Strategic Management in Organizations - Essay Example

Strategic Management in Organizations Table of Contents Organizational Culture 4 1. Introduction 4 2. Concept of Organizational Culture 4 3.Relevance of Organizational Culture 5 1.4. Organizational Stability 5 1.5. Pros and Cons of Strong Culture 6 1.6. Conclusion 6 2. Organizational Ethics and CSR 7 2.1. Introduction 7 2.2. Importance of Organizational Ethics 7 2.3. Understanding CSR 7 2.4. Need of Responsible Management 8 2.5. Conclusion 9 3. Power and Politics 9 3.1. Introduction 9 3.2. Power and Politics in Strategic Development 9 3.3. Domestic and External Power Structure 10 3.4. Assumptions Underlying Political Change 11 3.5. Conclusion 11 4. Strategic Change and Leadership 11 4.1. Introduction 11 4.2. Strategic Change 12 4.3. Approaches Available to Manager 12 4.4. Leadership in Strategic Change 13 4.5. Conclusion 15 5. Innovation and Entrepreneurial strategies 15 5.1. Introduction 15 5.2. Importance of Innovation in Developing Strategies 15 5.3. Importance of Entrepreneurial Approach 16 5.4. Conclusion 17 6. Decision Making 17 6.1. Introduction 17 6.2. Decision Making Factors and Its Impact 17 6.3. Conclusion 18 Reference List 20 1. Organizational Culture 1.1. Introduction Despite the efforts and the energy that are put in the strategic management, problem arises in delivering ample number of strategic plans (Brooks, 2005). Organizational culture refers to be a structure of mutual assumptions and values that show workforce what is proper and improper behaviour. A strong culture in an organization is beneficial to solve issues immediately and complete tasks efficiently. The objective is to understand the notion and relevance of organizational culture, the meaning of organizational stability and the advantages and disadvantages of having a strong culture in an organization. 1.2. Concept of Organizational Culture Organizational culture can be defined as an existence of shared understanding in a society, organization, team or group. Culture is understood to be a multifarious phenomenon which operates at various levels such as visible and invisible, conscious and subconscious. Culture helps in shaping the history and legacy of an organization (Wilkins and Ouchi, 2003). Cultural analysis of an organization can be used to be aware of the strengths and weaknesses of an organization. Organizational culture creates patterns of behaviour and also includes the way through which strategy can be managed in an organization. Figure 1: Organizational Culture (Source: Schein, 2010) 1.3. Relevance of Organizational Culture Culture has its relevance in every organization. Culture decides the way the staff interacts in the organization. A healthy culture within the organization motivates the employees and encourages them to stay loyal to the organization. Culture of the workplace also ensures existence of a healthy competition in the workplace (Cooke and Rousseau, 2011). It is the culture of the organization that drives the employees to attain the goals of the organization by performing efficiently. The culture within the organization provides the employees with predefined sets of policies and guidelines which will direct them towards achieving success at workplace (Bloor and Dawson, 2004). Work culture ensures creating a brand image of the organization in the long run by providing a unique identity to it. Most importantly, organizational culture unites all the employees who otherwise belong to different cultural backgrounds. Every organization therefore must focus on enhancing its culture to bring in positive changes. 1.4. Organizational Stability Organizational stability involves maintaining status quo and emerging in a methodological and slow manner. The organizations that have attained a level of growth desire to maintain the stability of such growth in the future and for that various strategies are to be implemented by the organization (Schwenk, 1989 ). The organization implements strategies which are safety oriented and which does not affect any key changes in current operations. An organization whose culture places a high value on stability are generally rule oriented, conventional and intrusive in nature. Growth oriented companies typically provides consistent and predictable level of output and run their operations very efficiently in non changing market environments (Mintzberg, Ahlstrand and Lampel, 2009). If managers perceive that the growth prospects are low they tend to follow a stability strategy in order to hold on their current market share. For maintaining stability, leadership in the organization serves to be very important. In achieving organizational stability, transformational leadership plays an important role. Such leaders make a vision, build an organizational identity based on collective values and beliefs and also energise the workforce in achieving the vision of the organization. 1.5. Pros and Cons of Strong Culture Strong culture in an organization means maintaining a healthy relationship within the organization and with its stakeholders. The clan culture means presence of a healthy environment within the organization (Wilkins and Ouchi, 2003). The advantage of having such culture is that it comes with a supportive advantage such as in case any problem crops up in the organization, the employees themselves eradicates such problems and ensures that the operations of the firm keeps on going without any delay. The disadvantage of having such strong culture is that, the employees often take the friendly environment in the organization too lightly and start wasting their time more in talking rather than doing their respective jobs. Having a strong culture where much importance is given to the organizational rules and procedures has the advantage of giving out better results within a time frame. The disadvantage of having such culture is in case any problem arises in the organization, it requires too much time to get fixed (McGregor,1960). 