Economic sciences / 6. Marketing and management
Cand.Econ.Sci. Baranova N. A.
A. Baitursynov Kostanay state university, Republic of Kazakhstan
TO THE
QUESTION OF APPROACHES TO DEFINITION
OF STRATEGY
Currently,
there are many definitions of strategies, each of which either opens a new
vision of the essence of the concept, or complements the other. The concept of
"strategy" was among the management of the terms in the 50 years of
the twentieth century, when the problem of response to unexpected changes in the
external environment, assumed great importance. I. Ansoff [1] defined the
strategy as a set of rules for decision-making, which the organization is
guided in its activities.
Summarizing
the views of scientists who study the nature and process of the development of
strategies, we can distinguish the different approaches to the definition of
strategies. So, the strategy is seen as a model: pre-designed or arrayed on a
course of events or course of action demeanor, how to plan process: knowingly
and intentionally designed sequence of actions, how clever trick: the use of
various tricks and gimmicks to mislead competitors as position: position relative
to the external environment, as the prospect: entrenched way of perceiving the
world. Exploring these approaches, it is impossible to insist that one idea of the strategy is better than the
other, rather together they provide a more precise definition of it. However,
the separation of the concept of strategy as a plan with other concepts is
crucial. The strategy of the plan assumes that the leadership is free to choose
the direction of movement and the ways to achieve their goals. In practice,
many factors such as around and loosely controlled within the subject direction.
Moreover, in the course of performing even the most carefully thought-out plan
for unforeseen circumstances, or facilitate or hinder the achievement of the
goals. So almost always real strategy is not freely assumed, but a forced
sequence of actions.
At the same time it should be noted that many
researchers of problems of development of strategy, strategic management
consider strategy as a certain process, but, nevertheless, there is no
uniformity in their position. As showed the analysis of references, in a
general view process of development of strategy consists of a number of
consecutive stages. A number of authors identify development strategy (strategy
as process) with stages of strategic management. 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".
Develop a
strategy - a complex and multi-faceted, it can not be reduced to routine
patterns and algorithms. At the same time, there are certain fundamental rules
and generalized models of business strategy development. Rules and procedures of
development of strategy can be offered only in the form of recommendations as
each company in own way approaches to a choice of strategic alternatives. The operating
person at a formulation of strategy is guided not only by received, generated,
processed information, but also on the intuition and professionalism. As marks
out the O.
Vikhansky,
it is:
-
symbiosis of intuition and art of the top management to conduct the
organization to strategic objectives;
-
high professionalism and the creativity of employees providing
communication of the organization with environment, updating of the
organization and its production, and also implementation of current plans;
-
active inclusion of all workers in realization of tasks of the
organization, in search of the best ways of achievement is more whole than it.
Russian
researchers in the development of strategies [2, 3] point to the fact that in
speaking of the strategy must be borne in mind that, on the one hand, the
strategy is deterministic, is carefully planned and on the other hand - a
stochastic, is formed under the influence of random factors and the prevalence
of a particular component in the final of the strategy depends on the level of
instability operating environment of the subject. Thus, the strategy - a
combination of planned actions and quick decisions to adapt the company to the
new situation, new opportunities to gain competitive advantage and new threats
to the weakening of its competitive position. The strategy is a term used in
the business, is applicable to any business regardless of its size and economic
characteristics. Strategy - not just an idea of how to behave in relation to a
competitor or opponent, it affects the more fundamental aspects of the nature
of the organization as an instrument of collective perception and action. A
sound strategy allows the Commission to allocate limited resources of the
organization the most effective manner, taking into account changes in the
external and internal environment.
With the
increase in the degree of uncertainty of the environment defined strategy
becoming obsolete since its adoption and publication, so it is important that
the strategic adjustment of the course was of no random and systematic
character, thus avoiding excessive costs to improve the strategy. The ideal,
but unrealized strategy is worse than the average, but realized [2].
Uniform
strategy for all enterprises doesn't exist. Each enterprise even one branch is
unique therefore also definition of its strategy is also original as depends on
a position of the enterprises in the market, its potential, dynamics of
development, behavior of competitors, features of products or rendered
services, state of the economy, the social environment and many other factors.
The strategy
should provide sustainable economic growth and development of the company,
increasing the competitiveness of their products and services.
References:
1. Ansoff I. Strategic
Management: - Moscow:
Economics, 1989. - 519 p.
2. Zaitsev L.G., Sokolova M.I. Strategic Management: Textbook. -
Moscow: Ekonomist, 2004. - 416 p.
3. Vihansky O.S. Strategic Management: Textbook .
- 2nd ed., Rev. and add. - Moscow: Gardariki, 2002. - 296 p.