Economic sciences / 6. Marketing and management
Cand.Econ.Sci. Baranova N. A.
A. Baitursynov Kostanay state university, Republic of Kazakhstan
TO
THE QUESTION OF ESSENCE OF STRATEGIC MANAGEMENT
Emergence and practical use of strategic management as control systems
of the organization is caused by the objective reasons following from nature of
changes of conditions of activity of the organizations. Essential changes of
conditions of business regarding growing unpredictability, novelty and
complexity of an environment set a task in a new way to solve problems of a
survival and organization development, to create the mechanisms, giving the
chance to make the coordinated and effective decisions for firms.
Now there was a set of approaches to consideration of essence and the
content of strategic management, each of which or opens new vision of essence
of this concept, or they supplement each other. The definition of strategic
management presented in scientific and methodical literature, is reduced to one
of three approaches or their combination:
- Environment analysis. In this case strategic process defines and
establishes connection of the organization with its environment by means of the
distribution of resources allowing productively working economic system and its
environment. However at its use internal possibilities of the organization
remain not involved and though in many cases they could neutralize successfully
the threats proceeding from environment:
- Purposes and means. Within this approach strategic management is aimed
at development of a series of solutions of different level between which there
is an interrelation and which are organized according to definitely believed
hierarchy of their importance for achievement of the organizational purposes.
- Activity approach. He focuses attention to sequences of actions for
implementation of strategic management therefore defines two previous. Such
approach to definition of concept of strategic management defines need to
consider it in the form of dynamic process which covers all fields of activity
of the organization.
Having analyzed a set of approaches to definition of the content of
process of strategic management, it should be noted that researchers of
problems of strategic management have no uniformity in this question. So, A.Zub
calls this process "the main steps of model of strategic management",
L. Zaitsev and M. Sokolov – "the main stages of strategic
management". V. Markova, S. Kuznetsova; Y. Sobolev, V. Dikan, A. Deyneka,
L. Pozdnyakov consider that it is "model of strategic management";
A.Striklend, A.Thompson - "five problems of strategic
management"; O.Vikhansky –
"structure of strategic management"; I.Gurkov – "algorithm of
development of strategy"; V. Goremykin, O.Bogomolov – "strategy
elements as process". Thus each of researchers calls various quantity of
stages (from 4 to 8) in the course of strategic management though the general
scheme doesn't change, and in our opinion in a generalized view strategic
management represents dynamic set of the interconnected administrative
processes: the analysis of the environment of functioning – definition of
mission and the purposes – a strategy choice – strategy realization –
monitoring of realization of strategy. These processes logically follow (or
follow) one of another. However there is a steady feedback and respectively the
return influence of each process on the others and on all their set.
In modern conditions the phrase "strategic management" is very
popular among representatives of domestic business. However domestic practice
shows that in enterprise structures the formalized approach to strategic
management prevails, and it make the following points: strategic management is
limited only to company top management; strategic management quite often represents
planning of the budget of the organization for the forthcoming periods; formal
representation of values and ideas of the company which aren't supported it by
employees.
Though strategic management mentions a wide range of the problems
focused on the future, connected with the general purposes of the organization
and being under the influence of uncontrollable external factors. Subject of
strategic planning and management are [1]:
1. The problems which have been directly connected with the general purposes
of the organization which are focused in the future and are, as a rule,
directed on increase of efficiency of activity of the organization by ensuring
interrelation of the purposes, resources and results. Therefore decisions on
creation new or eliminations of old productions, about development of new
production, technology or the new markets have strategic character. The
decisions relating to economy of material, power or manpower, have private
character and don't treat the strategic.
2. Problems and the decisions connected with any element of the
organization if this element is necessary for achievement of the objectives,
but at the moment is absent or is available in insufficient volume. In practice
of strategic management the decision belongs to strategic problems if
development and release of new production, acquisition of processing equipment
new to the organization, the invitation of the new personnel (new experts),
etc. are planned.
3. The problems connected with uncontrollable external factors, most
often result from influence of numerous external factors. Therefore not to make
the wrong choice of strategy and the development direction, it is important to
define, what economic, political, scientific and technical, social and other
factors have impact on the organization in future. The organization of
continuous monitoring of environment - an important condition of efficiency and
competitiveness of the organization.
In our opinion, also special attention in the course of strategic
management should be paid to a stage which consists in carrying out
transformations according to organization strategy. In particular for
successful realization of strategy it is necessary to create such conditions
under which held events will correspond fully to points of the strategic plan
in the company. For this purpose the special attention should be paid to
features and opportunities of organizational culture of the organization and
competent human resource management of the enterprise.
References:
1 Strategic and innovative management in questions and answers /G A.
Boloshin, etc.; under a general edition of T.Yu. Anopchenko, M. A. Chernyshev.
– Rostov-on -Don: Phoenix, 2010. – 350 pages.