Strategic Business Management Report: Task Analysis and Strategies

This report provides a comprehensive analysis of strategic business management, encompassing various key aspects. It begins with an introduction to strategic business management, emphasizing the importance of organizational structure and the roles of top, middle, and lower management levels. The report then delves into the skills required at each management level and the evolution of management practices, including management approaches and the concept of invention. Corporate Social Responsibility (CSR) is also explored, highlighting its significance for companies. Task 2 focuses on SWOT analysis, providing insights into the strengths, weaknesses, opportunities, and threats faced by Sainsbury's. It also details the strategic management process, including environmental scanning, strategy formulation, implementation, and evaluation. The report further examines the strategic management process, including goal setting, analysis, strategy formulation, implementation, and evaluation and control. Finally, the report examines different management levels and their respective plans, along with the role of emotional and spiritual intelligence in managerial decision-making. The conclusion summarizes the key findings, emphasizing the utility of SWOT analysis and the importance of understanding the business environment for achieving organizational objectives and increasing business revenue.

STRATEGIC BUSINESS
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
1.1................................................................................................................................................3
1.2................................................................................................................................................3
1.3................................................................................................................................................4
1.4................................................................................................................................................4
TASK 2............................................................................................................................................5
2.1................................................................................................................................................5
2.2................................................................................................................................................6
2.3................................................................................................................................................6
TASK 3............................................................................................................................................7
3.1................................................................................................................................................7
3.2................................................................................................................................................7
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................9

INTRODUCTION
In any organisation all the works are done according to the management. Strategic business
management (Armstrong and Taylor, 2014). Strategic business management are involves the
formulation and implementation of the target which are decided by the organisation which helps
to them to take initiative to achieve it. It improves the organisation's effectiveness and efficiency
which helps them to them to increase the revenues. It has a large impact of the internal and
external factors which are working as a force on them. The top level makes the policies and
goals, the middle level helps them to conduct them to the others and the lower management helps
them to implement them in a effective way. Each level have some special skills to do the work in
a effective and efficient manner.
TASK 1
1.1
Organisation should operate with a quality of management team. So, that it can allot the
work according to its hierarchy and chief strategy must be managed by the top level managers.
There are various level of management in an organisation (Hill, Jones and Schilling, 2014). The
broad description is written under:
Top level: the main work of top management is just to make the general guidelines and
the policies so the management can run properly. They also make the goals for the organisation
so that they can be attain in the effective manner without wasting the resources.
Middle level: the middle level management, They implement top level strategy for
execution. They supports lower level management to conduct their demand to the top level.
So,that the balance can be maintained between them.
Lower level: the lower level or operational management helps the organisation to achieve
their goals and maintain the policies. They also have the responsibility to share the ideas related
to the technology.
1.2
Each level have some special skills to do the work in a effective and efficient manner. They can
gain these skills whether from the institutes or from somewhere else. So, these skills make them,
different from each other. The skills of each level is written below:

top level: they are the executive level of management who allot the work and made policies.
They have special skills to start the work in a effective manner (.Jeston and Nelis, 2014). They
combine the entire unit as integrated and made them as a team. They have the policies of doing
work
middle level: they get their skills by institutes or any other organisation. They have their code of
conduct for doing their work. They are the managers of the organisation.
Lower level: they have the ability to complete the task and projects. They do not have any kind
of special knowledge. They are generally workers who only knows how to work. But their skills
are very important for organisation.
1.3
management practice and style developed over the 20th century because of enhanced knowing of
human being and business behaviour. In the mid century many thinkers develop management
theories to control group of people, processes and substances, they hardly came to know that on a
certain factor in a business history they need to identify that what employee did in the
organisation before was not quite enough. There are certain theories which need to develop for
making efficient working environment and for invention and growth. Company have to occupy
its employees on a new and innovative management style (Karpen and et. al., 2012). There are
some management style which have been developed which are mentioned hereunder:
a).management approach: it is the technique which is used by the top management. It includes
the following points:-
control- in this the top level authority tell what employee need to do and in what manner to do.
Fix goals-top authority fix goals and and subordinate staff have to attain them.
b).concept to invention-how key authority figure out strategic issues and create innovation in
term of products:
1.4
corporate social responsibility is a company's task to evaluate and take duty for improvements of
environmental and social welfare. It is the duty of the company to do some kind of social and
environmental activities for uplifting the society. These are the initiatives which are not
mandatoraly required but it is done by company's desire. It is also termed as “corporate

citizenship”. It creates value to the company in terms of goodwill and enhancing brand image.
Company which follows CSR policy urge the corporate world to do CSR activities.
TASK 2
2.1
SWOT analysis:
It concise the company's key strength and weaknesses. Under this SWOT analysis, covers the
new product line and evaluate the opportunities and threats which sainsbury's is going to face:
strengths:
 company's icon specialization in regards to brand name.
 Employees is well trained and customer oriented.
 Structured networks of stores.
 Real clients base.
Weaknesses:
 problems in terms of searching the dedicated employees.
 Less experience in the fresh industry.
 Operations restricted to UK only.
 Giving interesting benefits on a regular basis (Kasemsap, 2013).
Opportunities:
 fast developing markets around the world.
 Emerging new people with exploding need.
 Employ the present 'Nectar' information for determining real clients.
Threats:
 natural calamities such as current Icelandic volcanoes eruption.
 Extremely competitive industry.
 Delayed impacts of fall off economy.
Sainsbury has ever focused to its consumer's foremost choosy for food, distribute superior
products at reasonable price (Meskendahl, 2010). The firm is trying get the objectives of major
margin with various markets and producing sound revenue every year.

