Although objectives, functional tactics, and action items are included in many implementation plans, why do some organizations have a difficult time reflecting the plans they create?
An implementation plan should be specific, measurable, include deadlines to track progress, and many more. It also incorporates the components that will enable the plan’s objective to be communicated, adjusted if necessary, and maintained. Although it’s important to plan for future goals, the key to achieving those goals are short-term objectives. According to Pearce and Robinson, short-term objectives put long-term objectives into action by operationalizing them and assist strategy implementation by identifying measurable results of action plans that can serve as feedback, correction, and evaluation (2011). Within the short-term objective realm, action plans can identify functional tactics to be handled as quickly as the following week. However, managers must be specific so the task owners know exactly what they need to accomplish. The other components are setting a time for completion and identifying the task owners for these actions (Pearce & Robinson, 2011).
Organizations can have a difficult time reflecting these plan if they do not clearly specify the plans to both the employees (task owners) and top management. If the employees do not have enough guidance or direction to meet the objectives, the success possibility diminishes. If managers do not understand the actions to be taken, they may lose faith and decide to go a different direction ending the objective before it has time to prove successful.
Assigning ownership enables managers to assign accountability. If you hold those responsible for putting those activities into action they will be more inclined to carry them out. Some organizations do not specifically hold task owners accountable and are unable to