Strategic Management Principles and Organizational Orientation Report

This report provides an overview of the principles of management, focusing on strategic orientation and its impact on organizations. It explores the complexities of strategic orientation, considering both internal and external factors, and highlights the challenges in defining the role of strategic management. The research identifies key forces shaping the organizational environment, emphasizing the issue management approach. The findings reveal the significance of strategic thinking, the need for integrated planning systems, and the importance of developing authoritative capability in working with mental models. The report recommends the use of integrated planning models and the cultivation of strategic thinking to achieve effective strategic management. The conclusion emphasizes the essential roles of planning, monitoring, and analysis as critical components of strategic management, providing a framework for effective issue management.

Running head: PRINCIPLES OF MANAGEMENT 1
Name
Course
Professor
Date

PRINCIPLES OF MANAGEMENT 2
Introduction to firm’s strategic orientation
The term firms strategic orientation is a very complex term consisting of several factors
that both in the category of either external or internal section of the business. What brings out
more complexity is the fact that all these factors in concern interact with each other, and this
results in an environment of lots of certainties, availability of numerous stakeholders and causal
ambiguity as some of the aspects. There have existed managerial attempts that are aimed at
exerting pressure on the above forces and this has led to the creation of multiple models that
are geared towards the performance of strategic management.
Problem identification
As stated above, there has been a lot of challenging in the determination of the role or
the essence of strategic management despite the many attempts that have been made to
explain the same. Many organization has had a challenge I determination of the organizational
prerequisites that they have to put in place so that the organization can run its activities well.
The problem is that many attempts by the scholars have not been In a position to bring to the
attention of most of the organization manages the procedures they are supposed to follow when
performing their tasks and the development of a strategic management role, not forgetting the
role of monitoring the environment as well.
Central research focus
This research is geared towards, identification and understanding all the forces that are
crucial or play a part in an organization environment, both internal and externally. This also
explains how the forces end up shaping the organization. The basics of these research are
based on the issue management approach which is concerned with intelligence, design, choice,
implementation, feedback as the model of decision making.
Key findings
Several models were developed to help solve the problem of strategic management. The
intelligence model attributed to Herbert Simon and his fellow researchers was the best since it
captured many other sections other than external and the internal environment. Unlike other
models that only considered the majoring their argument on the time that should be spent on the
design and choice phases of decision making, the Herbert Simon group approach covered all
the other sections like the intelligence, design, choice, implementation, and feedback model.
The findings were as follows

PRINCIPLES OF MANAGEMENT 3
1. In many organizations, the majority of the managers considered sacrificing most of the
time on the design of the issues management and decision-making processes instead of
considering other factors like implementation process.
2. There is a need for strategic thinking for every organization as a way of realizing
assumptions, identifying signals and classifying them and last generation and testing of
hypotheses.
The implications of the key findings
One of the key findings was there was a need for a strategic thinking. According to Ansoff,
today, the level of bringing a change is in a condition that the official and the recognized
procedures used for planning seem to be no longer enough to respond to future turbulence in
time. This is due to high level of improved technology that has also had an impact on the
economic world too. Another reason for slow change implementation is the increasing number
of stakeholder that are involved in organized activities in different ways. These implications are
evident when it comes to corporate and social responsibilities concerning the nature and the
need for a business. The lack of considering the strategic thinking by some of the organization
has contributed to the failure of some organization that is good at expectancy of political
pressures according to Ansoff. Strategic thinking helps managers in:
 Understanding the best external environment that favors the organization.
 Get to know the strongholds and the aims or the set goals of an organization.
 Be in apposition to realize new opportunities and think of how to make good use of them.
 Feature the many different ways of coming up with solutions or strategies.
Another implication is that the organization led by the managers should consider all the
processes that must be involved for a complete IM. This, therefore, calls for strategic planning.
Goodstein defined planning as that activity that is done aiming the envisioning and the
developing of the major procedures that and activities that a given organization uses to achieve
their set objectives. Poor issue management activities imply that the organization has no ways
in which it can identify and address fully any rising problem or an opportunity as well. This also
implies that it’s the role of the manager to practice strategic thinking that is a combination of
creativity and analytical abilities and these end up resulting in good strategic planning.
Recommendations

PRINCIPLES OF MANAGEMENT 4
If an organization want to achieve strategic management, they must consider using
integrated planning system model that enables the integration of both management and
strategic planning. (manading strategic issues in turbulent environment , 2000)Moreover, one of
the key necessities is to create authoritative capability in revealing and working with mental
models. This is effortlessly said yet not really effortlessly proficient. In the two people as well as
associations, they are profoundly established in the oblivious and program schedules that have
been created over numerous years. Under generally serene business conditions, where change
is moderate and more developmental than progressive, one can contend that SIMS is not as
critical and that the current mental models may well be sufficient for the errand.
Conclusions
It’s evident that the management issues have grown to significance levels. (Ansoff H,
1980)Now the basic functions of planning, monitoring, and analysis are being acknowledged as
the essential parts of strategic management. A good management should consider providing a
good frame work to make effective issues management possible.

PRINCIPLES OF MANAGEMENT 5
References
Ansoff H, I. (1980). strategic issues management. strategic management, 131-148.
Hayes, M. (1985) ‘Developing Managers for strategic Management’, in W. D. Guth (ed.),
Handbook of Business Strategy, Boston, MA:
Warren, Gorham & Lamont, ch. XXV.
Heath, R. L. and Associates (1988) Strategic Issues
Management, San Francisco, CA: Jossey-Bass.
Hing, A. (1990) ‘Issues Management and Influencing Decisions’, Practising Manager, 11(1):
42–44.
Hogarth, R. M. (1987) Judgment and Choice (2nd
end). New York: John Wiley and Sons.
Huber, G. P. (1991) ‘Organizational Learning:
The Contributing Processes and the Literatures’, Organization Science 2(1): 88–115.
managing strategic issues in the turbulent environment. (2000). long range planning, 67.