1.6. Conclusion Organizational instability serves to be a common problem in most organizations. Strategic planning and efficient leadership are essential to maintain organizational culture and stability. The characteristics of stable organizations are predictability and control. Structure, routine and policies needs to be established in every organization to eliminate uncertainty and risk from the environment. An organization needs a long term vision; focus on growth and development and culture in which individuals exercise greater sovereignty in making decisions and resolving problems. 2. Organizational Ethics and CSR 2.1. Introduction An organization has economic responsibility and it needs to earn a return for its shareholders. Corporate Social Responsibility (CSR) means that an organization has some ethical and social responsibilities in addition to their economic responsibilities. CSR makes organizations to realize that they require expanding their understandings and social responsibilities. Ethics can be considered as a vital component of individual and team behaviours in order to fulfil organizational responsibilities. The aim is to understand the importance of organizational ethics and the relevance of CSR in an organization. 2.2. Importance of Organizational Ethics Organizational values or ethics are a set of principles that guides strategies of an organization and defines the procedure in which the organization should operate its business. These principles are used by people for governing their activities and decisions (Pettigrew, 2013). Code of ethics directs all the managerial decisions and also elucidates the mission, values and principles by relating them with the standards of professional conduct. It also provides visible guidelines for the behaviour possessed by the employees within the organization. Ethical philosophy used by an organization to conduct business can have an effect on its reputation, productivity and base line of the production. The ethical values that are followed by leaders in the organization for managing people tend to have an effect on employees morale and loyalty (Bloor and Dawson, 2004). The code of ethics used by the leaders determines the desirable behaviour of every worker in the organization. Leaders possessing high ethical standards are successful in encouraging the workforce to achieve the same standard. Organizations business can improve if it has a solid reputation for ethics in the community. Workers behaving ethically in an organization mean that they complete their tasks with honesty and integrity. Ethical workers meet standards of quality in their work which further enhances the company’s reputations for delivering quality products and services (Cooke and Rousseau, 2011). An ethical corporate environment improves the morale of the employees which further results to increase productivity and retention of staff therefore bringing in remuneration for the organization. 2.3. Understanding CSR Corporate social responsibility of an organization can be defined as the commitment of the organization to behave ethically and add to the economic expansion and in addition also enhancing the life of the workers and their relatives as well as the neighbouring society at large (Jennings and Wattam, 1998). The various levels of CSR that are taken by an organization are economic, legal, ethical and philanthropic. At the economic level, the organization expects to be profitable as per the requirements of the society. At the legal level, the society wants the organization to obey the laws set up for the benefits of the society. The society expects an organization to be ethical. Therefore, an organization has a responsibility to abide by its ethical values in delivering quality products to their customers and maintain a healthy relationship with their stakeholders. Shareholders are the people who are involved in or are affected by the activities of an organization, (Hardy, 1996). Organization needs to maintain a healthy relationship with its stakeholders, customers, employees, suppliers, communities and social action groups for being able to efficiently operate its business and for this reason it requires a good understanding of the relevance of CSR. The society also desires an organization to be philanthropic which means that it has a responsibility of portraying itself as the best corporate citizens (Lukes, 2007). The leadership style which is essential in maintaining a good CSR is the Laissez Faire style of leadership. This leadership style happens to be marginal and the legal compliance is focussed on making a profit, pay tax in time and provide jobs (Barney, 2008). Here the responsibility is to be taken by the middle managers and a defensive mode should be applied in order to cope up with the outside pressures. 