Ruffa Mae T.

Magbanua BSBA III

STRATEGIC MANAGEMENT

1.11 Questions and Exercises

1. Discuss the various elements of strategic management.

Strategic Analysis is the first step in the process of strategic management. The

scenario analysis gives the data needed to create a company purpose

statement. The organizational context, the external environment, and the

organizational environment are all examined and evaluated as part of the

scenario analysis process.

Strategic options include designing and developing corporate

strategies. Knowing a company's strengths helps in strategy design. These

three organizational levels—operational, competitive, and corporate—are

where strategy is frequently established. The multiple operational divisions of

the business, such as human resources, finance, marketing, and production, are

the focus of operational strategy

A strategy must be put into practice in order to be implemented. It is

necessary to design actions, strategies, and procedures in order to carry out the

plan. Another component of it is picking the first set of strategies.

The implementation and outcomes of a strategy are taken into account

during analysis. This requires assessing whether deadlines have been fulfilled,

whether the procedures and stages of implementation are operating well, and

whether the desired outcomes have been obtained.

2. Examine the significance of strategic management.

 Strategic management has been shown to have both financial and non-

financial advantages. A board of directors' key responsibility is strategic

management, which aids in the future planning of a business and its

leadership. The direction of the company and its personnel are determined by

strategic management.

3. “Strategic management process is the way in which strategies determine objectives

and strategic decisions”. Discuss.

To accomplish both the task of creating goals and the activity of

pursuing them, strategists use strategic management. Making and enforcing

decisions regarding the future course of an organization are involved. It can be

used to determine the course of an organization.

4. Bring out the distinguishing features of strategic management.

The company's senior management is in charge of setting the

organization's policies, rules, and strategic goals as well as offering leadership

and guidance for quality control. It should also name the decision-makers and

hold them responsible for a variety of management system functions.

There is a significant amount of resource need. The organization must

make a commitment to launching long-term projects as part of strategic

management. They need a lot of resources, such as physical assets and labor,

as a result.

L;ong-term success of the organization. If a company chooses to

continue with a strategy, that course of action becomes crucial to the

company's identity, competitive edge, and long-term success.

 Future-oriented. Forecasts are a component of strategic management

since they capture the expectations of the managers. Making such decisions

should be done with the intention of creating predictions that will aid the

company in determining which strategic options are most feasible.

Effects in a variety of utilitarian or commercial areas. The bulk of the

company's divisions are impacted in a large and complex way by strategic

management. There are several significant business units that are impacted,

particularly those that deal with customer mix, competitive focus,

organizational structure, etc. All of these areas will be impacted by any new or

modified assignments of duties and resources as a result of these decisions.

Non-self-generated decisions. Even if strategic management only

sometimes calls for judgment calls, the organization must be able to make

judgments at any time. As a result, Ansoff refers to them as "non-self-

generative judgments".

5. Can the process of strategic management really be depicted in a given

model or it is a prompt and dynamic process? Give reasons.

If the main goal of management is to solve problems as they occur,

strategic management cannot be successful. the decision-making process

involved in choosing, organizing, and implementing large-scale projects.

Instead of being reactive, it is proactive. Pop-up problems should be fixed

while keeping the overall business plan in mind.

6. Depict the model of strategic management an explain its components.

SWOT, which stands for Strengths, Weaknesses, Opportunities, and

Threats, is a fundamental concept of strategic management. This method is

essential for choosing growth-oriented strategies. Organizations can capitalize

on strengths and avoid dangers by assessing opportunities and resolving

weaknesses.

7.Suppose you are the Managing Director of an organization. Your

organization is running into losses due to poor management and decision

making. How will you analyze the situation and move your organization out of

the situation?

As the managing director of the company, it is my duty to make more

rational and right decisions in order for my organization to grow and get out of

the situation.

8. Have you ever challenged, shaken old work methods? What problems did

you encounter? Did you overcome them? How? If no, what were the reasons

for them being insurmountable?

9. With reference to a day’s work, what steps do you take to organize and

prioritize your tasks?

Plan ahead during a period of relaxation and clear thought. Divide

more complicated tasks and projects into simpler ones while keeping a goal in

mind. You should set out undisturbed time in your calendar to work on the

task or project. Distractions ought to be minimized. Evaluate and make any

necessary alterations to your preferred tracking method.

10. Describe a specific instance, in a group situation, where you made your

views known about an issue important to yourself. What was the issue and

why was it crucial?

11. Outline in every broad terms how would you create a strategy for say, a

public interest campaign.

To develop a plan for a public interest campaign, do the following:

• setting long-term, short-term, and intermediate-term objectives;

• conducting a SWOT evaluation

• making up and performing scenarios,

• seeing adversaries

• selecting the primary and secondary targets;

• finding allies;

• being aware of beneficial networks,

• figuring out the necessary resources (salaries, expenses, other),

• preparing a strategy of action;

• establishing a plan of action.

