Management and Organisations
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This report discusses the constraints and opportunities faced by the board and executive management of organizations while planning the future direction. It explores the impact of internal and external factors on organizational processes, productivity, and management. It also highlights the importance of technological advancements, product development, and resource and procedure development in shaping future strategies. The report emphasizes the need for innovative ideas to address constraints and achieve organizational goals.
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MANAGEMENT AND ORGANISATIONS
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MANAGEMENT AND ORGANISATIONS
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MANAGEMENT AND ORGANISATIONS
Contents
Executive Summary.........................................................................................................................3
Introduction......................................................................................................................................3
Critical Analysis and Discussion.....................................................................................................4
Conclusion.......................................................................................................................................8
References........................................................................................................................................9
2
Contents
Executive Summary.........................................................................................................................3
Introduction......................................................................................................................................3
Critical Analysis and Discussion.....................................................................................................4
Conclusion.......................................................................................................................................8
References........................................................................................................................................9
2
MANAGEMENT AND ORGANISATIONS
Executive Summary
Modern day business firms are greatly influenced by the several internal and external factors
creating immense pressure on the various organizational process, organizational procedures,
productiveness of the organization, administration of the organization and the pricing strategies
adopted by the organizations. The internal and external environment which challenges the
change management approach and the systems also affects the employees of the organization, the
production capability of the organization and the performance of the organization.The two main
constraints which are faced by the Board and the executive management of an organization while
planning the future direction of the organization in the prevailing business environment are
mainly competing pressure and flexibility towards newer technology in the organization.
Therefore, an organization needs to constantly arrange for funds and capitals in order to meet the
newer technological advancements and materials which will enable them to modify and improve
their product and its performances An organization also requires to embrace new technological
equipment which are considered particularly ahead from their competition and therefore they
also require proper adaptability skills and techniques.The main strategic opportunity which is
faced by board members and executive members during development of future directions and
strategies is regarding the evolution of goods and/or services of the organization in order to gain
advantage in the market over the competitors.The other strategic opportunities which are faced
by the board members and the executive management of an organization while devising future
strategies and directions is regarding the development of the resources and procedures of the
company in order to attain the futuristic strategies of the firm and to assist the organization in its
future direction.
Introduction
All businesses irrespective of their size, type and industry has their individual strategized
management system which significantly contributes in accomplishing their goals and objectives,
cater to the enhancement of performance and productiveness. The key work force of an
organization namely the board and executive management of the organization helps to gear up
the firm in terms of meeting the needs and requirements of their customers. Management is
3
Executive Summary
Modern day business firms are greatly influenced by the several internal and external factors
creating immense pressure on the various organizational process, organizational procedures,
productiveness of the organization, administration of the organization and the pricing strategies
adopted by the organizations. The internal and external environment which challenges the
change management approach and the systems also affects the employees of the organization, the
production capability of the organization and the performance of the organization.The two main
constraints which are faced by the Board and the executive management of an organization while
planning the future direction of the organization in the prevailing business environment are
mainly competing pressure and flexibility towards newer technology in the organization.
Therefore, an organization needs to constantly arrange for funds and capitals in order to meet the
newer technological advancements and materials which will enable them to modify and improve
their product and its performances An organization also requires to embrace new technological
equipment which are considered particularly ahead from their competition and therefore they
also require proper adaptability skills and techniques.The main strategic opportunity which is
faced by board members and executive members during development of future directions and
strategies is regarding the evolution of goods and/or services of the organization in order to gain
advantage in the market over the competitors.The other strategic opportunities which are faced
by the board members and the executive management of an organization while devising future
strategies and directions is regarding the development of the resources and procedures of the
company in order to attain the futuristic strategies of the firm and to assist the organization in its
future direction.
