large cities and even move out of Australia. The companys core purpose was to operate in Australia, but that mission will change because of the new set goals. The organization's mission was also to operate medium priced hotels, but that mission will change because hid is planning to change the pricing strategy of the organization because moving to big cities will automatically mean that the organization will have to change the pricing strategy. The hotels operated in big cities will have to charge high prices to meet their operational obligations. Failure to change the pricing strategy will force the business to make losses (Wagner iii, hollenbeck, 2014). The mission also changes to adopt a national outlook as the organization is planning to operate hotels in all cities in Australia and not focus on small cities. The organization is also planning to change the target market. The mission of the organization will change as there is need to align the mission of the organization with the plans of the organization. Due to business environment dynamics, organizations are forced to change their missions to continue operating smoothly (Zarkovic, cetkovic, knezevic, 2015). Change in organizations in inevitable and failure to change will result to business not operating effectively. Business planning also leads to the identification of new business opportunities which forces the organization to change its mission to exploit the new opportunities. At the end of the planning session, HIDs mission will be to operate the best large hotels in urban cities in Australia and the world at large with competitive prices. The strategic goals of HID are to move to urban areas in Australia and even in foreign cities and operate more than fifty hotels in ten years' time. Organizations should set strategic goals that should be clear so that employees can understand them because if the subordinate does not understand the goals the organization will not have a sense of direction (Hartley, 2014). The strategic goals should also be realistic and achievable and this is ensured by realistically assessing the business environment to ensure that it can accommodate such goals. Strategic goals of HID are likely to be effective as it has considered all the required factors when setting strategic goals and this will benefit the firm. HID's goal is to operate fifty hotels in ten years. This seems impossible, but with the right strategic plan, the goal is achievable. A strategic goal should be feasible, achievable and difficult to achieve (Smith, 2014). If the dream is achieved, it will lead to the growth of the business. Hid has also set the time frame to achieve the goals and this is very important in setting strategic goals and this will enable the organization to work hard to ensure the goals are achieved within the given time frame. Achieving the goals outside the stipulated time frame will lead to increased costs and the company will put the needed efforts to avoid these costs. The strategic plan helps the company to achieve its strategic goals. HID's strategic plan is to change the target market, change the pricing strategy, increase the workforce and come up with a plan to counter the increased competition. The target market will be people living in urban areas. This will imply that the plan will include introducing the products that satisfy people the tastes and preferences of people living in big cities. The company will employ the 4p's marketing mix which comprises of the price, product, promotion, and place (Pfitzer, bockstette, stamp, 2013). The products will be of high qualities to help minimize the high competition in urban areas. The products should also be innovatively produced, branded and packaged so as adopting high pricing strategy will be justified as the product reflect the customers value for their money (Bak?c?, almirall, wareham, 2013). The strategic plan should also show how the company will change the pricing strategy. The pricing strategy will be influenced by the target market. In some target market. Hid will use high prices because the new target market associates high prices with high quality. This means that charging high prices for hotels will help to attract more customers and minimize competition (Songini, gnan, malmi, 2013). In some urban areas, HID plan will be to offer products and services that fully satisfy the needs and of the customers and charge competitive prices. The strategic plan should also select the best strategic areas to set up the hotels. The hotels should be strategically placed in areas with a high number of the target market to ensure the hotels have enough customers. The strategic plan will also involve hid increasing the number of employees to work in the newly established ventures. Negotiating behavior was used to help the managers reach an agreement (Lent, brown, 2013). This is because each manager had his/her opinion on different goals of the organization. There was the need for the consultant to allow the managers to discuss to reach an agreement. During the discussion, the managers are given an opportunity to express their concerns and critique the other managers opinions. This ensures that the agreed decision is well analyzed and all the challenges that may hinder the achievement of the goals are known and planned for. The consult refocuses the discussion to ensure that the managers agree where their company should be to achieve their mission and tells them to support a national outlook for their company. No. Managers do not typically disagree on the direction of their organization. Disagreements between managers on the direction of the organizations are caused by various factors which include; Managers in an organization have different levels of experience. Some managers have adequate experience while others have little experience when it comes to organizational goal setting and planning (Klofstad, sokhey, mcclurg, 2013). The managers will little experience will tend to see some goals as being unrealistic because they have never set such goals before. This lack of experience will result to disagreements. Conflict of interest when making organizational goals will also cause the managers to disagree (Bateh, castaneda, farah, 2013). In the case of HID, managers new the mission of the organization was to operate within Australia targeting medium priced hotels. The CEO's goals for the organization conflicted with the current mission and the managers thought the goals were unrealistic because the CEOs goals were to change the pricing strategy, expand to urban cities in Australia and other foreign cities. Conclusion Due to business environment dynamics, change in organizations is inevitable. This forces the organization to change its goals and plans. This will also cause the organization to change its mission so that it can align with the goals of the organization. Organizations need to set clear, realistic, challenging and achievable goals. The strategic plan should be comprehensive to cover all the strategies to achieve the set goals. References Bak?c?, t., almirall, e., wareham, j. (2013). A smart city initiative: the case of barcelona. Journal of the knowledge economy, 4(2), 135-148. Bateh, j., castaneda, m. E., farah, j. E. (2013). Employee resistance to organizational change. International journal of management information systems (online), 17(2), 113. Cummings, t. G., worley, c. G. (2014). Organization development and change. Cengage learning. Goetsch, d. L., davis, s. B. (2014). Quality management for organizational excellence. Upper saddle river, nj: pearson. Hartley, m. (2014). Call to purpose: mission-centered change at three liberal arts colleges. Routledge. Klofstad, c. A., sokhey, a. E., mcclurg, s. D. (2013). Disagreeing about disagreement: how conflict in social networks affects political behavior. American journal of political science, 57(1), 120-134. Lent, r. W., brown, s. D. (2013). Social cognitive model of career self-management: toward a unifying view of adaptive career behavior across the life span. Journal of counseling psychology, 60(4), 557. Pfitzer, m., bockstette, v., stamp, m. (2013). Innovating for shared value. Harvard business review, 91(9), 100-107. Smith, w. K. (2014). Dynamic decision making: a model of senior leaders managing strategic paradoxes. Academy of management journal, 57(6), 1592-1623. Songini, l., gnan, l., malmi, t. (2013). The role and impact of accounting in family business.Journal of family business strategy, 4(2), 71-83. Wagner iii, j. A., hollenbeck, j. R. (2014). Organizational behavior: securing competitive advantage. Routledge. Zarkovic, m., cetkovic, j., knezevic, m. (2015). Organization of enterprises in function of a successful business. Stroitel'stvo unikal'nyh zdanij i sooruzenij, (1), 91.