2.4. Need of Responsible Management Responsible management has relevance in the organization for satisfying the interests of its shareholders as well as its employees and customers. Responsible management can be achieved by the organization by means of corporate governance (Ravasi and Schultz, 2006). From the viewpoint of the shareholders, corporate governance means there is only one public responsibility of business that is to use its capital and involve in activities that are intended to increase its profits as long as it engages in open and free competition devoid of any trickery and fraud (Hallett, 2003). Responsible management is necessary in protecting and promoting the rights of all the corporate stakeholders and members of society whose existence is essential for the survival of the organization such as employees, customers, suppliers, the society and the managers themselves. 2.5. Conclusion Business behaviour always had a significant impact worldwide and the organizations seem to respond to the changing expectations of business. The organizations hence should remain committed to the social responsibility and corporate citizenship. CSR responsibilities are vital and are expected by masses. CSR activities also help organizations to hire and retain people as per their requirements and also helps to improve business performance. Leadership plays a great role in developing and maintaining organizational ethics and also ensures the desirable behaviour of the employees. 3. Power and Politics 3.1. Introduction Strategic management needs to be thought in different ways in order to understand the reasons of high rate of failure of the strategic plans. One of these is the perspective of power and politics. In realization of strategic goals, various actions are crucial as they do not happen by themselves and for this power is required to coordinate and direct the goals (Barney, 2008). For exploring the political dimension, thinking must be beyond the immediate thinking of power and politics, which is not simply about government laws and politicians but also about the organizational level politics. 3.2. Power and Politics in Strategic Development Power is seen as a vital ingredient during various stages of the strategic management process. Formation of a strategy is shaped by power and politics processes and the strategies that emerges from such processes is emergent and takes the form of positions and plans more than perceptions. Organizational politics can be understood as organizations are combinations of different people and concern groups. The differences among coalition’s members lie in values, beliefs, interests and attitudes towards reality (Jennings and Wattam, 1998). For managers to be successful at delivering strategic change they require to possess some political skills so as to operate capably in politicking that forms an inevitable element for many of their activities (McGregor, 1960). Managing change from the perspective of politics can be achieved by using mechanisms such as control of resources, support and association with the powerful and influential people and constructing alliances. Power in context of strategic management can be defined as the capabilities of the individuals or groups to convince, encourage or intimidate others into following definite course of actions. Power provides energy for initiating strategic change. Without it there will be a lack of mechanism which makes change happen (McGregor, 1960). The various indicators of power within the organization are status, symbol, representation of the organization and its claim on resources. Indicators of power for external shareholders are status, symbol, negotiating arrangements and resource dependence on the organization. Sources of Power Within organizations For external shareholders Hierarchical or formal power such as autocratic decision making. Influence or informal power such as charismatic leadership. Management of strategic resources or products. Ownership on knowledge and abilities such as computer specialists. Control over the human environment such as negotiating abilities. Participation in implementation of strategy by exercising discretion. Management of strategic resources such as materials, workers and money. Involvement in implementing strategies such as distribution outlets and agreements. Ownership of knowledge and abilities such as subcontractors and partners of the organization. By means of internal links such as informal influence. (Source: Leana and Barry, 2000) 3.3. Domestic and External Power Structure Power is an important element of the strategic process and the efficient strategic managers of an organization need to possess an array of political abilities (McGregor,1960). Internal power structure of an organization includes powerful internal groups of stakeholders as well as various power bases and alliances. Few examples are, influential person and groups and trade unions. The external power structure comprises owners, associates, public, government, etc (Schein, 2010). Decision based on strategic influences is negotiated with the external parties or influencers. Pressure groups strains various incremental revisions when the strategy is about to be implemented. 