Introduction
All businesses irrespective of their size, type and industry has their individual strategized
management system which significantly contributes in accomplishing their goals and objectives,
cater to the enhancement of performance and productiveness. The key work force of an
organization namely the board and executive management of the organization helps to gear up
the firm in terms of meeting the needs and requirements of their customers. Management is
3
MANAGEMENT AND ORGANISATIONS
widely perceived to be the analysis and execution of effectual planning, organization and taking
control of the businesses productiveness, employees’ performance, and evaluation of the
availability of resources in the organization and accomplishing the organizational goals. One of
the significant liabilities of the board and the executive management of the organization is to
devise strategies regarding the training and development of the employees and devising
workplace strategies which will enable the employees to perform the organizational processes in
an efficient manner and will also help in inspiring the employees to achieve the goals of the
organization. The current report focuses on the various constraints and opportunities which are
faced by the board and executive management of organizations while planning the future
direction of the organization.
Critical Analysis and Discussion
Modern day business firms are greatly influenced by the various internal and external factors
which contribute in creating pressure on the various organizational process, organizational
procedures, productiveness of the organization, management of the organization and the pricing
strategies adopted by the organizations. As stated by Alkaraan (2016) the internal and external
environment which challenges the change management approach and the systems also affects the
employees of the organization, the production capability of the organization and the performance
of the organization. The creation of organizational pressure results from social, economic,
strategic, operational and technological changes thereby, generated either with or within the
organization. Organizations require meeting the changes and challenges in the area of macro-
economics, technological production and advancements, globalization, legal and political factors
and domestic and global competition. According to Kaufmann &Gaeckler(2015) the changes in
an organization are caused due to immense pressure from the internal and external environments
which affect the planning process of the organization, entrepreneurship approach of the
organization, management of the organization, restructuring of the organization, training and
development approach adopted by the organization and the work performances of the employees
of the organization.
According to Meyerowitz, Lew &Svensson(2018) the two main constraints which are faced by
the Board and the executive management of an organization while planning the future direction
4
widely perceived to be the analysis and execution of effectual planning, organization and taking
control of the businesses productiveness, employees’ performance, and evaluation of the
availability of resources in the organization and accomplishing the organizational goals. One of
the significant liabilities of the board and the executive management of the organization is to
devise strategies regarding the training and development of the employees and devising
workplace strategies which will enable the employees to perform the organizational processes in
an efficient manner and will also help in inspiring the employees to achieve the goals of the
organization. The current report focuses on the various constraints and opportunities which are
faced by the board and executive management of organizations while planning the future
direction of the organization.
Critical Analysis and Discussion
Modern day business firms are greatly influenced by the various internal and external factors
which contribute in creating pressure on the various organizational process, organizational
procedures, productiveness of the organization, management of the organization and the pricing
strategies adopted by the organizations. As stated by Alkaraan (2016) the internal and external
environment which challenges the change management approach and the systems also affects the
employees of the organization, the production capability of the organization and the performance
of the organization. The creation of organizational pressure results from social, economic,
strategic, operational and technological changes thereby, generated either with or within the
organization. Organizations require meeting the changes and challenges in the area of macro-
economics, technological production and advancements, globalization, legal and political factors
and domestic and global competition. According to Kaufmann &Gaeckler(2015) the changes in
an organization are caused due to immense pressure from the internal and external environments
which affect the planning process of the organization, entrepreneurship approach of the
organization, management of the organization, restructuring of the organization, training and
development approach adopted by the organization and the work performances of the employees
of the organization.
According to Meyerowitz, Lew &Svensson(2018) the two main constraints which are faced by
the Board and the executive management of an organization while planning the future direction
4
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MANAGEMENT AND ORGANISATIONS
of the organization in the existing business environment are mainly competition pressure and
new technology adaptation ability within the organization. The external factors like for example,
the competitive environment are derived mainly as a result of the competitive landscape which
tends to affect the current budget of the organization, incumbents, mergers and acquisitions and
bankruptcies. All the above mentioned factors impact the strategy and operations in the setting of
the organization. For example, when a business rival of an organization manufactures and
introduces a new product in the market, it puts the market share and the productivity of the
organization under severe risks and threats thereby, causing pressure within the strategic
workforce and product planning procedure and therefore enforcing the company to adapt the
changes and at the same time retaining their customer base. Secondly, changes in technology
landscape gives raise consistent risk and pressure regarding the productivity and the
performances of an organization. As opined by Kuehn (2016) therefore an organization needs to
constantly arrange for funds and capitals in order to meet the newer technological advancements
and hardware/software, which will enable them to modify and improve their product and its
performances An organization also requires to embrace new technological equipment which are
considered particularly ahead from their competition and therefore they also require proper
adaptability skills and techniques.
