Strategic Management Components

INTRODUCTION

Strategic Management Components

 Strategic
Management Components

There are many parts to
strategic management. These parts are referred to as strategic components or
elements. At times they are referred to as strategic planning components when
the author interchanges strategic management with strategic planning. These
components are explained below:

 Company Mission

The mission of a company
is the fundamental, unique purpose that sets it apart from other companies of
its type and identifies the scope of its operations in product and market
terms. The mission also carefully defines what the company does not do. It is a
general statement of the company”s intent and represents the view that the
senior managers have for the future of the company or what they want it to
become or achieve. It is the central purpose for the company”s existence
and implies the image the company seeks to project.

 It reflects the
company’s self­ concept and indicates the principal product or service the
company attempts to satisfy. The mission statement defines the aspirations, values,
roles, growth, goals, survival and profitability of a company. In short, the
mission describes the products, market and technological areas of emphasis for
the business in a way that reflects the priorities of the strategic decision-maker. Rader (1994) enumerates seven characteristics of a powerful mission
statement, which are:

a. Engaging the
imagination with powerful images of target outcome

b.                
Employing
images that are clear, concise and compelling

c.    
Expressing
strong values and beliefs about
the future

d.                
Providing
guidance for actions that must and must not be done

e.                
Focusing on discussion and shaping choices about consequences

f.                 
Challenging
one to stretch continually beyond
current performance

g.                                               
Applying
to each and every member of the community.

A company”s mission
reflects the firm”s intention to secure its survival through sustained
growth and profitability.

Many organisations have
improperly defined mission statements in which some are not complete and in
which the essential ingredients of the mission statement are not indicated.
Some other companies misuse the mission statement as an external device for
public relations rather than an integral part of strategic management. To be
able to achieve its objectives, the mission statement must be understandable,
applicable and serves to rule out actions.

  Profile

A company”s profile
is the product of its internal analysis, which determines the company”s
performance capabilities based on existing or attainable resources. A
company’s profile depicts the quantity and quality of financial, human and
physical resources available to the firm. It assesses the inherent strengths
and weaknesses of the company”s management and organisational structure.
The profile contrasts the historical success of the company and the traditional
values and concerns of its management with the company”s current
capabilities, and attempts to identify the future capabilities of the business.
An example can be found in the company”s commitment to each of the
functional areas of the resource development matrix. The firm can easily calculate
investments made in each of the functional areas as a basis for a better
understanding of its comparative and competitive strengths and weaknesses.

 Vision

According to Robson in
1997, a company’s vision is synonymous with the company”s mission. This means
that the alternative name for the company”s mission is vision.

Goals

A company”s goal
describes the desired future position the company wants to be.

The selection of the company”s
goals is based on the defined mission of the company. In a situation where a
strategic planning model separates the goals from the objectives, it means that
the goals are broad and timeless statements of the end result that the
organisation considers that they can use to achieve their mission. A goal
should clearly state what is to be achieved and when the results will be
accomplished. 

Company goals do not state how the results will be achieved.
Organisations normally have multiply goals at the same time all existing in a
complex hierarchy. An organisation may have a series of less permanent goals
that define targets for the organisation. All strategic goals affect the
organisation” s overall direction and productivity. Profitability is
usually the main goal of many business organisations, no matter how it is
measured or defined. A goal is a statement of specifics that quantify the
objectives.

Objectives

The organisation’s objectives
establish the intended nature of the enterprise and the direction in which the
organisation wants to move. Objectives are those ends or results which the
organisation set out to achieve through not only its existence but also its
operations. A number of different objectives are pursued by business
organisations. Some examples include survival, growth, continuity of profit,
production at least cost, good quality products or services, quick delivery,
meeting target dates, customer and employee satisfaction to mention just a few.
Every organisation has more than one objective at any given time.

There are at least three major
reasons why an organisation establishes objectives and why these objectives are
important in strategic management. The reasons are as follows:

1.    
Objectives
help to define the organisation in the environment because they enable the
organisation to justify its existence and help

to attract people who identify with
the objectives to work for the organisation.

2.    
Objectives
help to coordinate decisions and decision-makers. This is because objectives
help to direct employees to the required standards of behaviour and reduce
conflicts in decision making since all employees know the objectives of the
organisation.

3.    
Objectives
also help to provide standards for assessing organisational performance.
Without stated objectives, it would be difficult for an organisation to evaluate
itself or for anybody to evaluate the success or failure of the organisation.
Therefore, an organisation’s objectives are very crucial to strategic
management

Objective, therefore, indicates
management’s intentions towards pursuing and accomplishing its mission. Usually,
objectives and goals address all the areas of the operation of the company
including profitability, sales growth, market share, innovation, productivity,
physical and financial resources, risk, public responsibility, manager
performance and development.

  Policies

Policies are guides to
actions. Policies usually indicate how resources are to be allocated. They
equally indicate how tasks assigned to the organisation can be accomplished.
They enable each manager at the functional level such as marketing, accounting
or finance, production and personnel to execute the organisation’s strategy
properly. Strategy exists as a collective umbrella for the policy component.
The policy should give a broad assessment of the organisation’s structure, business
system and the resources available to the selected strategies. 

An organisation’s policies provide a framework for the implementation of any major changes needed
to be made in that organisation. The policies should provide the key yardsticks
or measurements for the expected benefits the strategy intends to produce or
yield so that the success or the failure of the policies can be readily
evaluated. Polices are, therefore, rules that express the limits within which
action should occur. Policies also exist in hierarchy throughout an
organisation just the way we have the strategic goals.

  Strategy

<

p style=”break-after: avoid; line-height: 115%; margin-bottom: 11.0pt; margin-left: 73.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 11pt 73pt; mso-list: l1 level2 lfo3; mso-pagination: lines-together; page-break-after: avoid; tab-stops: 139.25pt; text-align: justify; text-indent: 0cm;”>

A strategy is a plan that
integrates an organisation’s major goal, policies and action sequences into a
cohesive unit that is achievable. A well-formulated strategy helps to marshal
and allocate the organisation’s resources into a unique and viable positive
unit based on its relative internal competencies and shortcomings, anticipated
changes in the environment and contingent moves by intelligent opponents.
Strategy defines the general direction in which the organisation chooses to
move to meet its goals in order to achieve its mission. Strategies usually
include how to move to achieve desired results. Strategies are often constrained
by the nature of the organisation such as resources available, capabilities,
culture, structure and tradition.

Strategy defines how an
organisation will not achieve its aims. All management decisions can, therefore,
be trusted against the rejected approach as a measure of acceptability. The
strategy should document the strategic opportunities that are deemed most
beneficial to pursue. The strategy should be stated in such a way that the
organisation will make the best use of what is available and also adequately
compensate for its limitation. There is no one best way to create a strategy, nor
is there one best form of organisation.

However, Professor R. Andrews in his
book, The Concept of Corporate Strategy describes the central function
of the chief executive as leading the continuous process of determining the
nature of the enterprise and setting, revising and achieving its goals. He
calls this central function “corporate strategy”. He gives the definition as
the pattern of decision in a company that determines and reveals its
objectives, purposes or goals, produces the principal policies and plans for
achieving those goals, and defines the range of business the company is to
pursue, the kind of economic and human organisation it is or intends to be, and
the nature of the economic and non-economic contributions it intends to its
shareholders, employees, customers and communities.

So, Corporate Strategy defines the business in which a
company will compete, preferably in a      way
that focuses resources to convert distinctive competence into a competitive advantage”.