RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

1. INTRODUCTION Strategic management differentiates the corporate, enterprise, functional, business unit and operational strategy. With the reference for this levels, corporate communication strategy is conceptualized by functional strategy, providing the better focus and way to the direction for corporate communication functioning. Corporate is acting as a framework for the developing of communication plans developed to implement the strategy plans. It makes corporate function relevant in the strategic management (Steyn, 2000a). Goal direction and decisions in which resources and capabilities are matched the threats and opportunities in the environment. Strategy could be seen as thinking the logic behind the actions (Robert, 1977). Drucker (1954) says it as an indication for the future positioning for an organisation. They need to decide what should be done rather than how it should be done. Strategy requires deciding choices particular kind of organisation wants to deliver (Porter, in Gibson 1997). There are levels of strategy like corporate, business-unit, enterprise, functional and operational units. Strategy is the direction and scope of an organisation over a long term period. To gain advantage over competitors, scope of an organisations activities. Changes in business environment. Values and expectation for stakeholders. A stable environment has the perspectives approaches that the strategy lenses have the main approaches. Explaining the issues and as well as discussing the issues from the side of turbulent environment also. From the side of environment explaining and discussing the issues critically like organisational structure, decision making and social responsibility. By strategic management we can view the organisation as a major organisation. In organisation issues, strategic management can view the planning, position and swot analysis for an organisation. According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context. Strategic management not only includes the management of the organisation but also that include the directors of the organisation and stakeholders of the organisation, it also depends on structure of the organisations.

RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

DEFINATION OF MANAGEMENT STRATEGY: Staceys (2000) says that the looks at the management strategy as the process of actively participating in the conversations around important emerging issues. Goal directed decisions and actions in which capabilities and resources are matched with the opportunities and threats in the environment. STRATEGIC MANAGEMENT PRINCIPLE: Strategic effective begins with the vision for an organisation need to head.

2. IMPORTANCE OF STRATEGIC MANAGEMENT: Strategic management is main important for an organisation. It plays a main role for an organisation to implement the visions. For every business has a vision and mission. Strategic management helps to achieve the goals in effective and efficient manner. It also co-ordinates and focuses on employees.

3. WHY IT IS IMPORTANT? : It is important for an organisation, why because it gives a chance to play a role for everyone and also it makes a difference in performance levels. Strategic management provides systematic approach for uncertainties. An employee focuses on management strategy and co-ordinates the management strategy.

3.1.WHO INVOLVED WITH STRATEGIC MANAGEMNT? : There are different level candidates are including in strategic management. Different members involved in strategic management like board members, stakeholders, top management and other organisational members. They will involve in an organisation for taking decisions and they will discuss about the problems and also for long term decisions.
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RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

3.2.TODAYS STRATEGIC MANAGEMENT: The management can take decision according to the organisation needs. It is also main important to take decision in certain time that you cant make deadlines, appointments, schedules like etc.

4. CHARACTERISTICS OF STRATEGIC MANAGEMEN

4.1.ORGANISATION STRATEGY: It deals with the, how to make the vision as a realistic and how to achieve the targets for certain time period. In this strategy, time and vision is important for an organisation structure. Example: game plan Take an example as a game plan, for game plan there is several steps to follow the rules and customer need like pleasing the customers. Those organisations need to find what the customers expecting from an organisation. Not only finding customer needs and also they need to conduct the operations for the game plan to success in the project. When they are building the project, they need to find sustainable competitive advantage for an organisation and customers. 4.2.PLANNING: Strategic planning process includes the strategy formulation, environmental scan and mission statement. These are all important steps for an organisation. 4.3.POSITIONING: Strategy can find the organisation position with the vision and time. 4.4.IMPLEMENTATION: Implementation is main character for a strategic management. In these step, after completing the project, implementing the project.
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RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

5. LEVELS OF STRATEGY:

5.1.CORPORATE LEVEL: Corporate level strategy main fundamentally is concerned with the business selection. In which the business company should be maintain competence, development of the company and co-ordination of the business. Corporate level strategy is concerned with the reach, competitive contact, Managing Activities and Business Interrelationships, management practices. 5.2.BUSINESS UNIT LEVEL: Strategic business unit may be division, product line and also other profit centres. They can be planned for other business unit level for the firm. At business unit level, strategic issues are less about the co-ordination of the operating business. Strategy formulation phase deals with the business positioning against rivals, adjusting the strategy according to them, such as vertical integration. 5.3.FUNCTIONAL LEVEL: Functional level of the organisation is the level of the operating divisions and departments. Strategic issues at functional level are related to business process and the value chain. Functional level strategies in marketing, finance, operations, HR and R&D involves in it. Functional level unit of an organisation involved in higher level strategies by providing input to the business and corporate levels.
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RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

6. ISSUES ON STRATEGIC MANGEMNT:

RISK: In the strategic management risk is main issue like cost and time for an organisation. For any organisation cost is the main issue, if they overcome from this problem it is success part for an organisation. Time is a main issue for an organisation.