While dealing with the various organizational constraints, it is very important for the board and
the executive management of an organization to strategize the planning, performance and
management policies. It is considered as very important for the board and executive management
of an organization to enhance the quality of performance of the organization by encouraging and
motivating the employees of the organization regarding meeting with the various challenges and
changes which is being observed in the organization. As opined by Sajdak (2017) considering
the competitive scenario, it is very important for the board and executive management of an
organization require dealing with various types of constraints which effect the development of
the future strategy of the organization.Therefore they should focus on facilitating training
programs for the human resources of the organization depending on their needs and requirements
in order to ensure that they easily overcome the challenges being faced by them which will in
developing the performances of the organization and at the same time lowering the burden which
the pressure tend to create.
5
of the organization in the existing business environment are mainly competition pressure and
new technology adaptation ability within the organization. The external factors like for example,
the competitive environment are derived mainly as a result of the competitive landscape which
tends to affect the current budget of the organization, incumbents, mergers and acquisitions and
bankruptcies. All the above mentioned factors impact the strategy and operations in the setting of
the organization. For example, when a business rival of an organization manufactures and
introduces a new product in the market, it puts the market share and the productivity of the
organization under severe risks and threats thereby, causing pressure within the strategic
workforce and product planning procedure and therefore enforcing the company to adapt the
changes and at the same time retaining their customer base. Secondly, changes in technology
landscape gives raise consistent risk and pressure regarding the productivity and the
performances of an organization. As opined by Kuehn (2016) therefore an organization needs to
constantly arrange for funds and capitals in order to meet the newer technological advancements
and hardware/software, which will enable them to modify and improve their product and its
performances An organization also requires to embrace new technological equipment which are
considered particularly ahead from their competition and therefore they also require proper
adaptability skills and techniques.
While dealing with the various organizational constraints, it is very important for the board and
the executive management of an organization to strategize the planning, performance and
management policies. It is considered as very important for the board and executive management
of an organization to enhance the quality of performance of the organization by encouraging and
motivating the employees of the organization regarding meeting with the various challenges and
changes which is being observed in the organization. As opined by Sajdak (2017) considering
the competitive scenario, it is very important for the board and executive management of an
organization require dealing with various types of constraints which effect the development of
the future strategy of the organization.Therefore they should focus on facilitating training
programs for the human resources of the organization depending on their needs and requirements
in order to ensure that they easily overcome the challenges being faced by them which will in
developing the performances of the organization and at the same time lowering the burden which
the pressure tend to create.
5
MANAGEMENT AND ORGANISATIONS
Another main constrain which are faced by the board and the executive management of an
organization while planning future strategies is lack of idea regarding the support of the human
resources of the organization regarding implementing the strategy. The human resources of the
organization remains responsible for transforming the strategies of an organization into action
and therefore it is very important to gain the support of the human resources of the organization
while implementing the devised strategies in a successful manner. According to Nummela et al.
(2014) while, devising strategies the board and the executive management of the organization
have very limited idea regarding the participation and support of the human resources towards
those strategies and therefore in various cases it has been observed that the human resource of
organizations have failed to demonstrate the required support towards the devised strategies of
an organization, which has resulted in failure of the strategy. As stated by Ponomareva&Umans
(2015) therefore it is mostly observed that the board and executive management of organizations
fail to devise innovative future strategies fearing the lack of support of the human resources of
the organization. In order to address this particular constrain, the board and executive
management of an organization should implement the strategy on a trial basis in the organization
in order to gain knowledge regarding the support of the human resources of the organization
towards the strategy, and if the strategy receives adequate support in the trial period, then the
organization should decide to incorporate it on a permanent basis as a component of the future
direction of the organization.