Ryan L. Fuentes BSBA III

STRATEGIC MANAGEMENT

1.11 Questions and Exercises

1. Discuss the various elements of strategic management.

The first phase in the process of strategic management is strategic analysis.

The scenario analysis provides the information required to draft a statement of the

company's purpose. As part of the scenario analysis process, the organizational

context, the external environment, and the organizational environment are all looked

at and assessed.

Corporate strategy development and design are examples of strategic

possibilities. Understanding a company's strengths aids in developing a plan. Strategy

is usually developed at these three organizational levels: operational, competitive, and

corporate. Operational strategy is focused on the numerous operational divisions of

the company, including human resources, finance, marketing, and production.

A strategy cannot simply be executed; it must be put into action. To

implement the plan, activities, strategies, and procedures must be created. Choosing

the first set of strategies is another aspect of it.

During analysis, a strategy's implementation and results are taken into

consideration. This necessitates evaluating if deadlines have been met, whether the

steps of implementation are going well, and whether the expected results have been

realized.

2. Examine the significance of strategic management.

 It has been established that strategic management offers both financial and

non-financial benefits. Strategic management, which supports a company's leadership

and future planning, is a board of directors' primary duty. Strategic management

determines the company's direction and the direction of its employees.

3. “Strategic management process is the way in which strategies determine objectives

and strategic decisions”. Discuss.

Strategists employ strategic management to carry out both the activity of

setting goals and the work of pursuing them. Decisions about the future direction of

an organization must be made and implemented. It can be applied to choose an

organization's direction.

4. Bring out the distinguishing features of strategic management.

The senior management of the corporation is responsible for establishing the

organization's policies, regulations, and strategic objectives as well as providing

leadership and direction for quality control. Also, it ought to identify the decision-

makers and make them answerable for a number of management system operations.

The demand for resources is very great. As part of strategic management, the

business must commit to starting long-term projects. As a result, they require a lot of

resources, including labor and material possessions.

Long-term achievement of the company. If a business decides to stick with a

strategy, that move becomes essential to the organization's identity, competitive

advantage, and long-term success.

 Future-oriented. Since they reflect the managers' expectations, forecasts are a

part of strategic management. These choices should be made with the goal of making

predictions that will help the business choose the most practical course of action.

Effects across a range of functional or commercial fields. The majority of the

company's divisions are affected by strategic management in a significant and

intricate way. In particular, those that deal with customer mix, competitive focus,

organizational structure, etc. are among the major business units that are affected.

Any new or altered assignments of responsibilities and resources as a result of these

choices will have an effect on all of these areas.

Non-personally generated choices. Even if strategic management only

occasionally necessitates making judgment calls, the organization must be capable of

doing so. These are therefore referred to as "non-self-generative judgments" by

Ansoff.

5. Can the process of strategic management really be depicted in a given model or it is

a prompt and dynamic process? Give reasons.

Strategic management cannot be successful if the primary objective of

management is to address issues as they arise. large-scale project selection, planning,

and implementation decision-making processes. It is proactive rather than reactive.

Pop-up issues should be resolved while keeping the big picture in mind.

6. Depict the model of strategic management an explain its components.

Strengths, Weaknesses, Opportunities, and Threats, or SWOT, is a central idea

in strategic management. The selection of growth-oriented initiatives must follow this

methodology. By evaluating opportunities and addressing weaknesses, organizations

can strengthen their positions and stay out of harm's way.

7. Suppose you are the Managing Director of an organization. Your organization is

running into losses due to poor management and decision making. How will you

analyze the situation and move your organization out of the situation?

It is my responsibility as the company's managing director to make more wise

choices in order to help my organization develop and get out of the issue.

8. Have you ever challenged, shaken old work methods? What problems did you

encounter? Did you overcome them? How? If no, what were the reasons for them

being insurmountable?

9. With reference to a day’s work, what steps do you take to organize and prioritize

your tasks?

When you have time to think clearly and are relaxed, make your plans. While

keeping a goal in mind, divide more challenging activities and projects into easier

ones. In your calendar, block off uninterrupted time to work on the activity or project.

Less distractions are required. Assess your desired tracking method and make any

required adjustments.

10. Describe a specific instance, in a group situation, where you made your views

known about an issue important to yourself. What was the issue and why was it

crucial?

11. Outline in every broad terms how would you create a strategy for say, a public

interest campaign.

Create a public interest campaign plan by doing the following:

• establishing medium-term, long-term, and short-term goals;

• performing a SWOT analysis.

• creating and acting out scenarios,

• recognizing opponents

• deciding on the main and auxiliary targets;

locating alliances;

• being aware of networks that can be useful,

• determining the required resources (salaries, expenses, other),

• developing a strategy of action;

• creating a strategy for action.