Strategic Management in Organisations

You need to pay attention to the general structure for this part:

-Firstly discuss theoretical knowledge about strategic management in organisations in about
500-600 words
-Then, you need to combine specific examples in public service to discuss how it applied
your above discussed theoretical knowledge.-400-500 words

Now your following writing is still a bit messy. I suggest you relook at the sample carefully.

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Part 1: Strategic Management in Organisations
Strategic management in an organisation is the process of formulating decisions and
applying these decisions to achieve the organisation’s strategic objectives (Demir 2018). It
also involves evaluating, planning, and implementing strategies to retain or enhance the
competitive advantage of an organisation(Demir 2018). Strategic management has been used
for decades and organisations have thrived in their businesses due to its effectiveness. The
external and internal factors should be taken care of during the appraisal process. According
to Fuertes et al. (2020), economic models, organisational progress, competitive strategies,
worldwide strategy, and collaborative action are some of the components of the planning
process in strategic management. The type of leadership in an organisation should build the
right organisational structure, create managerial cultures, coordinate processes, and move the
organisation through corporate governance in the implementation stage of strategic
management.
Demir (2018) states that strategic management in an organisation is a dynamic process
composed of strategic intent(vision), strategic policy and delivery. Strategic intent(vision)
identifies the desired outcome and rationale for action. Identification of organisations’ desired
outcome is vital since it gives room for pointing out variables that could have an implication
to the organisations’ goals (Demir, 2018). Desired outcome for both public and private
organisations will enable the stakeholders and management team to establish concrete
policies that could prevent any adverse threats. The outcomes also present various
opportunities necessary in making rational decisions.
Strategic policy is the second stage in strategic management in organizations.
Negulescu (2019) points out that in this stage, policies are evaluated and put into appropriate
actions so that the set objectives and goals are made to steer the organisation into the
competitive advantage state. These arrays of policies are involved in the mobilisation of the
available resources in order to sustain the achievement of organisational goals (Negulescu
2019). Organisations should put in place policies to ensure that critical stakeholders are
constantly involved in the decision-making processes and that the strategy is improved. The
selected policies should be aligned with the organisations’ culture, system and structure to
make them more effective and achievable. To achieve the competitive advantage, the policies
should be evaluated. In policy evaluation, the team should make sure they are in line with the
organisation’s goals. If the policies vary and contradict with the set objectives, they should be
re-evaluated and re-examined and appropriate changes made.

Strategic delivery is the third process of strategic management in organisations. This
stage involves a detailed plan on how the organisation is going to achieve the set policies.
Organisations’ leaders and team members should formulate a delivery path to make sure
policies are delivered in accordance with the culture and structure. Negulescu (20190 points
out that the basis for long-term competitive advantage is laid by an effective strategic
delivery approach. Strategic leaders devise a method for developing and implementing
strategic delivery. In this case, strategic leadership is one of the effective aspects of delivery
which include the use of authority and influence by executives to steer the operations of
others in the pursuit of an organisation’s goals (Negulescu 2019). The definition of a
company’s vision, mission, and values is the first step in this process. Strategic leaders should
seek to clarify these essential concepts by focusing on organisational goals and objectives.
One of the important aspects of strategic management is the analysis of external and
internal environments in an organisation (Rossidis, Belias, and Ioannis 2020). The external
environment of an organisation is composed of all elements capable of influencing the
organisation’s ability to obtain and maintain a competitive edge. Managers can minimise
risks and focus on opportunities by studying aspects of the external environment. Consider
the source or closeness of external elements to gain a better understanding of how they affect
a company. For instance, economic variables (such as interest or currency exchange rates) are
external aspects in the organisation’s overall environment that managers have limited direct
control over.
Internal elements in the organisation’s task environment, on the other hand, are ones
over which are within the organisation and managers have some control, such as the structure
of their strategic groups (a group of close competitors) or the industry structure (Rossidis,
Belias, and Ioannis 2020). Internal analysis is made up of the organisational resources (such
as buildings, equipment, capital resources, human resources, and distribution channels),
which can be combined and transformed into capabilities. In strategic management,
capabilities are changed to core competencies that are difficult to duplicate and result in a
competitive advantage. An internal analysis looks at how they might be enhanced to maintain
the firm’s competitive edge.
According to Mphahlele-Ntsasa (2021), both private and public organisations have
greatly utilised strategic management in public service delivery. Delivery of health services
during the COVID-19 pandemic is an excellent example of how public organisations use
strategic management to fight and control the devastating effects of the pandemic. To