Another vital constrain which the board and executive management of an organization faces
regarding devising the future direction of an organization is lack of information regarding the
possible strategies which the competitors of the organization can adopt in order to compete
effectively with the organization. As stated by Gamble, Thorsen& Black (2019) the future
direction and strategies taken by an organization is largely influenced by the strategies adopted
by the competitors of the organization. It is observed that organizations devise their future plan
and direction in order to achieve their goals and objectives by outperforming their competitors.
In most of the cases it is observed that the strategies devised by an organization for their future
growth do not stay effective and unique for a long time period as their competitors come up with
some different strategies or directions for competing with the strategies and plans devised by the
organizations. As stated by Neumann (2017) therefore it is normally observed that the board
members and executive management of various organizations play it safe while devising future
6
Another main constrain which are faced by the board and the executive management of an
organization while planning future strategies is lack of idea regarding the support of the human
resources of the organization regarding implementing the strategy. The human resources of the
organization remains responsible for transforming the strategies of an organization into action
and therefore it is very important to gain the support of the human resources of the organization
while implementing the devised strategies in a successful manner. According to Nummela et al.
(2014) while, devising strategies the board and the executive management of the organization
have very limited idea regarding the participation and support of the human resources towards
those strategies and therefore in various cases it has been observed that the human resource of
organizations have failed to demonstrate the required support towards the devised strategies of
an organization, which has resulted in failure of the strategy. As stated by Ponomareva&Umans
(2015) therefore it is mostly observed that the board and executive management of organizations
fail to devise innovative future strategies fearing the lack of support of the human resources of
the organization. In order to address this particular constrain, the board and executive
management of an organization should implement the strategy on a trial basis in the organization
in order to gain knowledge regarding the support of the human resources of the organization
towards the strategy, and if the strategy receives adequate support in the trial period, then the
organization should decide to incorporate it on a permanent basis as a component of the future
direction of the organization.
Another vital constrain which the board and executive management of an organization faces
regarding devising the future direction of an organization is lack of information regarding the
possible strategies which the competitors of the organization can adopt in order to compete
effectively with the organization. As stated by Gamble, Thorsen& Black (2019) the future
direction and strategies taken by an organization is largely influenced by the strategies adopted
by the competitors of the organization. It is observed that organizations devise their future plan
and direction in order to achieve their goals and objectives by outperforming their competitors.
In most of the cases it is observed that the strategies devised by an organization for their future
growth do not stay effective and unique for a long time period as their competitors come up with
some different strategies or directions for competing with the strategies and plans devised by the
organizations. As stated by Neumann (2017) therefore it is normally observed that the board
members and executive management of various organizations play it safe while devising future
6
MANAGEMENT AND ORGANISATIONS
strategies and actions and prefer not to take risks regarding planning future strategies and
direction which helps in limiting their achievements due to constrain regarding lack of
information regarding the strategies to be adopted by competitors in response to the strategy. In
order to address the constrain it is recommended to the board members and executive
management of organizations is to focus on enhancing the core competencies of the organization
based on which they can develop their future strategy and direction, so even if the competitors of
the organizations devise a similar strategy to compete with the future direction and strategies of
the organization, they will not be able to outperform the organization as a result of the strong
core competencies of the organization based on which the future strategies and directions of the
organization are devised.
As opined by Azarnivand&Banihabib(2017) along with the constraints, there are also various
opportunities which are faced by the board members and executive members of an organization
while devising the future direction and the future strategies of the organization. The main
strategic opportunity which is faced by board members and executive members while developing
future strategies for their organization is regarding adoption of various technological
advancements in order to make more informed decisions and strategies. As stated by
Makhitha(2016) the use of various technological advancements enables organization to gather
and analyse the data collected from various reports and market research for making more
informed decisions regarding development of future strategies and directions which helps in
ensuring the effectiveness and productivity of the strategies developed.
