Strategic+Management

The Strategic Management That makes an organization take the initiative and the first-rather than just in a state of reaction in the formation of its future. In this chapter we will try, God willing, to learn about together on the model of strategic management and how it can be applied in different types of organizations, the most important terms and definitions that are relevant to the study and application of the strategy. 1 / 2 What is strategic management? There is no doubt that access to a single definition and agreed to the meaning of strategy is elusive as is the case in almost all other social sciences in general and administrative, in particular, so we all tried to write in this area is its concept and definition of its own there are those who are viewed as: "Set of behaviors and decisions that create effective strategies to achieve the objectives of the organization " Although this definition tends to be more public and characterization of the nature of strategic management, there are those who know the management Aliastratejip in terms of roles and the stages necessary to complete these, (Fred R. David) Fred Daoud, who knew: "The formulation, implementation, and evaluation of behavior and actions that would enable the Organization to set their place" It is thus clear that there are three basic stages to complete the process of strategic management, namely: A - Strategy formulation: (Strategy Formulation) These include Stage: 1 - Analysis of the potential of the Organization of the Interior and to find out what their strengths and weaknesses. 2 - Analysis of the circumstances surrounding what they opportunities or threats 3 - Develop the organization's mission "MISSION" 4 - Develop the main objectives "OBJECTIVES" 5 - Determination of alternative strategies to achieve these goals. 6 - Analysis and evaluation of these alternatives and trade-offs between them. 7 - Decision preferable alternative, which can be implemented.

B - the application of the strategy: S. Implementation Having chosen the best strategic alternative, as shown as the recent work in the previous stage (stage of formulating the strategy), it does not have any value unless they improved management and put into implementation phase and this requires: 1 - The Organization shall determine the detailed objectives (Goals). 2 - Develop a policy. 3 - Payment of employees and motivate them to perform. 4 - Allocation of resources to ensure the implementation of the strategies which have been formulated successfully. C - Evaluating the Strategy: S. Evaluation There is no administrative work is complete without be evaluated after its implementation, in order to determine the results of the two previous phases, formulation, and implementation of strategy where you can stand on the aspects of the Quran or omissions in these stages through the evaluation process good and continuing what has been planned and implemented, which in turn provides a strategic management a continuing flow of data and factual information which represents a sizeable asset in building experience and learn how meters makes the process of planning and then implementation process more realistic and effective.

