Striker Corporation Analysis
Striker Corporation Analysis
Stryker Corporation is known all over the world for being a leader in the provision of medical technology. It mostly specializes in the provision of medical surgery and orthopedics equipment. Furthermore, SYK ensures that its business is separated in two key areas, which are MedSurg Equipment and Orthopedic Implants. The products on offer by SYK are sold directly to healthcare facilities, hospitals and doctors. This means that that there are more than 4100 employees who engage in sales and marketing globally.
Stryker is an example of an organization with a learning organization design model. This means that it has the ability of continuously changing, adapting and learning. SYK has employees who have knowledge in their areas of expertise and they share it with everyone who is in need of it. In turn, the employees apply their knowledge with regards to the environment they are in. Also, the organization has an organizational culture that is extremely strong because everyone works together to achieve a common goal. They constantly share information and knowledge, which is quite an advantage to its overall performance. The organization has great leadership and team design that has made it a force to be reckoned with among its competitors. Stryker has been effective for a long time because its culture, structure, people and tasks all fit together. The four elements work together to ensure high levels of performance (Falletta, 2005).
The management of any company should ensure that all the activities that take place go on smoothly and effectively. The key drivers and causes of performance need to be understood, as well as their underlying relationship. It is because of this reason that Tushman and Nadler (1980), came up with the Congruence Model during the start of the 1980s. The model is a tool that assists an organization to find out what problems are affecting them and how they can be fixed. The model focuses on a principle whereby, the performance of an organization is obtained from four key elements. These are culture, people, tasks and elements, and they contribute towards the success of an organization (French & Rayner & Rees & Rumbles, 2011). For example, there are high performance levels when compatibility or congruence are high.
The environment deals with factors that are situated outside the company. It is known that every organization has to exist within other large environments. These include large social forces such as other organizations, groups and individuals. They have the ability of affecting the performance of an organization. In specific terms, the environment includes special interest groups, financial institutions and competitors, among other (Nadler & Tushman, 1980)s. In this case, SYK has many competitors in the surgical and orthopedic reconstructive implant markets. Some of its competitors compete in a maximum of two segments. It should also be known that there are some companies that compete with SYK across the various segments. They are Smith & Nephew, Medtronic, Zimmer Holdings and DePuy Orthopedics. In organizational analysis, the environment has three key features that should not be overlooked. Firstly, it constantly makes demands on an organization; secondly, it can place constraints on any organization action. Thirdly, the environment provides opportunities, which can be explored by the organization. The three factors should always be analyzed when focusing on SYK’s environment.
There is a wide range of resources that SYK has access to and this is applicable to any other organization. The resources include information, capital, technology and employees, among others. In some cases, resources can be less tangible and an example is having an organizational climate that is positive. It is possible for SYK to configure, deploy or shape its resources with regards to the environment. Evidence suggests that the history of an organization influences its current functions. An organization has to pass through various phases or stages in order to develop. It will undergo various changes, which are based upon past events, such as persistent traditions (Nadler & Tushman, 1980). For example, SYK has had the same key leaders for a long time and the employees have becomes familiar with them. Even the culture at SYK is a persistent tradition that is evolving at a slow pace.
Stryker offers a variety of products and thus the reason why it is among the world leaders in its line of business. The core products are the CMF, trauma, spine, reconstructive implant and MedSurg segments. SYK has an effective strategy that has ensured that it has control of fifteen percent of the market it serves. This means that Stryker can easily withstand any problems that may arise because it focuses on many segments. Furthermore, Stryker has a strong and able financial history with a twenty two percent growth rate that has been diluted by a ten year average. In the past years, SYK had a strategy whereby, it would have an annual EPS growth of 20 percent. This showed that the company wanted to ensure that nothing would stop it from achieving the desired growth. Also in an attempt to improve its weak years, SYK incorporated and acquired new companies. Based upon the congruence model, SYK has an effective strategy that ensures its overall success.
Outputs refer to the effectiveness, performance and the production of services and products by an organization. According to Nadler and Tushman (1980), there are many indicators of organizational output. The system output contributes towards organizational performance and it can be through the functioning of individuals or groups (Bellinger, 2004). When evaluating organizational performance adaptability, resource utilization and goal attainment should be focused upon. Each employee should be able to contribute positively to the success of SYK. This is regardless of whether they are working in groups or individuals. For example, employees who do not produce good results should be offered training in their weak areas. This provides them with an opportunity to improve on their own success as well as that of SYK.
An organization should ensure that its performance and output levels are of benefit to everyone. When information is being communicated it can easily be distorted and this will affect the person who receives it last. It is vital to ensure that an organization has the right channels of communication. This means that regardless of whom the information is to reach, it will not be distorted. Performance should always be focused upon in order to contribute to the success of the company. Each employee should be aware of what is expected of them and in turn, strive to achieve the established goals. Individuals as well as groups should always be ready to learn and use the acquired knowledge to benefit the organization. Therefore, the output and performance levels of an organization will be high depending on the congruence levels (Schermerhorn & Hunt & Osborn, 2005).
References
Bellinger, G. (2004). Introduction to Systems Thinking. HYPERLINK “http://www.systems-thinking.org/intst/int.htm” t “_blank” http://www.systems-thinking.org/intst/int.htm
Falletta, S. (2005). Organizational Diagnostic Models: A Review and Synthesis. HYPERLINK “http://www.leadersphere.com/img/OrgmodelsR2009.pdf” t “_blank” http://www.leadersphere.com/img/OrgmodelsR2009.pdf
French, R. & Rayner, C. & Rees, G. & Rumbles, S. (2011). Organizational Behavior. New York: John Wiley & Sons.
Nadler, D. A. & Tushman, M. L. (1980). A Model for Diagnosing Organizational Behavior. Organizational Dynamics, 9, 2, 35-51.
Schermerhorn, J. & Hunt, J. & Osborn, Richard. (2005). Organizational Behavior. New York: Wiley.
