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The Strategic Management Process

Strategic management is a continuing procedure for formulating, utilizing and controlling wide plans that help in a business in reaching the set aims. It can also refer as the art work and knowledge of formulating, implementing and analyzing cross-functional decisions that permit an organization to achieve its target. (Bratton, n. d). Tactical management can be an ongoing activity and requires an invariable changes on the list of three traditional poles of an proper plan including: worth of senior management, environment and the resources available. It can also be thought as the group of decisions and activities that decides the long-term performance of a business.

The proper management process has five steps; quest and goals, environmental research, proper formulation, strategy execution and strategy analysis. The tactical management model starts off with top management evaluation of organization's current position with respect to its establish current quest and goals. The Mission reveal what an organization needs to be and whom it wishes to serve and how? Mission Statements are essential for effectively creating goals and formulating strategies. Goals will be the desired ends looked for through the actual operating strategies of the business and typically illustrate short-term measurable outcome. Proper management second step is the environmental analysis which consists of two parts inside assessment and exterior assessment. Proper formulation is the 3rd step in the tactical management model which involves making strategic choices and making strategies at three different levels corporate, business and practical. Strategy Implementation the fourth step which means including employees and managers in order to execute the designed strategies. It really is referred as the most difficult level of proper management process. It needs personal self-discipline and commitment. The final stage in strategic management process is strategy evaluation in which management analyzes the consequences of implemented strategies and controls it by implementing corrective actions. (Bratton, n. d)

In diversified business company, proper management is applied on different levels of hierarchy predicated on their proper needs. The hierarchy of strategy can be classified into three levels as: corporate, business and efficient. Corporate-level strategy talks about what business our company is in? It provides the overall proper direction in diverse areas of a business that facilitates in simple jogging of its different sections. Business-level strategy focuses on success and efficiency of an business unit. The essential purpose of this strategy is to have decisions that would make an enterprise unit more competitive on the market place and therefore, it is mainly concern with the process of just how do we compete?(Bratton, n. d). Porter (1985) (as cited in Bratton, n. d) acquired introduced a construction for business strategy which is based on three competitive strategies; cost leadership, differentiation and emphasis. These strategies are worldwide known as Michael Porter's Common strategies. Cost command strategy emphasize on producing standardized products at a very low per-unit cost for consumers who are price delicate. Two alternate cost leadership strategies are categorized as Type 1 and Type 2. Type 1 can be defined as an inexpensive strategy that offers products to a variety of customers at a least expensive price available for sale. Type 2 can be described as a cost effective strategy that offers of products and services to a wide range of customer at the best price value on the marketplace. It aims to offer customers a variety of products and services at the cheapest price available compared to rival's products with similar capabilities. Differentiation is a technique targeted at producing products and services considered unique industry wide and designed for consumers who are relatively price insensitive. Emphasis strategy emphasize on producing products and services that fulfill the needs of a tiny band of consumers. Both alternative of Target strategies are classified as Type3 and Type 4. Type 4 is an inexpensive emphasis strategy that offers products to a little range (niche group) of customers at the lowest price in the marketplace. Type 5 is a cost effective emphasis strategy that offers products to a tiny range of customers at the best price value available on the market. (David, n. d). Kilometers and Snow (1984) (as cited in Bratton, n. d), identified four degrees of business strategies that are called four methods of proper orientation: defenders, prospectors, analysers and reactors. Defenders are companies with limited products and management concentrate on enhancing the efficiency of their existing operations. Prospectors are companies having wide products that focus on product innovation, creativity and market opportunities. Analysers are companies that operate in at least two different product areas, one stable and one changing. Reactors are companies that lack a regular strategy composition culture. Rather than defining a strategy that suit to specific environment, they respond to environmental threats and opportunities in random fashion. Efficient level strategy emphasizes on continue improvement of functions inside a sections including: research & development, marketing, creation, fund and HR. It has been highlighted with strong emphasize in the number of strategic management books that the synergy among different levels should be there. Therefore, when the strategies at different levels are completely integrated, firm would effectively in a position to achieve its collections targets.

The term proper human learning resource management is coined because of this of significant contribution made by management gurus in neuro-scientific HRM. Strategic individuals source management has some existence in manpower planning literature. Ouchi (1981) and Peter & Waterman (1982) (as cited in Bratton n. d) have recognized one of the top sources of competitive advantage that an organization can achieve by taking care of its people effectively. This new path in search of competitive edge has open up new measurements for scholars and lastly the research work emphasized heavily on the significance of tactical role of human resource management. Since then the prefix "strategic" has been attached to "human source management"

(Michael E. Poter, 1996) Competitive strategy is approximately being different it means consciously choosing a different group of activities to provide a unique mixture of value. Competitive benefits occurs when company have tool heterogeneity and resources immobility. Firm resource heterogeneity this idea suggests that organizations all have the several amount and kind of physical, individual and organizational resources plus they vary across companies. Firms reference immobility refers that competing companies are enable obtain resources from others.

