Strategic management model
|Strategic management model|
|Methods and techniques|
Diagram of the overall concept of strategic management model is shown in the figure below. Particular attention should be paid to the functional information and feedback indicating the dynamic nature of strategic management in the enterprise.
After implementation such model should take into account changes in business environment and their impact on the realized strategy. In the extreme case mission of the company or its chief strategic goal could be modified or adapted.
Definition of Strategic Management
Strategic management involves making decisions and taking actions that can help organizations reaching the goal by adopting systematic way of formulating the strategy, implementing the strategy, evaluating and controlling the strategy implemented. Strategic management integrates various functional areas like:
- human resources,
- information systems in a formal and systematic manner consistent with the objectives of the organization and better performance.
Strategic management comprises three key components:
- Strategy formulation - component the key elements are vision, mission and goals of the organization. The other elements are the external and internal analysis, industry analysis and competitive analysis.
- Strategy Implementation - there are a three key elements that affect strategy implementation. These are organizational structure, people, leadership, processes and organizational systems.
- Strategy Evaluation and Control - the key elements are the evaluation model, processes and criteria and control methods and mechanisms for improving organizational performance and meeting the organizational objectives.
Strategic Management Model
Developing the strategic management model is important because it provides the basic framework for understanding how strategic management can be operationalised at the company level. The strategic management model provides managers and strategists a greater comprehension of the iterative approach in conducting real strategic management in the organizational setting. The strategic management model begins with the development of the organizational mission and vision. The organizational vision and mission would then be translated into the organizational goals. These elements show the direction and the areas of concern to be attained by an organization. Once these elements have been determined, the role of the manager or strategist is to perform an analysis of the organization. This involves the major types of analysis:
- External analysis of the environment,
- Internal analysis of the organization,
- Industry analysis.
Each of these analyses will provide information on strengths and weaknesses and opportunities and threats. The results of these analyses could help managers and strategists to match the niche areas to be focused, identify distinctive competence of the organization and determine the competitive position the organization should take in order to sustain its competitive edge in the industry.
Managers play a key role in the strategy-making process. They must take responsibility for formulating strategies, which the aim is to attain a competitive advantage and to putting those strategies into effect. There are two mains types of managers:
- general managers - they are bear responsibility for the overall performance of the company
- functional managers - they are responsible for supervising a particular function, for example: a task, activity, or operation.
General managers have profit and loss responsibility for a product, a business, or the company as a whole. They are responsible for deciding how to create a competitive advantage and achieve high profitability thanks the resources and capital.
- Dess G. G., Lumpkin G. T., & Eisner A. B. (2010). Strategic management: Text and cases.
- Hill C., Jones G., Schilling M. (2014).'Strategic management: theory’, Cengage Learning.
- Narayan B. (2000) Strategic Management, A.P.H. Publishing Corporation.
- B. Narayan (2000)
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- C. Hill, G. Jones, M. Schilling (2014)
Author: Karolina Piotrowska