Issues Management and Influencing Decisions †MyAssignmenthelp.com

Question: Discuss about the Issues Management and Influencing Decisions. Answer: Introduction: The term firms strategic orientation is a very complex term consisting of several factors that both in the category of either external or internal section of the business. What brings out more complexity is the fact that all these factors in concern interact with each other, and this results in an environment of lots of certainties, availability of numerous stakeholders and causal ambiguity as some of the aspects. There have existed managerial attempts that are aimed at exerting pressure on the above forces and this has led to the creation of multiple models that are geared towards the performance of strategic management. As stated above, there has been a lot of challenging in the determination of the role or the essence of strategic management despite the many attempts that have been made to explain the same. Many organization has had a challenge I determination of the organizational prerequisites that they have to put in place so that the organization can run its activities well. The problem is that many attempts by the scholars have not been In a position to bring to the attention of most of the organization manages the procedures they are supposed to follow when performing their tasks and the development of a strategic management role, not forgetting the role of monitoring the environment as well. This research is geared towards, identification and understanding all the forces that are crucial or play a part in an organization environment, both internal and externally. This also explains how the forces end up shaping the organization. The basics of these research are based on the issue management approach which is concerned with intelligence, design, choice, implementation, feedback as the model of decision making. Several models were developed to help solve the problem of strategic management. The intelligence model attributed to Herbert Simon and his fellow researchers was the best since it captured many other sections other than external and the internal environment. Unlike other models that only considered the majoring their argument on the time that should be spent on the design and choice phases of decision making, the Herbert Simon group approach covered all the other sections like the intelligence, design, choice, implementation, and feedback model. The findings were as follows In many organizations, the majority of the managers considered sacrificing most of the time on the design of the issues management and decision-making processes instead of considering other factors like implementation process. There is a need for strategic thinking for every organization as a way of realizing assumptions, identifying signals and classifying them and last generation and testing of hypotheses. The implications of the key findings One of the key findings was there was a need for a strategic thinking. According to Ansoff, today, the level of bringing a change is in a condition that the official and the recognized procedures used for planning seem to be no longer enough to respond to future turbulence in time. This is due to high level of improved technology that has also had an impact on the economic world too. Another reason for slow change implementation is the increasing number of stakeholder that are involved in organized activities in different ways. These implications are evident when it comes to corporate and social responsibilities concerning the nature and the need for a business. The lack of considering the strategic thinking by some of the organization has contributed to the failure of some organization that is good at expectancy of political pressures according to Ansoff. Strategic thinking helps managers in: Understanding the best external environment that favors the organization. Get to know the strongholds and the aims or the set goals of an organization. Be in apposition to realize new opportunities and think of how to make good use of them. Feature the many different ways of coming up with solutions or strategies. Another implication is that the organization led by the managers should consider all the processes that must be involved for a complete IM. This, therefore, calls for strategic planning. Goodstein defined planning as that activity that is done aiming the envisioning and the developing of the major procedures that and activities that a given organization uses to achieve their set objectives. Poor issue management activities imply that the organization has no ways in which it can identify and address fully any rising problem or an opportunity as well. This also implies that its the role of the manager to practice strategic thinking that is a combination of creativity and analytical abilities and these end up resulting in good strategic planning. Recommendations If an organization want to achieve strategic management, they must consider using integrated planning system model that enables the integration of both management and strategic planning.(manading strategic issues in turbulent environment , 2000)Moreover, one of the key necessities is to create authoritative capability in revealing and working with mental models. This is effortlessly said yet not really effortlessly proficient. In the two people as well as associations, they are profoundly established in the oblivious and program schedules that have been created over numerous years. Under generally serene business conditions, where change is moderate and more developmental than progressive, one can contend that SIMS is not as critical and that the current mental models may well be sufficient for the errand. Conclusions Its evident that the management issues have grown to significance levels. (Ansoff H, 1980)Now the basic functions of planning, monitoring, and analysis are being acknowledged as the essential parts of strategic management. A good management should consider providing a good frame work to make effective issues management possible. References Ansoff H, I. (1980). strategic issues management. strategic management, 131-148. Hayes, M. (1985) Developing Managers for strategic Management, in W. D. Guth (ed.), Handbook of Business Strategy, Boston, MA: Warren, Gorham Lamont, ch. XXV. Heath, R. L. and Associates (1988) Strategic Issues Management, San Francisco, CA: Jossey-Bass. Hing, A. (1990) Issues Management and Influencing Decisions, Practising Manager, 11(1):4244. Hogarth, R. M. (1987) Judgment and Choice (2nd end). New York: John Wiley and Sons. Huber, G. P. (1991) Organizational Learning: The Contributing Processes and the Literatures, Organization Science 2(1): 88115. Managing strategic issues in the turbulent environment. (2000). long range planning, 67.