3.4. Assumptions Underlying Political Change Ample underlying assumptions exist in the political change process of an organization. These assumptions consider that politics have a significant role in strategic thinking and change (Mintzberg, Ahlstrand and Lampel, 2009). The first assumption is the existence of several goals in an organization. The second assumption is resource reliance. Some organizations stress on maximum utilization on resources in order to maximize the overall efficiency of the organization and some realises that the resources are scarce and will be much short after being used by the members of the organization for their own requirements. Therefore, vital decisions need to be taken about the allocation of these limited resources. The third assumption is that the employees within the organization tend to form interest groups along with other compatible individuals for being able to control outcomes in the organizations even if these people are not like-minded in other ways (Lukes, 2007). The assumption is that the employees can set aside their diversity when they are united by a common cause that is significantly important to them. 3.5. Conclusion Power and politics are of utmost importance in an organization for improving business performance and driving workforce in achieving the organizational objectives. It has an important role in an organizations strategic development and is an integral part of management activity. The abilities that a politician needs are best observed not as a list of competencies but as an outlook and an approach of viewing organizational politics. A concluding advice for change managers therefore is to understand the relevance of power and politics and aim to develop political skills for achieving business goals. 4. Strategic Change and Leadership 4.1. Introduction Changing culture is a complex task as it demands recognizing new behaviours that an organization wants to see and expressing new set of values and beliefs associated with these. Leadership qualities are essential in bringing strategic change in an organization. Repositioning organizational business, restructuring organizational map and revitalizing organizational culture are the essence of initiating strategic change. Also, there are numerous approaches available to the managers in order to develop a strategic change program which will be explained in details. 4.2. Strategic Change Strategic change can be described as a pro active management of change for achieving clearly identified strategic objectives. The various activities in the strategic change include induction of innovative patterns of actions, beliefs and outlook between the extensive segments of the society. There exist various types of strategic changes such as adaptation change which can be accommodated with the prevailing culture and can take place incrementally. Reconstruction change refers to rapid change without essentially altering the culture. Revolution changes mean fundamental changes in both the strategies and cultures of an organization (Hardy, 1996). Evolution change can be defined as the required cultural change which can be accomplished over time. Managing change is not an easy and straightforward task. As per the analysis, most of the change management programmes are unsuccessful. Management change comes with many problems and difficulties and is often unsuccessful or short-lived. Management of change happens to be difficult due to the presence of a highly multifaceted blend of human, social, cultural, political, economic and technical processes. A force field analysis provides a primary view of the problems of change that needs to be addressed by recognizing forces for and against change (Schwenk, 1989 ). This can be done through mapping activity systems, stockholder mapping, the culture network and the 7-S structure. For managing change, various approaches are initiated by the managers of an organization. 4.3. Approaches Available to Manager Change is inevitable and an important part of strategic management. There are various approaches to develop a strategic change program. Either among the prescriptive and emergent approaches can be applied for developing a strategic change program. They are mutually exclusive as they are totally distinct approaches to manage the various nature of change (Hardy, 1996). When there appears a requirement of rapid fix and unexpected change and when the culture of an organization expects an aggressive approach, it uses the prescriptive approach. There are three stages of this approach such as unfreezing current perception of the employees by making them realise that the old behaviour was unsatisfactory to the group and it requires change (Schwenk, 1989).Then forging to a new level of change and finally refreezing the new attitudes of the employees towards change. When the organization is more open and time is there to for allowing development of a change then emergent approach is used. These approaches are meant to occur continuously in an organization with no certain and specific change project. The process of learning in such approach is continuous and once an area of new culture is learnt, new opportunity of communication opens up. For managing change, a turnaround strategy can be implemented which emphasises on the speed of change and limelight’s on rapid cost reduction or revenue generation. The various elements of the strategy are crisis stabilization, changes in management, gaining support of stakeholders, illustrating the target market and core products and financial reformation (Mintzberg, Ahlstrand and Lampel, 2009). 