Strategic Choice and Evaluation

Dolores VanHorn

STR/581

10/07/2015
Tugtekin Gokaydin

Strategic Choice and Evaluation

Abstract The purpose of this evaluation is to bring focus to the strategic choice and evaluation process. There are levels of direction involved the strategic choices that a company makes and those methods can likely determine the success of a company well in advance. This evaluation will include the value disciplines that can benefit A Life After Community Living. The generic strategies that will implemented to support the overall goal of growth for the company and the grand strategy which will include insight into the trends of the market and the individuals served by A Life After Community Living. Researchers have found empirical data that supports that organizational views reflect the characteristics of senior management, (Geletkanycz, M. A., & Hambrick, D. C. (1997).

Strategic Choice and Evaluation

Choosing the ideal strategic direction is paramount for long lasting growth and revenue of Life After Community Living. The residential recovery community is extremely competitive, however there is a smaller market for service providers that can offer after care residential services for the masses. This company must analyze the trends of the community and the population that it serves to make strategic choices that have value for the stakeholders. A value discipline will be identified to set a proper foundation for the culture. A generic strategy and a grand strategy will be implemented based on the goals that the company has determined to sustain growth within the market. The recommendations will be based on the current climate of the industry.
Value Discipline Although values disciplines can be beneficial in unique ways, the most important note for growth is the excellence of operations. The value discipline will focus on improving the internal operations of A Life After and eliminating areas that are deficient within the company structure. The company relies upon individuals from the community and other service providers to seek out our services. Competitors may be able to offer lower monthly rent but those will likely not include the continuum of care that A Life After is able to provide. The community living setting is not only dedicated to the safe and security of the environment but also to provide structure and support to the newly recovering person. Surrounding that vulnerable population with care providers who are familiar with addiction is primary to meet the needs of those who will use our services. It is important to keep in mind that there will be a level of accountability on the part of the program participant, in other words, they will be held to a standard that is not flexible, i.e., random urine drug screens to be compliant with the program guidelines, attendance of recovery meetings will be mandatory and meeting with the “house managers” weekly to discuss options for the future and to have solution based discussions regarding life skills.

Generic Strategy The generic strategies implemented are used to support a goal of growth and sustainability as well. This strategy will focus on the delivery of services and the most streamline method of placing someone who is eligible into the program. History of treatment episodes will be considered, criminal history, and the willingness to participate fully in the program and its guidelines will also be determining factors. This strategy will includes customer service as a key performance indicator and part of that service to provide timely communication to all those who would seek our services. Grand Strategy. The most appropriate grand strategy for A Life After is the development piece. Trends in the recovery community are being aggressively targeted since more and more research is being done to determine evidence based practices and empirical data to support those findings. According to NIDA (national institute for drug addiction, 2014). The longer an individual participates in a “program of recovery”, the better their chances are of maintaining long-term quality sobriety. Market development will help limit any risks that have been identified posed by the community competitors by creating a domination of the company’s presence in the community. Final Recommendations. A Life After is well positioned to implement the strategic plan to produce and sustain growth, the company will make an effort to exceed all standards put into place by the corporate management team. The target is to produce an environment that enables individuals newly in recovery to have an opportunity for growth. The primary focus is basic needs being met by the community living structure, ancillary to that, the focus will be treatment and recovery planning. Life skills and general introduction back into the community are all key performance indicators. The competition does not offer all of those services under one roof and if they do it is done on a small scale where by limits the ability to serve many.
Conclusion
As a trend setting establishment, A Life After intends to initiate something that is not yet being done. The ability to offer something so valuable to the consumer that it cannot be overlooked as a part of any “step-down” program. There is a high need for these services for the client who at risk of returning to their original communities. Having a place to continue their treatment but in a modified setting gives individuals the best of both worlds. There is an opportunity for trial and error under the watchful eye of the staff and others in their fellowship or community to keep themselves accountable. The struggle will be, when the community outgrows the facility.

References
Geletkanycz, M. A., & Hambrick, D. C. (1997). The external ties of top executives: Implications for strategic choice and performance. Administrative Science Quarterly, 654-681.
Leshner, A. I. (1997). Introduction to the special issue: The National Institute on Drug Abuse's (NIDA's) Drug Abuse Treatment Outcome Study (DATOS). Psychology of addictive behaviors, 11(4), 211.