RULES AND REGULATIONS: In an organisation rules is main issue to follow for an employees, sometimes they need to exclude in some situations for a better result. Organisation need to satisfy the customer needs and expectations. A resource from the customers and vendors is main issue for an organisation.

7. STABLE ENVIRONMENT: Stable environment defines that the stable environment is a stable condition for an organisation and organisational strategy need maintain the stable conditions for an organisation. For a stable environment, this article reports that the relationship between the environment context and that the design for strategic control process. Mainly it concerns with the, different environment may design the strategic control differently and is that they effect in different environments. It provides preliminary insights about strategic control designs for an strategic change in different environments (Fiegener.K.M. 1997).

RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

8. ISSUES IN STABLE ENVIRONMENT:

Organisational structure: In stable environment, there are different issues for an organisation like planning and leadership. In planning, organisations need to be stable. If an organisation is in stable condition, then the organisation can obtain better results. Leadership is main important for an organisation, if an organisation maintains the stable leadership for an organisation. It is better for an organisation. In an organisational structure, stable environments like planning and leadership also a main role.

Decision making: In decision making, stable environment has some issues like management, short and long term decisions. For an organisation results, organisation needs to maintain the stable management. If they maintain the stable environment like management, it plays crucial role for an organisation. Because management can maintain the employee relation well for better result. When management taking the decision, they need to think about the long term also. In decision making, there two types like short term and long tern decision. In stable environment, long term decision is main important and it helps for an organisation. Short term decision can give the solution for short time only but an organisation need to find the long term decision. If an organisation finds a long term decision, organisation can get better profits. Social responsibilities: For stable environment, social responsibilities are main important. But there are some issues in stable environment like political, academic and army also. These are like influences in strategy. Main problem occurs in social is political, different governments are producing different rules. With the different rules, it is difficult to follow for socialites. But in stable environment, if they plan to produce long term plans its better for a society.
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RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

Stable environment, in these content there are different issues but an organisation or society need to overcome those issues. If they overcome, it is easy to success in any part of universe. Example like politics, government is not standing the rules and regulation for a government. It is an issue for an academic, if they change the rules accordingly. It is main problem for an educational institution. In army also a main issues like management and in difficult situations. For them, it is a main crucial role for country and they are facing the many issues in stable environment.

9. TURBULENT ENVIRONMENT:

Turbulent environment defines the an environment characterised both by several changes occurring rapidly and simultaneously and by a situation where only the most optimistic see the possibility of a return to a more stable environment in the foreseeable future (Sadler, 1996 p. 21).

10. STRATEGIC PLANNING FOR TURBULENT ENVIRONMENT: Example: as oil industry. It was to describe the characteristics of the multination, multi-business faced with the un-predictable and volatile environment. Author founds those points to possible reconciliation of the design and process approaches to strategy formation. From this pointed, the process of planned emergent strategy. In these processes, it provides the mechanism for coordinating the de-centralized formulation. All the organisations have some plans like planning the guidelines, draft and revised business plans, corporate plan etc. within the frame work (Grant.R.M, 2003). Turbulent environment has the different levels, in these levels we have to discuss about incremental method like slow and fast. Turbulent environment is going up and downs in organisations also. Strategic planning has become less but decisions making for these companies are more mechanism for performance managing. By the performance of the organisation, describes the emergent environment for stable results. Turbulent has different levels for expanding the environment changing rules.
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RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

11. LEVELS FOR TURBULANT ENVIRONMENT: In turbulent environment there are different levels. In these levels, we can discuss about turbulent levels. 1. Repetitive environment: In this environment, we can increment the organisation slowly for a better result. It is not good for a company, repeating the environments from older version. In repetitive ideas, we can get older regulation and older principles for an organisation. 2. Expanding environment: In this environment, turbulent can expand from the organisation slowly. In expanding the environment, organisations need to maintain slow method to implement it. In this method, organisations need to follow the methods like slow increments for an employee. 3. Changing environment: In changing turbulent environment, organisation will change the things very fast. It is difficult for employees to follow it and it is an issue foe an organisation. Strategic management need to be careful consideration for changing the turbulent environments. But sometimes, it helps for an organisation. In changing the turbulent environment, fast incremental will take place in it. 4. Dis-continuous environment: In this environment, changes will take place discontinuously. In this level, organisations will be predicting the environment.

RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

Changes will take place at a rate faster than the ability of companies and future is difficult to predict. In this efficiency, marketing effectiveness and product responsiveness are all the important determinants of the firms success.

5. Surprise full environment: In this environment, technological leadership is the key success factor. New industries and technologies are developing rapidly. Customers are ready to pay for the most advanced technology. Surprises are frequent, historical strengths become weakness. Customers need the advanced technology for an historical view. In this environment, surprise will take place for a customer needs. It is an un-predictable method for a strategic management. (Source: Pun.S.S (1990). managing in turbulent environment).