4.4. Leadership in Strategic Change There are different types of leadership in strategic change. The human factor is considered to be the most considerable factor in controlling change. Leadership is a phenomenon of influencing an organization or its group members to enhance their efforts in order to achieve the goals of an organization. Strategic leadership has an important role in the strategic change in an organization. In this type of leadership, the middle managers besides implementing the strategy have various other key roles in leading changes (Lukes, 2007). The leaders act as advisors on analysing requirements for change and the supposed blockages of change. They interpret the intended strategy for the particular party of the organization. They reinterpret and adjust strategic responses and relationships as procedures unfurl. They make attempts to align and exemplify change at the local level (McGregor, 1960). Figutre2: Leadership styles for managing change (Source: Lukes, 2007) There are various leadership styles that are used to bring in change in an organization. Persuasion style involves convincing employees that change is imperative and makes change important to every group. It ensures communication of progress is ongoing and emphasizes behavioural guidelines and makes use of reward system for the best performing employees for motivating them to adapt to the change (Johnson,Whittington, Angwin, Scholes and Regnér, 2014). Collaboration takes into account those people who get affected by the change process for setting the change agenda and build willingness and ability to change among them. In order to foster a positive perception to change, ownership and commitment is encouraged among the employees of the organization. In participation, the change leader gains authority over the process of change and pass on elements over it to the employees for increasing their commitment and enthusiasm to adapt change. The leaders make use of their authority for establishing clarity on future strategy and the process of change (Jennings and Wattam, 1998). 4.5. Conclusion The extent to which an organization requires to change its culture to support innovative strategies depends on where the organization is initiating form that is the gap between the recent position of an organization and the position where it desires to be, effects the level of transformation. Efficient culture change leaders implements new values and beliefs not only by their own behaviour and communication but also by the mechanisms that promote behaviour in an organization. The key role of leadership is to ensure working together as a team in order to mould and apply mechanisms for the betterment of business in future. 5. Innovation and Entrepreneurial strategies 5.1. Introduction Strategic development serves to be an important component in business. Innovation and entrepreneurship approaches have an increasing relevance in developing those strategies. Developing an innovation strategy is totally assimilated with the goals of the organization and lined up with their organizational culture systems. Culture within the organization needs to be investigated through surveys, interviews and target groups in order to explore the attitudes of the employees and the managers regarding modernization in the business. Corporate entrepreneurship also helps the organizations to enhance their success by promoting their product and process modernism. 5.2. Importance of Innovation in Developing Strategies Innovation serves to be a critical success factor in developing strategies which will further improve an organizations business performance. Creating an organizational environment that supports and encourages innovation requires drastic changes in the organizational culture and systems which can be complex to accomplish. Developing innovation strategies identifies the main concern areas linked with the organizations missions and goals and its core purpose and values. Dedicated resources and formal responsibilities need to be allocated in every stage of innovation procedure. Required infrastructure, skills and expertise needs to be made available within the organization or through association with the external groups (Brooks, 2005). Savvy leaders outline the ethnicity of their organization to bring in modernization. Also getting symbolic represents the fundamental values of an organization which comes in many forms such as value statements, awards and success stories of the organization (Brooks, 2005).Those organizations which curate innovation symbols basically curate their innovation cultures. Innovation is essential to develop strategies and to implement change in an organization. Review of the firm’s culture, structure and systems needs to be conducted with an approach to identify ways the various aspects are liable to support or hamper the innovation strategy. Identification is also required regarding changes necessary to establish an innovation oriented organizational environment (Hardy,1996). 5.3. Importance of Entrepreneurial Approach Corporate entrepreneurship has been documented as the means for promoting and sustaining the performance and growth of an organization. The entrepreneurial activities support organizations to develop new businesses that generate new revenue channels (Wilkins and Ouchi, 2003). The activities and approaches can enhance the organizations growth and profitability and depending on the completive environment of the organization, this success can enhance more with time (Hardy, 1996). It also enhances the organizations pro-activeness and enthusiasm to accept risks and by ground-breaking the development of innovative products, process and services by enriching its competitiveness. Creation of corporate activity is complex as it involves thoroughly changing internal organizational performance patterns (Cooke and Rousseau, 2011). There are many factors that accelerate corporate organizational entrepreneurship which inspected the effect of an organizations strategy and its external environment. The analysis was such that environment plays an important role and is influencing. External factor serves to be a vital ascendant of corporate entrepreneurship. Changes in the pattern of the resource consumption transform the organization into something new than what it was before (Gordon and DiTomaso, 2005). Organizational