As stated by Chandra, Styles & Wilkinson (2015) the other strategic opportunity which is faced
by board members and executive members during development of future directions and
strategies is regarding the development of products and services of the organization in order to
gain advantage in the market over the competitors. As opined by Fabbri (2016)the future
directions and strategies of organizations are aimed towards achieving the aims and objectives of
the company in the market and to outperform other competitors, therefore while devising future
strategies, there is an opportunity for the top management of the company to improve the
products and services of the company so that it helps in achieving the aims and objectives of the
company and also enable the company to gain a competitive advantage in the market. As stated
by Kangas(2016) the other strategic opportunity which is faced by the board members and the
7
strategies and actions and prefer not to take risks regarding planning future strategies and
direction which helps in limiting their achievements due to constrain regarding lack of
information regarding the strategies to be adopted by competitors in response to the strategy. In
order to address the constrain it is recommended to the board members and executive
management of organizations is to focus on enhancing the core competencies of the organization
based on which they can develop their future strategy and direction, so even if the competitors of
the organizations devise a similar strategy to compete with the future direction and strategies of
the organization, they will not be able to outperform the organization as a result of the strong
core competencies of the organization based on which the future strategies and directions of the
organization are devised.
As opined by Azarnivand&Banihabib(2017) along with the constraints, there are also various
opportunities which are faced by the board members and executive members of an organization
while devising the future direction and the future strategies of the organization. The main
strategic opportunity which is faced by board members and executive members while developing
future strategies for their organization is regarding adoption of various technological
advancements in order to make more informed decisions and strategies. As stated by
Makhitha(2016) the use of various technological advancements enables organization to gather
and analyse the data collected from various reports and market research for making more
informed decisions regarding development of future strategies and directions which helps in
ensuring the effectiveness and productivity of the strategies developed.
As stated by Chandra, Styles & Wilkinson (2015) the other strategic opportunity which is faced
by board members and executive members during development of future directions and
strategies is regarding the development of products and services of the organization in order to
gain advantage in the market over the competitors. As opined by Fabbri (2016)the future
directions and strategies of organizations are aimed towards achieving the aims and objectives of
the company in the market and to outperform other competitors, therefore while devising future
strategies, there is an opportunity for the top management of the company to improve the
products and services of the company so that it helps in achieving the aims and objectives of the
company and also enable the company to gain a competitive advantage in the market. As stated
by Kangas(2016) the other strategic opportunity which is faced by the board members and the
7
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MANAGEMENT AND ORGANISATIONS
executive management of an organization while devising future strategies and directions is
regarding the development of the resources of the company in order to achieve the future
strategies of the company and to assist the organization in its future direction. According to Cao,
Liu & Cao (2014) as the success of the strategies of organizations depends on the quality of
resource used in achieving those objectives, therefore it can be considered as a strategic
opportunity for the top management of an organization to develop the quality of resources of the
organization while developing future strategies. Another strategic opportunity which is faced by
the board members and the executive management of an organization while devising future
strategies and directions is regarding the development of the procedures of the company in order
to accomplish the future strategies of an organization in a more effective manner. As opined by
Hsu &Grodal (2015) the success of a strategy of a company also depends on the procedures and
activities being carried out by the company for achieving the strategies and therefore it is very
important for the top management of the organization to develop the procedures of the company
for accomplishing the future strategies of the company.
Conclusion
From the above report it can be stated that the top management of an organization which
comprises of the board members and executive members faces various types of constraints and
opportunities while developing the future strategies or future direction of the organization. The
constraints which are being faced by the top level of the organization creates issues for the
organization regarding the development of future strategies and the opportunities which they face
during the process enables the company to ensure the effectiveness of the strategy. From the
above analysis it can be also stated that the top management of organizations must come up with
innovative ideas in order to address the constraints which are faced by the organizations.
