Factors Required To Improve Managers Strategic And Planning Decision

Factors Required To Improve Managers Strategic And Planning Decision

Introduction

This paper presents a strategic planning network based on the planning process and the expected outcome of the strategic planning. The suggested planning network is essentially normative. The planning network allows for choice of methods to meet the contingent situation for strategic application.

The planning process includes Formulation and Conception stages. Each of these stages is further categorized into various phases, under which different techniques are suggested for use to meet the objective of the stage.

The expected outcome of strategic planning is expressed in terms of quality, acceptance and innovation. Combination choices of these factors result in eight different strategic archetypes. Six of them are:

Comprehensive

Traditional

Prototype

Utility

Seductive

Gesture

Discussion

In addition to above, Nutt (1984) argues that a kind of strategic archetype would not be acceptable that ignores quality, unless his / her objective is seductive or gesture. Two such combinations are undefined.

Each of the above mentioned strategic archetypes are discussed in detail, which includes the techniques to be used in planning process (i.e. formulation and conception stage), rationale behind use of the techniques and its application / use.

Relation to Course Material

The course Strategic Organisation in the Market Place aims to provide a conceptual, practical and contemporary understanding of the strategic analysis and its application in the context of marketing. The Strategic Analysis includes, amongst other things, the strategic decision-making structures and strategic planning approaches.

The various strategic planning approaches are used pre-dominantly in the private sector. Nevertheless, the use and application of such approaches and techniques have been on a rise in the not-for-profit organisations.

The not-for-profit organisations are finding it essential to use the tools and technique of strategic management. This is considering the increasing complexity of its operations, growing demand for accountability and the necessity of efficient utilization of limited resources. As Wilkinson and Monkhouse (1994, p16) explains: In their efforts to provide increased value for money and to genuinely improve their outputs, public sector organisations have been increasingly turning to strategic planning systems and models. The Paper under consideration and the Course Material, both emphasize on the relevance of strategic planning in organisations. Similarly, both also details different approaches and contexts to strategic planning. It may also be noted that Nutt (1984) has based his argument on the research and knowledge in the field of strategic management as applied to the corporate world while trying to stimulate a planning process that can be tailored for the non-profit sector.

It is thus argued that the Paper under consideration is relevant to the course material.

Critical review of argument

Strengths in the argument

The key strength stems from the fact that the argument identifies that the nature of non-profit organisation is different from business organisations. As a sequel, the theories of strategic management, originally devised for profit organisations, cannot be directly (i.e. on as-it-is basis) implemented in NPOs. Hatten (1982) similarly looks at adapting corporate strategic management theory to NPOs.

At the same time, it accepts that there is a need for the application of strategic ...