2.2
strategic management process is to determining the company's strategy as it is a process where
managers outlines the series of strategies for the company that will allow such strategy to
accomplish performance. There are four steps of strategic management. Which are mentioned
hereunder:
a).environmental scanning: it refers to collection process, examination and giving database for
strategic aim.
b).strategy formulation: it is the process of best course action for achieving business goals .
c).strategy implementation:it refers to implement the strategy into action. As it covers framing
the company's structure,improving decision making process (Rothaermel, 2015).
D).strategy evaluation: it is the last step of strategic management process. Major strategy
evaluation tasks are : evaluating internal and external parts, evaluating performance and taking
accurate actions
2.3
The strategic management process means maintaining the policies for the organisation according
to the management work like planning, staffing , directing, controlling. It is generally made so
every individual in the organisation can understand the strategy. There are five steps of strategic
management that are as follow:
goal setting: the purpose behind this strategy is to clarify the ideas in the organisation workforce.
Without setting up the goal and target a firm and individual not get success. The effective goal
setting helps the person to do the task effectively. The goal setting process helps the management
to attain their goals as fast as possible.
Analyse: the analysing means to analyse all the deviations and alternatives which can be helpful
in completing the goal. It means to gather all the relevant data and then use it as a USP for the
business.
Strategy formulation: this steps helps the organisation to formulate the stage in an effective
manner which the management makes (Smith, 2010). So,they have to work according to the
strategy so that they can attain their target and also made some alternatives due to uncertain
environment of business.

Strategy implementation: the strategy implementation means to implement the task and start
work on it by using available resources. Once the resources choice completed the task execution
have to be followed.
Evaluation and control: the evaluation task can be completed when all the resources and actions
are done under management. The task have to be evaluated in a manner and also
have to maintain the internal and external crises of the business in a systematic way.
TASK 3
3.1
As the above presented management level these all are a having different types of plans which
are made by the board of members, managers and line managers. Here is a brief on the plans
which are made by them:
Higher level: On this level board of members play their role, they makes plans and policies for
their future objectives, the make strategies on to attain the objectives and mostly these are long
term plans with a proper vision (Wheelen and Hunger, 2011).
Middle level: Mostly departmental manager works on it and makes plan for their work by which
they can increases the work of the employees.
Lower level: On this level line manager makes plan to how to arrange their workers in an
appropriate way to increase the efficiency of them.
3.2
Emotional intelligence are related to the human tendency which rules on the thinking level and
thoughts on the human beings. Spiritual intelligence are related to the spiritual parallels which is
mostly used by the philosophers and psychologist. These all are helpful for the organisational
manager to take decisions on the conflicts in between the employer and employees. Also it helps
to the organisation to increase the work efficiency of the employees. So it helps to the company
to attain their targeted goals (Morris and Pinto, 2010).
CONCLUSION
On the basis of above report and concepts mentioned therein it can be concluded that the
organisation can use SWOT analysis for making various strategies as it delivers the organisation
an idea about their strength and weaknesses. Other then this an entity should also understand its
environment in which it exists so that they can achieve its business objectives and goals.

Strategic business management helps to the business entity to increase the effectiveness of them
to increases their business revenues. So it has a huge impact on the employees pe5rformance and
as well as the qualitative work of the employees.

REFERENCES
Books and Journals
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Hill, C.W., Jones, G.R. and Schilling, M.A., 2014. Strategic management: theory: an integrated
approach. Cengage Learning.
Jeston, J. and Nelis, J., 2014.Business process management. Routledge.
Karpen, I.O. and et. al., 2012. Linking service-dominant logic and strategic business practice: A
conceptual model of a service-dominant orientation. Journal of Service Research. 15(1)
pp.21-38.
Kasemsap, K., 2013. Strategic business management: A practical framework and causal model
of empowering leadership, team cohesion, knowledge-sharing behavior, and team
performance. Journal of Social and Development Sciences. 4(3) pp.100-106.
Meskendahl, S., 2010. The influence of business strategy on project portfolio management and
its success—a conceptual framework. International Journal of Project Management.
28(8) pp.807-817.
Morris, P. and Pinto, J.K., 2010. The Wiley guide to project, program, and portfolio
management.(Vol. 10). John Wiley & Sons.
Rothaermel, F.T., 2015. Strategic management. New York, NY: McGraw-Hill.
Smith, R.F., 2010. Business process management and the balanced scorecard: using processes
as strategic drivers. John Wiley & Sons.
Wheelen, T.L. and Hunger, J.D., 2011. Concepts in strategic management and business policy.
Pearson Education India.