8
executive management of an organization while devising future strategies and directions is
regarding the development of the resources of the company in order to achieve the future
strategies of the company and to assist the organization in its future direction. According to Cao,
Liu & Cao (2014) as the success of the strategies of organizations depends on the quality of
resource used in achieving those objectives, therefore it can be considered as a strategic
opportunity for the top management of an organization to develop the quality of resources of the
organization while developing future strategies. Another strategic opportunity which is faced by
the board members and the executive management of an organization while devising future
strategies and directions is regarding the development of the procedures of the company in order
to accomplish the future strategies of an organization in a more effective manner. As opined by
Hsu &Grodal (2015) the success of a strategy of a company also depends on the procedures and
activities being carried out by the company for achieving the strategies and therefore it is very
important for the top management of the organization to develop the procedures of the company
for accomplishing the future strategies of the company.
Conclusion
From the above report it can be stated that the top management of an organization which
comprises of the board members and executive members faces various types of constraints and
opportunities while developing the future strategies or future direction of the organization. The
constraints which are being faced by the top level of the organization creates issues for the
organization regarding the development of future strategies and the opportunities which they face
during the process enables the company to ensure the effectiveness of the strategy. From the
above analysis it can be also stated that the top management of organizations must come up with
innovative ideas in order to address the constraints which are faced by the organizations.
8
MANAGEMENT AND ORGANISATIONS
References
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Azarnivand, A., &Banihabib, M. E. (2017).A multi-level strategic group decision making for
understanding and analysis of sustainable watershed planning in response to environmental
perplexities. Group Decision and Negotiation, 26(3), 629-648.
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exploitation in strategic new industry: Two cases of solar energy industry development in
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opportunity explanations in international entrepreneurship research: APJM APJM. Asia
Pacific Journal of Management, 32(1), 199-228. doi:http://dx.doi.org/10.1007/s10490-014-
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Sector Quarterly, 48(3), 616-632. doi:http://dx.doi.org/10.1177/0899764019837599
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of light cigarettes, 1964 to 1993. American Sociological Review, 80(1),
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9
References
Alkaraan, F. (2016). Strategic investment decision-making - scanning and screening investment
opportunities: The expansion of guinness in west africa. Meditari Accountancy
Research, 24(4), 505-526. Retrieved from
https://search.proquest.com/docview/1841760287?accountid=30552
Azarnivand, A., &Banihabib, M. E. (2017).A multi-level strategic group decision making for
understanding and analysis of sustainable watershed planning in response to environmental
perplexities. Group Decision and Negotiation, 26(3), 629-648.
doi:http://dx.doi.org/10.1007/s10726-016-9484-8
Cao, X., Liu, Y., & Cao, C. (2014). Institutional entrepreneurs on opportunity formation and
exploitation in strategic new industry: Two cases of solar energy industry development in
china. International Journal of Emerging Markets, 9(3), 439-458. Retrieved from
https://search.proquest.com/docview/1660186803?accountid=30552
Chandra, Y., Styles, C., & Wilkinson, I. F. (2015). Opportunity portfolio: Moving beyond single
opportunity explanations in international entrepreneurship research: APJM APJM. Asia
Pacific Journal of Management, 32(1), 199-228. doi:http://dx.doi.org/10.1007/s10490-014-
9400-1
Fabbri, E. (2016). Strategic planning and foresight: The case of smart specialisation strategy in
tuscany. Foresight : The Journal of Futures Studies, Strategic Thinking and Policy, 18(5),
491-508. doi:http://dx.doi.org/10.1108/FS-06-2015-0036
Gamble, E., Thorsen, A., & Black, L. (2019). Expanding strategic opportunities in nonprofits:
Mapping the interdependencies of critical performance variables.Nonprofit and Voluntary
Sector Quarterly, 48(3), 616-632. doi:http://dx.doi.org/10.1177/0899764019837599
Hsu, G., &Grodal, S. (2015). Category taken-for-grantedness as a strategic opportunity: The case
of light cigarettes, 1964 to 1993. American Sociological Review, 80(1),
28.doi:http://dx.doi.org/10.1177/0003122414565391
9
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Strategic Thinking and Policy, 20(6), 602-621. doi:http://dx.doi.org/10.1108/FS-04-2018-
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