Strategic management model refers to the pattern or mode of strategic management .

According to the strategic management model, a number of steps are taken to ac hieve the objectives of a company. Different strategic management models are cho sen by various companies according to their conveniences. About Strategic Management Model Strategic management model is also known as strategic planning model. A strategi c planning model is selected for the purpose of formulating and implementing the strategic management plan of a particular organization. Nevertheless, it has be en proved that no strategic planning model is perfect. Every company designs its own strategic planning model frequently by choosing a model and transforming it as the company advances into formulating its strategic management plan procedur es. A number of strategic planning model options are available for the companies from which they can choose.

Environmental Scanning The second component of environmental analysis is to develop information about t he environment. Information has two primary strategic role - in objective settin g and in strategy formulation. As managers scan the environment, they interpret environmental influence in the light of their own perceptions, expectations, and values. Environmental scanning is the process of gathering information about events and their relationships within an organization's internal and external environments. The basic purpose of environmental scanning is to help management determine the future direction of the organization. The most widely accepted method for categ orizing different forms of scanning divides into the following three types: Irregular scanning systems: These consist largely of ad hoc environmental studie s. Regular Scanning systems: These systems revolve around a regular review of the e nvironment or significant environmental components. This review is often made an nually. Continuous scanning systems: These systems constantly monitor components of the organizational environment. The Nature Of Strategy Implementation A process by which strategies and policies are put into action through the devel opment of programs, budgets, and procedures. The implementation of organization strategy involves the application of the mana gement process to obtain the desired results. Particularly, strategy implementat ion includes designing the organization's structure, allocating resources, devel oping information and decision process, and managing human resources, including such areas as the reward system, approacches to leadership, and staffing. Each of these management functions has been the subject of extensive writing and research by scholars and practitioners and has covered in management books. Since full coverage of each management function is beyond the scope of this thes is, I shall focus only on the factors that are most critical to effective implem entation strategy. Concept Of Strategy Implementation Strategy implementation is "the process of allocating resources to support the c

hosen strategies". This process includes the various management activities that are necessary to put strategy in motion, institute strategic controls that monit or progress, and ultimately achieve organizational goals. For example, according to Steiner, "the implementation process covers the entire managerial activities including such matters as motivation, compensation, manag ement appraisal, and control processes". As Higgins has pointed out, "almost all the management functions -planning, cont rolling, organizing, motivating, leading, directing, integrating, communicating, and innovation -are in some degree applied in the implementation process". Pierce and Robinson say that "to effectively direct and control the use of the f irm's resources, mechanisms such as organizational structure, information system s, leadership styles, assignment of key managers, budgeting, rewards, and contro l systems are essential strategy implementation ingredients". The implementation activities are in fact related closely to one another, and de cisions about each are usually made simultaneously. I have split these activitie s in the next chapters.