Conceptual Parallels Between Entities And Individuals

Long term decisions are very useful as they help the business to manage the money they possess efficiently and also give them a sense of direction and where they aspire to be in the long term which could be financially. Secondly when there are long term goals and targets set by the business the workers then have that sense of responsibility which is to produce the best possible work they could offer to achieve those long term goals and targets. If the business is doing well and exceeding their plans, then they could then set themselves new targets and long term goals. Strategic decisions are not only used by businesses to exceed goals

“Strategic analysis and choices involve understanding the underlying bases for future strategy at both the business unit and corporate levels and the options for developing strategy in terms of both the directions in which the strategy might move and the methods of development.” (Johnson, Scholes, & Whittington, 2006).

In the article Mintzberg (1984, pp. 66) argues that companies are incorrectly planning strategy through rationale control, the analysis of competitors and markets, and of companies strengths and weaknesses, and combining all of this information to create their “full-blown strategies”. Inkpen & Choudhury (1995) believed that organisations that relied on strict set routines and focused on consistency would then be unable to become innovative and be able to experiment.

Some of these, such as strategic opportunities, might associate with clearly delineated time parameters where time is of the essence. Moreover, these situations generally never announce themselves in the first place? For this reason a person’s cognizance becomes paramount or there exists little, perhaps nothing, to capitalize on accordingly. This is precisely what this writing entails and the reason for its undertaking. If it alters your thought process, leads to contemplating the future, or appreciably enhances self-awareness, you might discover that it constituted one of those strategic decisions or provided a springboard from which to formulate others. Conversely, minimizing these types of decisions will likely create negative or highly unproductive outcomes that you will henceforth live with. And, that could be for quite a long

First, the present uncertainty definition is a straight outcome of relative perception of meaning. Being a strategy in Organizational Communication outlook, ambiguity remains essential to some consistent observation. Perception, Language as well as knowledge are wholly symbiotic. The reality experience if it is due to language, perception, memory, or something else, is a product of skipping outside the provided information. Hence, Strategic ambiguity entails making a claim through language that eliminates specifics. It can also be referred to as intentionally being vague as a way of deriving individual or organizational advantage. Hence, Strategic

3. See ahead of today; identify and anticipate upcoming problems or opportunities. A majority of our time is sucked into immediate priorities and demands. Strategic people lift out of the weeds (even if it's every once in awhile) and peer into the future. They think about a) what's coming down the road, b) the issues and opportunities that aren't obvious now, but may pop up later and c) short-term and long-term consequences for taking one approach versus another.

The following is my example of the intellectual skill of Comprehension, which includes the combined skills of Translation, Interpretation, and Extrapolation. I have read the following communication on “How Are Decisions Actually Made in Organizations?” Now I shall use the skill of Comprehension to obtain the meaning of the case study titled “Split

It is about making strategic decisions that contribute to the achievement of an organization’s overall corporate objectives.

The various typologies associated with the strategic management model are being highlighted by Andrews et al (2009). One of which is the Miles and Snow's Typology. Developed from the studies of business strategies by Raymond Miles and Charles Snow, this typology posits that managers attempts at business strategy is aligning that strategy to the prevailing conditions of the external environment. Another premise of this typology is surrounding the four basic types of classification - defenders, prospector, analyzers and reactors.

Strategic ambiguity is used by people, normally in a business setting, to communicate a message to others in a way that is either unclear or intellectual. It does not matter in depth how the message is delivered because the desired goal is accomplished either way. I think strategic ambiguity is more than just sugarcoating or being brutally honest, it’s choosing your words carefully in order to keep harmony among employees in the workplace. One way strategic ambiguity could be beneficial in a business setting if an employee pitches a concept, project idea, or a proposal to a manager. Although the manager might not necessarily approve or even feel like the idea this is where strategic ambiguity comes into play. The manager can say things among the lines of “This is a great idea, I think if you change just a few times it would work really well” or “I can see your vision, go back to the drawing board and work out a few kinks then it’ll be perfect”. Strategic ambiguity purpose is to help avoid using words like “sucks”, “disappointing” or “stupid”.

Strategic planning involves making decisions about the organization’s long-term goals and strategies and how the organization decides to implement their goals (Bateman, Snell, Konopaske, pg. 113). Strategies help organizations to have a clear perspective on how to go about accomplishing the goals they have in place. All organizations have a clear vision of what their mission and purpose as a company is, they know how to fulfill the mission, vision, and purpose and they know how to ensure that they accomplish all their goals. However, the route the organization takes to define these things determines how effective they will be.

Think of a strategic decision resembling an iceberg. Icebergs reveal only ten percent of their total mass while leaving ninety percent concealed below the water’s surface. And that which remains unseen contributes significantly to their treachery. In a long-term decision, one must project, simulate or otherwise estimate future events yet to have occurred utilizing information from the present. The challenge for every planner encompasses building a decision edifice to successfully launch, navigate metaphorically treacherous waters, and avoid the icebergs to reach one’s ultimate destination without incident.

As a result, decision triggers ought to warrant extraordinary care and accompany thorough investigation of potential outcome scenarios, the least of which might take into account possible exit strategies. However, time and again, the human equation proves otherwise and omits that which seems so indispensable in the inexorable drive for an expeditious remedy. Although strategic decisions commonly associate with organizational entities such as the Department of Defense, the Fortune 500 and major research institutions, it would be erroneous to believe in the existence of some mutual exclusivity. In the chapters that follow, the writer presents a review of strategic processes promoting applicability to individuals while focusing on those rarefied decisions with illustrative examples demonstrating conceptual parallels with complex organizations they frequently tend to associate.

Moreover, strategic planning is long term planning, usually for the next three to five years at the minimum. Therefore it is a continuous process of making present tactical decisions systematically and with the greatest knowledge of their futurity, at the same time organising the efforts needed to carry out these decisions against the expectations through organised systematic feedback (Bryson, 2004). Strategic management must rely on long run forecasts and predications, thus a sizeable amount of uncertainty is always present. For this reason, it is a critical task for planners to recognize and address uncertainties, and to tailor the planning processes to meet particular problem conditions (Halla, 2002). Strategic activities will support government administration in dealing with their political and operational environments by helping them focus on specific goals and objectives that stem from both political mandates as well as operational management geared towards efficiency and effectiveness (Moore 1995). In other words by conducting strategic planning it will help city officials to mitigate the

Traditionally, strategic decisions were thought of as "big decisions" made by general managers. However, big strategic decisions may not be the only source of competitive