Introduction

Situation Analysis and Strategic Direction

Table of Contents

Introduction. 2

Situation Analysis. 2

Strategic Direction. 3

Conclusion. 4

References. 5

Introduction

Making good strategies takes more than a little effort and strong desire. It needs a very good requirement to make a good series for the business. It requires a lot of decision making and other planning for making the strategies to work in making the business. If the strategies don’t work it comes to be known as strategic issues. This assignment is mainly going to discuss the different strategies issues and explain them. It also discusses what types of issues a company faces while making any strategic decision. Defining the process, achieving alignment, and establishing and maintaining strategic goals.

Situation Analysis

Strategic issues that a company faces

A Strategic Issue is an unsettled question requiring a judgement or the anticipation of an explaining future event Second, it’s without a doubt vital and affects the business’ way and heading. Vital issues are crucial to the activity. Essentially, the progression of the interaction resolving Strategic Issues is fundamental to Simplified Strategic Planning. Companies have evolved into essential participants in societal progress, and their duties now extend beyond economic activities and legal requirements (Balaton and Horváth, 2019). When dealing with an organisation, any good strategy facilitator will begin by understanding their difficulties. Each organisation’s concerns are distinct, and we constantly keep this in mind.

A strategy that is vague or difficult to access: strategy ought to be a live document throughout the business. A dozen-page paper sitting on the CEO’s desk does not constitute a plan. Furthermore, the employees of the organisation have enough challenges a day without figuring out what part they serve in that number of co papers. Strategic management theory allows us to investigate such difficulties as greater competitiveness, tight financial restrictions, and increasing stakeholder expectations (Siegel and Leih, 2018). If the strategy or the planning is not clear there will be issues while running the strategy. Having multiple plans but not being a clear plan can cause strategy issues.

The strategy’s lines of communication are inadequate: no matter how good the strategy is, sending this to the employees without explaining can cause problems. The main problem is communication with the manager or the leader needs to communicate with its employees so the employees will be able to figure out the plan of the strategy and how it should be directed. The main problem is the communication gap between the company leaders and the employees. Even having a very solid and clear strategic planning without a good understanding among the employees of how it is going to work in the formation of the strategic issues.

Various people in the company have various priorities: There are generally always some objectives that should come first. Are using it to build objectives that cascade. As it is known not every person has the same ideas and perspective of thinking, so it becomes very difficult to agree on a certain point. describe the ways that affect the success of the company (Phillips and Moutinho, 2018). The one problem is about setting a goal. The employees need to agree to a point so the company can further go with the plan. without being able to discuss because of different priorities and different ideas can hamper decision making thus resulting in the issues in the strategies.

Strategic Direction

Strategic direction alludes to the procedures that should be carried out for associations to create toward their vision and accomplish their objectives. It guarantees that belonging and workers can convey the value of workers’ work and their interest in the accomplishment of corporate objectives. Some businesses avoid formal strategic planning because they believe the work will be obsolete before it is done (Peterson, 2019). It involves developing, testing and improving to all the more likely satisfy the needs and wants of clients. It’s an ideal opportunity to devise a methodology for expanding deals and, thus, scaling the organization’s tasks to match this interest.

What is the company’s strategic direction?

As known the company has many different strategic directions which are very important for the company to work on. The review’s motivation is to find how essential direction manifests itself (SafaaFalihAbdulkadhim, 2021).

Mission: Company uses this for making a guide to its goals. It helps the company to make a long term strategic direction for the company to focus on the goals like saving costs.

Culture: Delegate attitudes and exercises inside a firm are insinuated as association culture. While changing business culture is inconvenient, culture intrinsically assists with deciding a company’s essential direction.

Vision: The vision of a firm conveys what the affiliation attempts to be and achieve later on. Close by an association’s articulation of purpose, it, at last, provides key guidance. It may be used by the company to adjust its current business technique and spending to all the more likely match its objective.

Value: The fundamental convictions of a firm are alluded to as it esteems. In different terms, they suggest the right or erroneous standards of an enterprise. Values guide associations and assist with peopling work all the more successfully toward shared objectives.

Ideology: A philosophy is a bunch of convictions that decide the motivation behind an organization. It clarifies how the firm means to act with its labourers, customers, and the business in general.

Principles: Principles are guidelines or norms that give a better course to future-readiness and autonomous bearing. It can’t have breaks in encryption, which in the long run offers key heading again for an association’s business errands and yearnings.

Grand strategy: This is a somewhat long game plan that encompasses every methodology and instrument available. To be sure, even current procedures that seem outlandish may appear to be legit when found with regards to the excellent arrangement. It also emphasises long-term plan optimization rather than focusing on the near term.

Conclusion

As concluded not having a very good strategy or decision making for a plan can result in strategy issues. This assignment is mainly going to discuss the different strategies issues and explain them. It also discusses what types of issues a company faces while making any strategic decision. Defining the process, achieving alignment, and establishing and maintaining strategic goals. It also discusses the definition of the strategic direction as it is known as implementing or developing plans for the organisation and what is its role in a company. It also explains how companies have been working together with the help of strategic direction.

References

Balaton, K., & Horváth, D. D. (2019). Responsible Employment as a Strategic Issue. Retrieved from: http://real.mtak.hu/94141/1/SMSIS_2019_proceedings_BK_HDD.pdf

Peterson, S. A. (2019). Advances in Information Technology Integrated with Strategic Direction. In Advances in the Technology of Managing People: Contemporary Issues in Business. Emerald Publishing Limited. Retrieved from: https://www.emerald.com/insight/content/doi/10.1108/978-1-78973-073-920191002/full/html

Phillips, P., & Moutinho, L. (2018). Contemporary issues in strategic management. Routledge. Retrieved from: https://books.google.com/books?hl=en&lr=&id=GRdSDwAAQBAJ&oi=fnd&pg=PT18&dq=Strategic+issues&ots=erKDUCG3IC&sig=CmCfZQX2aZbHJmZeB97RCBEfovA

SafaaFalihAbdulkadhim, D. (2021). A Reflection of the Organization’s Strategic Orientation on Human Resource Management Strategies: Field Research in the Central Region General Electric Power Transmission Company. Annals of the Romanian Society for Cell Biology, 25(6), 5782-5793. Retrieved from: https://www.annalsofrscb.ro/index.php/journal/article/view/6593

Siegel, D. S., & Leih, S. (2018). Strategic management theory and universities: An overview of the Special Issue. Strategic Organization, 16(1), 6-11. Retrieved from: https://journals.sagepub.com/doi/abs/10.1177/1476127017750776