1 / 3 primary task of strategic management: Confirms Petrdrickr (Peter Drucker) that the main task of strategic management Are thinking in the organization's mission, where he says specifically: "What is our work? And what should it be?" This leads to the development goals and build strategies and plans, and making decisions today for results tomorrow. This can only be achieved through part of the management of the Organization and this is the administrative level, which can be seen to work a holistic view, it can make decisions affecting other businesses, so the administrative level, which can be harmonized between the objectives and needs of today and the needs of tomorrow, which can be allocated financial and human resources to achieve key results. " 1 / 4 - Is it Strategic Management Science or Art: Can look to the process of strategic management as "purposeful and systematic input to the decision-making in key organization" But can not be considered strategic management knowledge just in itself lead to strategies to achieve accurate and correct by following this approach ever three steps described above. But it is - in fact - an attempt to organize a series of qualitative and quantitative information in a manner that will allow decisions to reach an effective strategy under conditions of uncertainty, often facing any organization. Hence, strategic decisions Balaqrart compared to non-strategic, which relies entirely on intuition and guesswork based primarily on objective criteria and scientific analysis, not just on the past experience of the person, and wisdom, and his feelings and emotions. However, we will find that there are some managers and business owners who have extraordinary talent in building and implementing unique strategies based on intuition and inspiration. Examples of these in modern times, Will Durant (Will Durant) who has set up systems of General Motors Corp., and Mr. "Kotosoky Matsu Chita" who founded the company, "Matsushita" that produces the brand name world-famous in the field of electrical devices, "National, Panasonic and Technics. In the past Khalid Ibn al-Walid, Amr bin Aas and others. In the words of Alfred Sloan (A. sloan), one of them if I asked him will respond to you, saying: "I many times I feel I'm right, but I may not know why I can not give a rational justifications for it. Valilham more important than knowledge, knowledge is limited while the inspiration, imagination has no boundaries, it can have the whole world and contained." So we may see some of the organizations around us survive and prosper because they have managers with intuition and inspiration is a genius. But not all organizations of this kind. So the vast majority of organizations can benefit from the entrance to strategic management in decision-making. It is more difficult to complete reliance on intuition and guessing that the rapid rate of change in the world of Limoges variables big and successive, and if the entrance to the experience and intuition fit in small enterprises, it is not appropriate for strategic decision making in businesses large, which has become marked by today's business world. But does that mean that we put the entrance in the face of intuition in making strategic decisions? Thinking this way is in fact wrong. Managers at all levels should draw inspiration inspiration and Maldihm of intuition and feeling along with the practice of strategic management. Strategic thinking and inspiring Intuitive thinking can and must complement each other. Fmdechl management strategy allows the manager more time to think about creative inspiration, as well as the thinking Alilhamy reveals in many cases, important personal factors must be taken into account, although it may be difficult to count or expressed in figures and words. The essence of the process of strategic management - then - is it an attempt to increase and deepen the benefit what is happening in the mind of the Strategic Plan inspiring experience and expertise, insight and inspiration, and science and principles and norms of methodology and the fact that one has to become more faith - by what we see in reality - the importance of talent and leadership inspired that characterize successful management, the Admt these things can not be offset by all the earth sciences. Too often we find managers in various locations studied management science, origins, and perhaps they were based on the teaching of others, but they have become the worst people to whom he has the task of managing the sites, so I can almost say that the overall management and strategic management in particular, art, talent and insight by just be aware of the principles and rules, though this does not deny the science of the importance and necessity, but which have greater access to science is the most talented and in preparation, people such as land does not benefit equally from the rain, and can only be to benefit each of them as soil quality and the degree of fertility. Perhaps that is clear to us if we see this talk to the Messenger of Allah peace be upon him, from Abu Musa that the Prophet peace be upon him, said: "It is like sent me by God for the guidance and knowledge, like the rain a lot, hit the ground, was of pure accepted water brings forth herbage and grass a lot. It was such Ojadb retains the water will benefit from God by the people Fsharbwa irrigated and planted and wounded, including a range of other but bottoms are not hold water, and grazing, it is like from the jurisprudence of the religion of God and utility sent me by God, he knew science and examples of did not raise its head and did not accept the guidance of God, who sent him " In the novel: "The accepted range of water" This is the final say on this thorny issue, which does not end when talk, science is necessary but needs to be provided for the use by a shop the other hand, or common sense, talent and insight, and as the availability of those conditions would be utilization of science and especially that we are dealing with is the management of strategic planning - greatly from The relationship between the police if the relationship is not good in science unless it encounters a fertile ground, or talent and good sense. It is worth mentioning that this is the direction in which the call is now senior scientists in their writings of modern management, where he says some of them: "We also emphasize the idea of art in both management and leadership, Valigrac in logic and the technical side of organizations have contributed a lot to the eclipse and failures, and artist inspired by his experience and expressed in the form of fiction, my state of mind patients. Art is allowing emotion, mystery and skill. Artist to reshape the world to give us an understanding deeper it, and what should be, "Perhaps this trend is clear in the address of the author himself."

1 / 5 - key terms in strategic management: Before we get into the details of strategic management would like to refer briefly to the meaning of key terms that will often reluctant in this author and most important: 1/5/1 - Message Mission Statements It is: Sentence or several sentences explain the purpose of an enterprise, which distinguishes it from other similar facility. It defines the area of business operations in light of the conditions of the product and the market. It also includes a philosophy of strategic management of the facility. They illustrate the concept of the Organization itself, and product or service key, and the basic needs of the client is trying to satisfy established. In short, the message is clear and informative describe the values and priorities of the Organization. 1/5/2 - Internal Strengths Internal Strenghts This is also of key terms in strategic management, which will be much cited in this author. And refers to those activities that are managed within a well organized fashion, such as: Management, marketing, finance, production, research and development, Posts which must be reviewed periodically and examined to identify the key internal strengths. The successful organizations are choosing strategies that benefit from the strengths of the Interior, which are characterized by. This concern for all types of organizations whether large or small, for-profit first-for-profit. 1/5/3 - internal weaknesses Internal Weaknesses It is the other side to analyze the internal environment of any organization either be points of strength or weaknesses, which refer to the same elements of the former; Management, marketing, finance, production, research and development, Which limits the overall success of the organization. And the strategic management of the company to accurately and objectively identify their weak points and strive hard to develop appropriate strategies to address them. 1/5/4 - external opportunities External Opportunities This is another important aspect for any strategic analyst and the analysis of the external environment surrounding, which results in, find out what the opportunities or threats. In terms of Aspects of economic, political or cultural, social, technological and other, which could benefit the organization in the future. In fact, we have the strategy-makers to direct their strategy to take advantage of the opportunities and exploit the expected good. This requires a good sign and a valid opinion and insight and a strong will to identify opportunities before they come and be prepared for and seize as soon as they arise and will be lost. As the poet says: "The opinion is unable to Mziaa chance if his death was admonished Akaddra" And frequency in such matters of the greatest evils So "If you saw a u a determination of the opinion that corruption Ttrdedda"