1. ISSUES IN TURBULENT ENVIRONMENT: In turbulent environment, there are several issues like organisational structure, decision making and social responsibilities. Several issues in perspective approaches are planning and leadership. Issues can make organisation as difficult position but any organisation need to solve the issues. If the organisation solves the issues, then it easy to get better results and they need to discuss about issues for the future also. ISSUES IN ORGANISATIONAL STRUCTURE: In organisational structure, turbulent environment has several issues. Time and Cost is also an issue for this environment. For this structure, mainly time is an important issue but turbulent environment can changing the time limits accordingly. It affects to the organisation results but they need to overcome from this problem. Planning also an issue for this environment, why because in this turbulent environment changing the planning method frequently. It is difficult to follow the
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RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

organisation members. Leadership also a main issue, in this environment they will change the leadership alternatively. If they maintain leadership, it is easy to get results in time.

DECISION MAKING: Decision making is also an issue for this environment. It can solve by maintaining the perfect management. If they maintain the management relationship strongly with the customer, it is easy to solve the issues belongs to customers. When organisation making a decision, they need to think about the short term and long term also. If they take the decision for short term, it may cause several problems for future. It is better to plan and take decision for long term. When organisation taking the decision, they need to think about the customers, Board members and stakeholders. Customers will keep expectation on resources and fro vendors also.

SOCIAL RESPONSIBILITIES: Social responsibiliti es have an issue relating to politics and education also. In an organisation also have a political issue like changing the leadership, rules and management people. If they maintain the unique management, it is easy to solve the issues if they have strong leadership. In educational institution also several issues occur like changing the rules and changing the board members frequently. If they maintain the good management, they can solve the issues easily. In army also it is an issue for a leading member. In this environment, product and international diversity is an issue. If they manage the issues, management portfolio can able to maintain the relations and social responsibilities are main important for the organisation structure.

After careful consideration, I am agree that the statement that stable environments favour prescriptive approaches to strategy whereas turbulent
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RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

environments demand emergent strategies. I came to this option after careful discussion with all the issues.

2. CONCLUSION: Management strategy is a goal directed decision and actions in which capabilities and resources are matched with the opportunities and threaten occur. From my conclusion, I am agree that the statement is true, that stable environments favour prescriptive approaches to strategy whereas turbulent environments demand emergent strategies?. From this statement, I had discussed with several issues and after discussing with the several issues I came to the conclusion that I am agreeing that the statement. After discussing with the several issues, I came to the conclusion that the statement is correct. Strategic management is important, it gives a role for every one and it makes a difference in performance levels also. In strategic management, they need to co-ordinate and focuses on employees. If they are changing the organisation needs, top management will involve in the discussion. When a management will follow the principle like the effective strategy will make the vision for the organisation need to a head. There are several issues in small and large organisations like growth and key persons insurance. In strategic management, there are three levels like corporate, business and functional levels. Strategy could be seen as thinking and logic behind the actions. Corporate is acting as a framework for the developing of communication plans and developed to implement the strategy plans. It makes relevant to the strategic management. Strategic management not only includes management of the organisation but also includes the directors of board and stakeholders of the organisation; it also depends on structure of the organisation. Stable and turbulent environment has several issues and I had given information about those issues. After discussing those issues, I came to the conclusion that statement is true.

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RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

3. REFERENCES:

Arieu. (2007). Strategic management, The Art of Strategic Management to Reach Success, 54.

Drucker, P. (1954). The practice of management. New York: Harper & Row. Fiegener,K.M. (1997). The control of strategy in dynamic versus stable environment. Journal of managerial issues, spring.

Grant, R.M. (2003). Strategic planning in a turbulent environment: Evidence from the oil majors. Strategic Management Journal, 24, 491-517.

Asif, M. (2009). Business management: management strategy. London: pearson press.

Porter, M. (1997). Creating tomorrows advantages. In Gibson, R., Rethinking the future. London: Nicholas Brealey Publishing.

Pun, S.S. (1990). Managing in turbulent environment: feature-management news. Singapore institute of management.
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RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

Robert, M. (1997). Strategy pure and simple II. Revised edition. New York: McGraw-Hill.

Sadler, P. (1996). Managing Change, Kogan Page Limited, London, UK.

Stacey, R.D. (2000). Strategic management and organisational dynamics: the challenge of complexity, 3rd edition, pearson education limited, England.

Steyn,

B.

(2000a).

Strategic

management

roles

of

the

corporate

communication function. Research script in partial fulfilment of the requirements for a lectured masters degree in Communication Management. University of Pretoria, 30 June.

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RAMESH KOLAPANENI (10109418)MSC(BM) MANAGEMENT STRATEGY

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