1 introduction- concepts in strategic management.
- 1. Concept of Strategic management
- 2. What is strategy? The set of decisions and actions resulting to formulate and implement strategies design to achieve the objectives of an organization.
- 3. Strategy is necessary to have and develop internal ability. Globalization and strides in information technology makes strategic management complex. Strategic management is concerned with deciding on strategy and planning how that strategy is to be put into effect.
- 4. Analysis of the Definitions of Strategic Management Strategic management is a continuous process but that does not mean that the organisation never finishes its strategic work. Managers will always be focusing or reflecting on some aspect of strategic management, through different aspects of strategic management require different emphasis and effort of varying intensity at different times.
- 5. Though the process of strategic management starts with the step of performing an environmental analysis, and moves on to strategic control, it comes back as environmental analysis. Strategic management consists of a series of steps repeated cyclically.
- 6. Various activities of strategic management draw the inputs from various functional areas of management. Strategic management process integrates human resources with marketing, production/operations and finance. All these functional areas of management, in thus, the cross-functional team members work together and the organisation will enjoy the benefits of synergy.
- 7. Strategic management identifies its purpose as ensuring that an organisation as a whole appropriately matches its ever changing environment. Organizations must modify their strategies in accordance with the changes in its environment.
- 8. Historical development of strategic management. Basic financial planning: The Main concern during this phase is simply meeting annual Budget requirement, Operational functions like production, marketing, finance and human resources and emphasizing on the operational control. Forecast-based planning: During this phase, the primary concern is mainly on effective plans, environmental scanning, plan for the future and allocation of resources.
- 9. Externally-oriented planning: There is a remarkable shift during this phase . The notable developments include: Increasing response to markets and competition, completer situational analysis and assessment of competitive strength, evaluation of strategic alternatives and allocation of resources based on changing needs from time to time.
- 10. Strategic management: The focus shifts over time from meeting the budget to planning for the future, to thinking abstractly, to working to create desired future. To create future decision-makers, orchestrate and integrate all their organization's resources to gain a competitive advantage. They build flexibility into the organizational planning process, and foster a supportive, participative climate within the organisation.
- 11. Need for strategic management: Strategic management allows firms to anticipate changing conditions. Strategic management provides clear objective and direction for employees. Research in strategic management is advancing so that the process can help managers. Business which perform strategic management are more effective.
- 12. Environment is not static. It is more dynamic and global environment also affects most of the firms. Strategic management helps in understanding environment and formulate strategy to suit to the environmental dynamism.
- 13. Need for strategic management: Strategic management is needed due to change process, to provide guidelines, field of study, better performance, systematic decisions, communication, allocation of resources and holistic approach.
- 14. Due to change. To provide Guidelines. Developed field of study by Research. Probability for better performance. Systematize Business decisions. Improves coordination. Improves allocation of resources. Helps the managers to have a holistic approach.
- 15. The process of strategic management A process in management is defined as a perceptible flow of information through interrelated stages of analysis directed towards the achievement of an aim. There are four basic elements in the process of strategic management:
- 16. 1. Environmental scanning. 2. Strategy formulation. 3. Strategy implementation. 4. Evaluation and control.
- 17. 1. Environmental scanning: It involves monitoring the environment, and evaluating and disseminating information obtained from the internal and external environment; The aim of environmental scanning is to identify the strategic factors that may determine the future of the firm.
- 18. An organization can derive several benefits from environmental scanning including the development of a common perception, identification of strengths and weaknesses, an understanding of trends and conditions, and the optimum utilization of internal and external information. Tools such as surveys, questionnaires, focus groups, and open forums can be employed in environmental scanning.
- 19. SWOT analysis is the most commonly used technique for environmental scanning. SWOT is an acronym for the strengths, weaknesses, opportunities and threats faced by a firm. Strengths and weaknesses are within the control of the top management in the long run. Opportunities and threats are external factors that are outside the control of the organization.
- 20. 2.Strategy formulation It refers to the development of long term plans for managing opportunities and threats in the external environment, and for utilizing the strengths and overcoming the weaknesses within the organization. A strategist takes into consideration components of strategic management such as company mission, company profile, external environment, strategic analysis and choice, long-term objects, annual objectives, grand strategy while formulating a strategy
- 21. Strategy formulation helps an organization to: Capitalize on available opportunities. Address the challenges faced by the organization. Provide leadership that understands and masters change. Incorporate an in-depth planning model that involves the community.
- 22. 3.Strategy implementation The process by which strategies are put into action is called strategy implementation. Programs, budgets and procedures are developed for this purpose. This process may call for changes in overall culture, organizational structure, and/or the management system.
- 23. The implementation of strategy is typically handled by middle and lower level managers, except when drastic company-wide changes are needed. Requirements for strategy implementation: 1.Structure: The firm’s structure plays a vital role in achieving firm’s objectives. A proper structure is essential for strategy to be operational.
- 24. Structure serves as a vehicle for managers to exploit the skills and capabilities of their employees. They can further use the structure in motivating their employees through providing incentives to ensure superior efficiency, quality, innovation or customer responsiveness. 2.BUDGET: This is a statement of the programs to be implemented in monetary terms and is used for planning and control. The budget details the investments to be made and the returns expected from the investments.
- 25. 4.Evaluation and control: Evaluation and control refer to the processes in which corporate activities and performance results are compared with the desired performance. This information is used to take corrective action and resolve problems. It also pinpoints the weaknesses of strategic plans implemented earlier.
- 26. For effective evaluation and control, the management must obtain clear, prompt and unbiased information from the people who actually execute the strategies. Unbiased information is essential as this information is used for corrective action and to minimize the mistakes the organization might commit in the future.
- 27. Feedback is very important part of the evaluation process as it provides an opportunity to revise or correct decisions made in the earlier stages. Poor performance indicates that something has gone wrong with either strategy formulation or implementation. It could also mean that a variable was ignored in the environmental analysis.