1/5/5 external threats External Threats These threats may be in the Aspects of economic, political or legal, legislative, technological or social Which are expected to be detrimental to the competitive status of the facility at present or in the future. It is important in this regard, always remember that anymore, the chance of a precedent that could turn out to be a threat at the moment, and the strategic management informed and visionary leadership can turn the threat into an opportunity and work to invest, "an example of exactly what happened in the Gulf War by America "and organizations are the ones that formulate successful strategies to avoid the impact of external threats. Hence the successful management that are constantly trying to identify the strengths of its weaknesses and work on deepening the power and the face of weakness, so as to be able to analyze and know the opportunities and threats surrounding exploited or avoided, and this will be dealt with in detail in the later part of this work. 1/5/6 - long-term goals Objectives A long-term consequences, which body is trying to accomplish in the framework of its basic mission. And duration of more than year. The goals are crucial to the success of the organization because it sets her: Direction, and the basis of the calendar, and priorities, and allow coordination, and is essential for effective planning, organization, pay and motivation, and oversight activities. <span style="color: #800000; display: block; font-family: 'Comic Sans MS',cursive; font-size: 120%; text-align: center;">And specifications necessary for the objectives of good to be: - Specific. - Defiantly. - Measurable. - Possible. - Compatible and consistent. - Reasonable. - And clear. This must be the formulation of these goals at the level of the organization as a whole and the level of each major section of it. 1/5/7 - Strategies Strategies It is intended The means to achieve goals. Examples of strategic alternatives for companies, Geographic expansion, diversification, grab competitors, vertical integration of the forward or backward, participation, access to the market. We will address these and other strategies in detail later in this author, God willing. 1/5/8 - operational goals Goals And are intended to: Short-term goals that the Organization must be performed to gain access to long-term goals. Objectives Must be characterized by all the characteristics of good goals above-mentioned. It also must be formulated on both the enterprise level, departments, and jobs in large organizations.

1/5/9 policies Policies And serves as the <span style="background-color: #ffffff; color: #800000; display: block; font-family: 'Comic Sans MS',cursive; font-size: 120%; text-align: center;">Directions or general guidelines are formulated to help achieve operational goals set.

<span style="color: #800000; display: block; font-family: 'Comic Sans MS',cursive; font-size: 120%; text-align: center;">It is therefore: A - a guide for decision-making. B - reduce the recurrence of attitudes and actions. <span style="background-color: #ffffff; color: #800000; display: block; font-family: 'Comic Sans MS',cursive; font-size: 120%; text-align: center;">C - help to achieve integration and coordination of efforts between different departments and individuals. D - provides time and efforts of senior management away from the immersion in the details. Are often drafted in the top administrative level to level, or adhered to by all levels to follow. Both the operational objectives and policies of the important elements in the implementation of the strategy because they are expected to summarize the organization for its members. <span style="color: #800000; display: block; font-family: 'Comic Sans MS',cursive; font-size: 120%; text-align: center;">1/5/10 - Programs: The program is A range of activities or steps needed to achieve the plan, with a specific purpose. It makes strategic and practical effect. 1/5/11 - estimated budgets: A <span style="background-color: #ffffff; color: #800000; display: block; font-family: 'Comic Sans MS',cursive; font-size: 120%; text-align: center;">A translation of the programs established in the form of monetary values, which include the development of detailed lists of the cost of each program for planning and control. For example, set a budget for advertising, and budget for public relations, and budget for the rewards and so on.

<span style="color: #800000; display: block; font-family: 'Comic Sans MS',cursive; font-size: 120%; text-align: center;">1/5/12 - Action: A system or sequence of steps describes in detail how to perform a specific task. It describes in detail the various activities are often required to complete a particular program