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BSTR301
AU
Kent Institute Australia
In this article Murray mainly focus on the application of contingency approach to the generic strategies of Porter, and this article defines the importance of the generic strategies in context of researchers of business policy as it separates the strategic implementation of the companies which perform well from the companies operated at small level in the same industry. According to this article, different generic strategies are defined by the porter in context of those companies which perform well in their industry, and these strategies includes the cost leadership, production differentiation, etc,.
In this paper, Murray addresses the question whether it was possible to implement these strategies in concurrent manner on all the companies. Murray states the facts through which generic strategies of Porter were related with the external requirements. As stated by porter, both the strategies that were product differentiation and cost leadership can be implemented concurrently only under the situations which were exceptional in nature. However, article does not state any way through which these strategies were implemented by the organization. After analyzing the various strategies of porter, Murray stated that strategies stated by porter were not exclusive in nature, and each and every strategy can be connected with the diversified strategic means. Organization can use these strategies for the purpose of attaining the product differentiation.
By analyzing this article critically, it can be said that concept of generic strategies were unsatisfactory and confusing, because it fails in defining the process through which these strategies can be implemented by the organization. In this article, Murray made suggestions that organization can use the contingency approach for the purpose of removing the weakness and solving the issues in context of generic concept implementation. Approach used by Murray in this article states that there was no particular reason because of which organization restrict themselves to the generic strategies only. Number of studies were developed which describe the different aspects of the generic strategies and conclusion of one study was completely different from another study because different approaches were used by these studies for implementing the strategies.
Study directed by Christensen in 1997 named as “'Making Strategy: Learning by Doing” states that number of reasons were present because of which organizations face difficulties while altering their strategies. The biggest reason behind this issue was, there were number of organizations in which manager does not possess the competence of strategic thinking. Organization hire outsiders for framing the effective strategy for the organization and managers only have option to implement those strategies and not alter it. In many organizations, management level does not possess the competence to frame strategies for their organization. Even, management was not enough competent to make necessary alterations in the strategies of the organization. In this article Christensen stated that there were number of organizations that opted for outsourcing in context of strategic planning because they want to increase the productivity in the organization and decrease the higher cost of the productivity (Christensen, 1997). For this purpose, organization clearly depends on the consultancy agencies which expertise in the strategic planning and had potential to advice the company related to strategic planning.
Additionally, this article stated that organizations can employ human resources who possessed competency in strategic planning so that they can frame and implement rational and innovative strategies in the organization. Generally, these executives evaluate the strategic position of the company and make necessary changes in the current strategy of the company by connected their decisions in strategic planning with the trends of the market and other external and internal conditions. Further, this article states the challenges faced by the organization while implementing the process of strategy planning and also provide guidance to the readers of the article by evaluate the case of manufacturing firm named as Butterfield Fabrics.
As stated by Mulgan “Learning by making and doing; the virtue of combining very old and very new ideas". Line stated by Mulgan means that it was necessary for managers in an organization to learn about the making and implementation of strategy by combining both new and old techniques and ideas of the organization (Pretorius & Maritz, 2011). After considering the facts of the article directed by Pretorius and Maritz, it can be said that company must use the approaches which were effective in nature for the purpose of strategic planning and changing. Managers must adopt approach of appropriate and best strategy making and also ensure flexibility of executives in the organization.
Mehndi, Raza and Usman direct the article in 2017 and this article named as 'It's What's Inside: Impact Of Culture On Strategy Making'. This article mainly describes the impact of culture adopted in the organization on the success, growth, and performance of the organization. This paper mainly defines the implementation of cultural factors for the purpose of designing the strategies and techniques of the organization. It also states the huge impact of the culture of the organization on the strategy making and planning. The main aim of this paper was to define the cultural framework related to the organization for the purpose of analyzing the data of the given topic by using the research conducted by various authors on strategy and culture and also for evaluating the deficiencies related to the chosen topic. However, this paper also states the example for future researchers (Mehdi, Raza & Usman, 2017).
One more author was there who stated that strategic management and planning must ensure the innovation related to its competitors, and this innovation was only possible when management link the culture of the organization with the strategies framed by the organization. This article states the impact of the corporate culture on the making and implementation of the strategy. Additionally, author defines that culture of the organization affects the process of the strategic planning by changing the informative meanings and schemes assigned by strategists to the external and internal circumstances of the organization. Therefore, it can be said that this process is very important for the company’s growth and success. As stated by one author, there are number of companies which fail because of the ineffective implementation of the strategy instead of the ineffective formulation of the strategy. After considering the facts stated by this author, it can be said that implementation of strategy is equal important process as their formulation (Ahmedi, Salamzadeh, Daraei, & Akbari, 2012).
