engleski

Problems and Techniques of the Strategic Decision Making in Business Organizations

The objective in strategy formulation is to determine a specific course of action uniquely appropriate for the organization. Strategic planning begins by defining what business the organization is in and what business it should be in, giving consideration to such factors as: - the opportunities available in the environment ; - the risks associated with those opportunities ; - the resources available to the organization ; and - the personal values of the organization`s leadership as well as their key consttituencies, in particular, their preference for risk taking The essence of strategic planning is to create a condition in which top management of the organization takes an active, rather than a passive role in the process of directing the organization. Top executives must retain the strategic development prerogative within the organization rather than leaving it to reflect pressures which support the best interest of a special constituency instead of supporting corporate objectives. Otherwise, competitors, unions, regulatory agencies, special interest groups, even impersonal social and economics trends will settle the future of the organization. This article describes some techniques for greater involvement of the top management in strategic planning without losing the contribution of the key senior managers and the planning staff. Recently considerable attention has been directed to the problem of implementing strategies after they have been developed. If top management as a group is not involved with strategy development there is a natural resistance which can retard the effectiveness of a well-designed plan. Even when many of an organization`s top managers are involved in strategic planning there can be problems. Because of the lack of resolution that often accompanies so many of the attendant committee and staff meetings, managers frequently experience frustration when they are part of a group faced with the task of strategic planning. Group processes too often leave participants exhausted and discouraged because of the seemingly endless meanderings into unproductive byways, the suppression of conflicting ideas because of differences in power or authority, the general lack of creativity, and the absence of a sense of closure. These problems, although endemic to most group activities in organizations, are especially costly in time and energy when they are found in strategic planning activities.

strategy; strategic planning; strategy development; management; competitiveness

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