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effectively control and manage the spread of the Coronavirus, Singapore employed the
approach of studying aspects of strategic management to contain the pandemic (Mphahlele-
Ntsasa 2021). The country developed an associated intent (vision) of having a pandemic-free
state and assured its citizens of public health care services. This vision was to make sure that
everyone resumed their normal routine.
Greve (2021) points out that strategic policies are essential when it comes to public
services. For instance, the executive managers of Honda, a Japanese automobile and
electronic company, ensure the company’s goals and objectives are achieved through the
implementation of strategic policies. Such policies are steered by effective leadership which
projects the policies for resolving present and future crisis. Policies as a strategic
management approach acts as a constant reminder to Honda employees on what the company
is seeking to achieve and forms a basis of achieving the set objectives and goals.
In strategic management, it is vital to estimate the outcomes that will be produced if no
modifications are made to the present strategy to evaluate if to make changes to the current
strategy or alter the strategy (Demir 2018). A performance discrepancy exists when the
existing strategy is unlikely to achieve the planning period’s goals. Gap analysis is a tool for
identifying a company’s present goals and determining if the current strategy will meet those
goals. The company may set a goal of boosting sales by 10% in the next two years, for
example. It must perform a projection to establish whether the goal is achievable given the
existing strategy and conditions.
Lumineau, Wang, and Schilke (2021) state that strategic management requires strategy
implementation which involves translating an organisation’s strategies into action ). Strategy
implementation entails moving from the planning of work to working out the plan. According
to Greve (2021), effective implementation requires all the strategies to be communicated to
the employees and clearly outlining an appropriate organisational structure.
It is quite evident that strategic management is an essential approach in any
organisation (private and public). The approach enables companies to thrive in a competitive
advantage environment to achieve goals and objectives. Strategic intent (vision), policies, and
delivery are the functional tools that ensure organisations are well armed with appropriate
mechanisms of ensuring they remain at a competitive advantage.

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References

Demir, F. (2018) ‘A Strategic Management Maturity Model for Innovation’. Technology
Innovation Management Review 8 (11), 13–21
Fuertes, G., Alfaro, M., Vargas, M., Gutierrez, S., Ternero, R., and Sabattin, J. (2020)
‘Conceptual Framework for the Strategic Management: A Literature Review –
Descriptive’. Journal of Engineering 2020
Lumineau, F., Wang, W., and Schilke, O. (2021) ‘Blockchain Governance-A New Way of
Organizing Collaborations?’ Organization Science [online] 32 (2), 500–521. available
from <https://pubsonline.informs.org/doi/abs/10.1287/orsc.2020.1379> [25 May 2022]
Mphahlele-Ntsasa, L. (2021) A Strategic Management Framework for Intragovernmental
Collaborations [online] available from <http://hdl.handle.net/10500/27473> [25 May
2022]
Negulescu, O.H. (2019) ‘Complexity and Flexibility in Strategic Management’. Review of
General Management 30 (2)
Rossidis, I., Belias, D., and Ioannis, R. (2020) ‘Combining Strategic Management with
Knowledge Management: Trends and International Perspectives International Review of
Management and Marketing Combining Strategic Management with Knowledge
Management: Trends and International Perspectives’. International Review of
Management and Marketing [online] 10 (3), 2020. available from
<http:www.econjournals.com> [25 May 2022]