entrepreneurship approaches are reflected in occurrence of such transformations. Corporate venturing or the innovative business operation in the organization is among the possible ways to gain strategic renewal. Strategic renewal engages formation of new wealth by means of fresh combinations of business. This involves activities such as refocusing on operations of organizations competitively, making drastic changes in marketing or distribution, focussing on product advancement and redesigning businesses (Ravasi and Schultz, 2006). In enhancing the entrepreneurial strategies, the strategic leadership approach requires to be implemented by the leaders. In this leadership approach, the leaders have three key roles such as envisioning future strategy, exemplifying change and supporting the organization for delivering the strategies. This leadership strategy works well in supporting the entrepreneurial approach in order to bring in positive changes in an organization. 5.4. Conclusion By conducting an in depth analysis it can be analysed that innovation is a vital tool for the managers through which they can exploit strategic change. The managers need to explore purposefully for the sources of innovation, the change and the indicators that signify opportunities for a flourishing innovation. Abilities and entrepreneurship characteristics of the employees are effective in institutionalizing entrepreneurship in an organization and it can be concluded that in order to gain results from entrepreneurship approaches entrepreneurial characterises play a vital role. 6. Decision Making 6.1. Introduction Decision making has an increasing impact on the strategic outcomes of an organization. If a decision is supposed to be a crisis then different actions can be taken and the actions will be different if the decision is seemed as an opportunity (Bloor and Dawson, 2004). When the decisions are inferred as threats, the steps taken in making strategic decisions are featured by larger comprehensiveness. The objective is to understand the factors and the impact of decision making in an organization. 6.2. Decision Making Factors and Its Impact There are numerous important factors that influences the decision making process of an organization. Such factors include past experiences of the organization, different cognitive biases, belief in personal significance and individual dissimilarity including age and socioeconomic position (Leana and Barry, 2000). Past experiences of an organization have a great significance over the decision making process of the organization. The reason behind this is the positive results generated from a decision in the past. If the decision taken in the previous years bears fruitful results then the people tend to decide in the similar manner if identical situation arises. On the other hand, people desire to avoid repeating the past mistakes which happened due to faulty decision making (Hardy, 2013). Therefore, it is important that future decisions should be made based on the past experience and not on the excellent decisions. Cognitive biases refer to the patterns of thinking that are based on observations and generalisations that potentially lead to memory errors, faulty judgements and flawed logic (Bloor and Dawson, 2004). In the decision making process, cognitive biases influences people leading them to rely more on credence to the likely observations and past knowledge while discharging the perceived information and observations and consider them uncertain without focussing on the bigger picture. These biases need to be addressed for efficient decision making (Armstrong and Bernstein, 2008). Individual significance is another aspect which controls the decision making procedure. When an individual believes that whatever they decide matters to the organization, they are probable to make decisions. This factor must be evaluated for generating effective decisions. Individual differences can also influence the decision making process such as age and socioeconomic status of people and among them age is the only individual dissimilarity that powers decision making (Pettigrew, 2013). Individuals those who belong to the lower socioeconomic status tend to have less access to education and resources which can make them more susceptible to experience pessimistic life events which are further than their control and as a result they may take poor decisions based on past experience. Decision made by keeping in mind the individual differences can generate profitable results for the organization (Hallett, 2003). 6.3. Conclusion Decision making serves to be a yardstick in evaluating the performance of business. Efficient decisions ensure the success of the organizations and delivers strategic results to the organizations. There are numerous factors that influence the decision making processes and strategic outcomes of an organization. Through strategic decision making, various strategic managerial functions such as planning, organizing, staffing and controlling can become efficient. An employee’s work gets directed through the decision making process. The managerial functions and all the other activities of the organization are influenced by the strategic decision making process. Managerial performance of the organization gets improved if proper decisions are taken. Policies and plans are set up by means of decision making and it also ensures that the correct alternatives are selected among different alternatives available. Reference List Armstrong, E. A. and Bernstein, M., 2008. 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