The strategic management of an organization

Strategic Management and Planning

Strategic management is essential for determining an organization’s present and future course, and Barksdale (2006) emphasizes that strategic planning is a key component of that process. Springfield (2017) explains that it entails deciding the firm’s course by allocating resources to carry out particular tasks that will achieve the predetermined goals and objectives.

Utilization of Resources

The most crucial aspect of strategic planning is making the best use of the company’s resources, such as its human resources, to achieve the goals and objectives outlined at the start of the plan development (Aileron Corporation, 2011). An organization has resources at its disposal that it can use to carry out the myriad tasks required to further its goals and fulfill its mission (Analoui, Cusworth, & Karami, 2007).

Resources can be internal or external and proper planning is required to carry out the daily activities of any organization adequately. The outcomes of a plan depend on the actions that were committed to meet the objectives. For instance, in the service industry, human resources are at the centre of the strategic planning process, and a proper plan will enable the organization to produce sustainable outcomes that will have a long-lasting effect on the continued prosperity of the society. The infrastructure of an organization such as the transport, communication, and human resources are the building blocks of an organization’s future, and a proper strategy will ensure that these resources are well planned for since they will determine the direction of the enterprise or organization. The stakeholders can aid in determining how the resources will be utilized to achieve the desired outcomes. Therefore, it is evident that a well-formulated strategic plan highly depends on the allocation of the land, labor, and capital to perform actions that will result in sustainable outcomes that will help in propelling the organization to the future (Mustafa Manauwar, Ramli, Sosiawani, & Yusoff, 2015).

Nonprofit Organizations

Nonprofit organizations have resources that consist of donated infrastructure and individuals who volunteer in charity work, and at times they are not paid, or the salary is small. Although there can be many donors or people who would like to volunteer in a non-profit making organization, sometimes these resources may be insufficient to accomplish the set goal. Therefore, more emphasis should be given when making a strategic decision on the available resources (Debarliev & Suklev , 2012).

Public Organizations

Public organizations comprise all the publicly funded or controlled organizations and government institutions that provide services and goods to the public. Public agencies are allocated funds according to the budget of a particular year, and these funds can increase or decrease compared to the previous year. Therefore, the long-term objectives and goals can be achieved despite the shifts of the available resources if a well-designed strategy is developed to utilize the available government employees and allocated budget (Elbanna, 2010). The success of an institution is the physical representation of a well-formulated plan for resource allocation in various departments of the organization (Falshaw, Glaister, & Tatoglu, 2006).

Personal Experience

Personally, I have experienced a lot of benefits as a human resource manager in the distribution of minimal personnel to achieve the organization’s goals and objectives. In my current capacity as the HR director, I have dealt with instances where the available workers were not enough to carry out the organization’s numerous activities, and I developed a strategy where all the available workload was distributed to employees who volunteered to work on an overtime basis. In the end, I managed to meet the short-term goals of the organization.

References

Aileron Corporation. (2011, October 25). Five Steps to a Strategic Plan. Retrieved from Forbes: http://www.forbes.com

Analoui, F., Cusworth, J., & Karami, A. (2007). Strategic Human Resource Management and Resource-Based Approach. Mnagement Research News, 27(6), 50-68.

Barksdale, S. (2006). 10 Steps to Successful Strategic Planning Planning. ASTD Press.

Debarliev, S., & Suklev , B. (2012). Strategic planning effectiveness comparative analysis of the Macedonian context. Economic and Business Review, 14(1), 63-93.

Elbanna, S. (2010). Strategic planning in the United Arab Emirates. International Jornal of Commerce and Management, 20(1), 26-40.

Falshaw, J. R., Glaister, K. W., & Tatoglu, E. (2006). Evidence on formal strategic planning company perfomance. Management Decison, 44(1), 9-30.

Mustafa Manauwar, Ramli, A., Sosiawani, I., & Yusoff, R. (2015). Strategic Planning ad Frim Performance: A Proposed Framework. International Academic Research Journal of Business and Technology, 201-207.

Springfield, R. (2017, March 25). Strategic Planning process: Importance and Implications. Retrieved from Panmore.