In this article, very clear provisions and facts were stated by the author for the purpose of defining the concept, and for increasing the accuracy of the article author use the diagrams and literature review. This article can be used by future authors for conduct their study. Lastly, it can be said that culture of the organization play very important role in the strategic planning of the organization.
In 1983, this article was written by the Reichel, and the main aim of this article was to evaluate the importance and contribution of the strategic management in the organizations operated their functions in the hotel and hospitality industry. Hotel and hospitality industry also face high level competitive aspects like any other industry. Number of aspects was there which required continuous process which was result oriented in nature not only for the purpose of managing the organization but also for managing the internal and external environment of the organization by using the factors such as experience and knowledge which mainly ensure growth, success, and profitability of the organization.
Strategies used by hospitality sector clearly shows that this industry reaches its maturity stage, and now it goes towards the trends such as increasing competition, competition in lieu of price and quality, and share hold by organization in the market. For the purpose of dealing with the above stated issues, various alternative strategies were adopted by the organization such as merger and acquisition. This article defines its approach by using the examples of different hotels which effectively implement the approach of strategic management in their organization and achieve success and growth. This can be understood with the help of the example, Dunfey management approach was implemented by the Dunfey Hotel Corporation, and this approach of the organization includes the every single executive of the organization. Author also defines the process for the effective strategic management and effective implementation of the strategies in the hotel and hospitality sector.
This article further stated those organizations which conducted their operations in hotel and hospitality sector must evaluate their internal and external factors on the continuous basis because it directly or indirectly affects the growth and survival of the company. The biggest issue related to this article was that it creates the confusion because this article fails in explaining the things and other aspects related to this topic clearly. Contents of this article were accurate and still operative in the present environment of the business and help the organization in dealing with the external environmental factors of the market. After considering the facts of this article, it can be said that this industry requires the systematic approach as it helps the organization in managing their operations in effective manner in this competitive environment of business.
Author of this article mainly focus on the organizations operated in Australia, and in this article author evaluate the planning and organizational aspects of 48 organizations. In other words, almost 48 organizations were scanned by the researcher, and this research stated that number of organizations among these 48 organizations adopted the concept of strategic management which was well managed and advanced in nature. After analyzing the organization, author stated that companies must focus on the future development of the company instead of focusing on the changes occurred in trends. After considering the facts of this article, it can be said that organizations operated in Australia effectively implement the process of strategic management in their culture. Various steps were described by the authors in this article and these steps include formulation, implementation, monitoring and control of the strategy (Ali, & Shaw, 1988).
Some other authors were also present who explain their concept of strategic management, and for this purpose they identify different procedures by focusing on the stage of pre-planning. This can be understood through example, one of the authors stated that organizations operated in Australia implement the strategies related to human resource management in such manner as it made the connection between the human resources management to the cultural change and strategic planning of the organization. This article concluded that pressure related to competitors were increasing for the purpose of executing the global management system which also includes the Asia Pacific area because of the increasing exposure at global level and increasing environmental unpredictability in organizations of Australia strategic planning and management.
This article is considered as suitable example for those individuals who want to conduct further research on this topic, and also provide usable and effective material to the readers. This article also has some limitations such as it only focus on the organizations operated in Australia and scan very limited industries. This article is relevant in nature and reliable for the purpose of implementing the strategic management in the organizations operated in real world.
Ali, M, & Shaw, R 1988, 'Strategic Planning and Strategic Management in Australian Organisations', Asia Pacific Journal of Management, 6, 1, pp. 105-127.
Christensen, Cm 1997, 'Making Strategy: Learning By Doing', Harvard Business Review, vol. 75, no. 6, pp. 141-156.
Mehdi, M, Raza, A, Raza, SH, & Usman, B 2017, 'It's What's Inside: Impact Of Culture On Strategy Making', Annual International Conference on Business Strategy & Organizational Behaviour (BizStrategy), pp. 40-44. Available from: 10.5176/2251-1970_BizStrategy17.13.
Mulgan, G. 2017, Learning by making and doing; the virtue of combining very old and very new ideas. Retrieved from http://www.wise-qatar.org/learning-doing-uk-geoff-mulgan.
Murray, AI 1988, 'A Contingency View of Porter's "Generic Strategies"', Academy of Management Review, vol. 13, no. 3, pp. 390-400. Available from: 10.5465/AMR.1988.4306951.
Pretorius, M. & Maritz, R., 2011, Strategy making: the approach matters", Journal of Business Strategy, Vol. 32 Issue: 4, pp.25-31
Reichel, A 1983, 'Strategic Management: How to Apply it to Firms in the Hospitality Industry', Service Industries Journal, vol. 3, no. 3, pp. 329-343.
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