(Jay Barney, 1991) Ecological Competitive benefit is a value creating strategy not concurrently being integrated by any current or potential opponents as well as competitors are unable to duplicate the advantages of these strategies. Corresponding to Porter, 1985 (as cited in Ulrich, n. d) competitive edge can be defined as firm's ability to create unique products or services which are appreciated by users of these products. In search of its sources, executives attended across three traditional method of gaining competitive gain (economic, tactical & technology capabilities). (Jay Barney 1991) Four characteristics that provides potential to stable recourses to accomplish sustained competitive advantages are: valuable, rareness, imitability and substitutability. Strategies are valuable when they accomplish an organization to envision of or execute strategies that improve efficiencies and effectiveness and recourses are unusual when a value creating strategy not together implements by large numbers of other companies, the resources must be imperfectly imitable which is possible when any firm has one or a combination of three reasons (a) unique historical condition (b) causal ambiguity (c) public complexity, the resources cannot be substituted with another resources by fighting firms. (Pankaj Ghemawat, 1986) Sustainable competitive advantages has three categories: size in target market, superior access to resources and restrictions on competition options.

Organizational success in highly turbulent environment is among the most major matter of organizations today. Since last decades, because of the extreme globalization and increased technical influences the business enterprise environment has gone through major changes and become the focus of attention. Such changes have emphasized executives to give attention to means that help create and achieve competitive benefits. (Ulrich, n. d). To be able to stay competitive and perform effectively in quickly changing environment, decision-makers need to seek out factors that provide organizations ecological competitive advantage. (Hussain, n. d).

According to Porter, 1985 (as cited in Ulrich, n. d) competitive edge can be explained as firm's ability to create unique products or services which are appreciated by users of those products.

In search of its options, executives attended across three traditional method of gaining competitive benefit (economic, proper & technology capacities) (Ulrich & Lake 1991; Ulrich 1997). Reviews on traditional method of gaining competitive benefit highlighted these traditional means may be necessary but not sufficient. Professionals have became aware that additional suffered competitive advantage lies in knowing and creating organizational capacities through better deployment of human resources. (Schuler & MacMilan, 1984; Ulrich 1986; Ulrich, n. d).

Organizational capability can be explained as firm's ability to control visitors to gain competitive edge. (Ulrich and Lake, 1991). It targets employee dedication and competence. (Ulrich and Lake, 1991). Organization's human resources is prove to be the key differentiating element in growing future competiveness when traditional resources of competitive advantage are often imitated. (Hussain, n. d). It really is something that is difficult to imitate and hence it creates uniqueness. (Ulrich and Lake, 1991). There are many models to evaluate organizational capability which include (cited in organizational potential- what does it imply, n. d): Hase and fellow workers (2000), Dill and Delahaye (2003). But one the widely used model is EFQM. The model is dependant on nine criteria: five enablers (control, people, insurance policy & strategy, resources and processes) and four results (people end result, customer consequence and society end result). When organizational capability is among the most way to obtain competitive edge and HR professionals are the generating force behind it, than there is a need to develop new agenda for both HR procedures and HR specialists. (Ulrich, 1997). Ulrich emphasized that HR professional who contribute to CA must become tactical business partner and acquired new set of personal and professional competencies. (Ulrich, n. d).

The idea of strategic business partnering was introduced by Dave Ulrich in his famous publication Human Source Champions in the mid 1990's. (CIPD, n. d). Real human resource business partner is a fresh rising role in organizations today. Within this capacity HR experts are the real human resource specialists, involved in tactical planning of business to boost business performance and develop organizational culture. (Dash et al, n. d) Lawler and Boardreu distributed their views on HR as tactical business partner and highlighted that in this new role HR is an associate of mature management team which is directly involved in the major business decisions of the organization, including the creation of strategy, the design of the organization and the execution of the business model. ( Lawler and Boardreu, n. d).

It has been detected that, during the past generations HR was entirely seen as administrative support function, involved in processing employee paper work, benefits, maintaining personal files. (Dash et al, n. d). Ulrich (as cited in Lawler and Morhman, 2003) has also highlighted the actual fact that HR function has been looked at an administrative function led by people who was primarily sensible to control cost and look after the administrative affairs.

As highlighted by Ulrich, HR is the main element to success. ( Ulrich, 1997). Several studies have highlighted that HR function has the essence to become a strategic spouse and in so doing it would then be a more value-added function. Research by Becker and Huselid (1998) (as cited in Lawler and Morhman, 2003) also recognized a relation between HR techniques and the performance of a business. Other studies also highlighted the necessity and emphasized the fact that because of the increased competition for HR expertise, HR must mould itself in tactical business spouse role. (Lawler and Morhman, 2003). Ulrich mentioned that HR needs to become a tactical business partner. (as cited in Lawler and Morhman, 2003) He has emphasized that the HR function should become strategically proactive, that it requires to go beyond administrative competence and try to be an expert in three important functions that are tactical business collaboration, change management, and worker advocacy. (Ulrich, 1997).

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