13 Jun PLEASE READ THE BELOW ESSAY AND WRITE A SUBSTANTIVE 300 WORD REPLY Make Sure That You Are Adding New And Relevant Information With Each This Reply. profile
Minimum of 250 words in the body Minimum of 2 sources from the literature in addition to course texts
Content must include:
Summary of the author’s Main Thread – no less than 125 words What you agreed with, did not agree with and why – no less than 125 words
Strategic Hierarchal Corporate Objectives
In 1 Corinthians 11:3, 1599 Geneva Bible (GNV), Paul lays out this principle of God’s hierarchical relationships, “But I will that ye know, that Christ is the head of every man: and the man is the woman’s head: and God is Christ’s head.”
Goyal, Rahman, and Kazmi (2015) produced analytics that revealed market value, environment management and strategy, research and development, pollution prevention, corporate governance and investor responsibility as the most important strategic objectives in improving corporate sustainability. Critical thinking and understanding risks are the context in the processes of decision making (Goyal et al., 2015). Two objective performance yardsticks, indicated by Gamble, Peteraf, & Thompson (2019), consist of financial objectives and strategic objectives, allowing a balanced performance measurement in tracking a company’s competitiveness and market strength.
Process: Setting the Company’s Direction with Strategy
The collection of the company data using a tool like the SWOT analysis where Strength, Weakness, Opportunities, and Threats are analyzed, is the start of setting a company’s direction with a strategy matrix (Afrianto, Malik, & Hasiholan, 2018). This analysis helps a company in a competitive climate with companies engaged in the same business field to identify the internal and external environment. The aim is to clarify the future specifications of the company using the matrix to describe how the external opportunities and threats and internal weaknesses can be adjusted to the strengths that the company has to produce four sets of possible alternative strategies (Afrianto et al., 2018). Strategies that focus on the areas of a company’s weaknesses should be avoided as they could make the company vulnerable (Gamble et al., 2019).
Setting a proximate objective is a powerful tool that helps identify a feasible target the company can achieve even under the dire of circumstances (Rumelt, 2011). In dynamic situations, the leader should focus on the proximate objectives while letting the forecasts become the guiding factors, not looking far ahead where the more uncertain or dire the situation, the more proximate the objective needs to be. Proximate objectives create sub-proximate objectives that cascade down hierarchies while they cascade in time as well (Rumelt, 2011).
Strategic Thinking: Discussion of a Key Disadvantage
Charisma for strategic thinking does not guarantee effectiveness as a leader and often leads to a common faction of bad strategy (Rumelt, 2011). Max Weber (1864-1920), referred to as the father of sociology by Rumelt (2011), made the distinction between formal leaders that draw authority from the ranks of an organization like CEO’s or principals of schools and inspirational leaders often associated with political and religious figures. Vergauwe, Wille, Hofmans, Kaiser, and De Fruyt (2018) findings suggest that while it may be difficult to draw a concise line between what is just enough and too much charisma, leaders should be aware that being highly charismatic has potential drawbacks. Where self-confidence can enhance a leader’s effectiveness, it can easily turn into overconfidence and narcissism where risk tolerance and persuasiveness could be viewed as manipulative behavior distracting the organization from its mission (Vergauwe at al., 2018). Charisma, however, when joined with careful attention to obstacles and action can achieve success as a juxtaposition of vision-led leadership and strategy to create a template style of strategic thinking (Rumelt, 2011).
Sackett, Karrasch, Weyhrauch, and Goldman (2016) research revealed Army leaders felt underprepared for the immensely complex and dynamic missions they are assigned that have serious implications. The Army leaders recognized that their tactical and operational environments converge with strategic environments pointing to the need to identify themselves as strategic thinkers. While the Army culture may not fully support strategic thinking development at this date, the need to create a climate that embraces strategic thinking using reflection, learning and questioning are essential and crucial (Sackett et al., 2016).
Decision Model: The Consequences Model
Two decision models that were considered from the Decision Book by Krogerus and Tschäppeler (2018); The Consequences Model and the Yes and No Rules Model fit the decision-making strategy. The yes and no rules model are based on clear parameters allowing alignment with the selected proximate objectives where the consequences model allows the leader to be courageous and make decisions with a minimum of information. Ambiguous data or information at the start of the company’s direction with strategy requires some early risk decision making to determine the possible four alternative strategies in the SWOT analysis matrix; it seems the consequences and the yes and no rules models provide the best methods for quick answers (Krogerus & Tschäppeler, 2018).
Conclusion
The initial review of the literature indicates strategic hierarchal corporate objectives requires both processes and strategic thinking to establish a balanced performance measurement for improving corporate sustainability. Incorporating the correct tools and models in the decision-making process is critical in determining what leadership paradigm the company is going to follow as well, whether it be transformational or charismatic. Keller (2012) posits while the processes, frameworks, tools, and strategic thinking matter; creating a culture for a company’s success depends on the success of its people. “Work is so foundational to our makeup, in fact, that is one of the few things we can take in significant doses without harm (Keller, 2012, p.37).”
Evaluative Bibliography of Processes and Strategic Thinking
Jack, H. (2013). Engineering design, planning, and management. Cambridge, MA: Academic Press. Retrieved from https://www.sciencedirect.com/book/9780123971586/engineering-design-planning-and-management.
Engineering Design, Planning and Management by Hugh Jack Ph.D., Department Head, and Professor of Engineering and Technology at Western Carolina University uses an interdisciplinary approach to express engineering design methodology by offering concise discussions utilizing a visual format to deliver key points. One key point is in the context of relating design methodology to both established companies and entrepreneurial start-ups while exploring project management and creative design. Researchers will find the book useful with practical examples and applications using such as concept mapping and weighted decision matrices, supported with extensive graphics, flowcharts, and accompanying interactive templates. Students taking courses in undergraduate product design, mechanical engineering, or engineering technology will find this book fits in with their curriculum and research efforts on strategic thinking and decision-making (Hugh Jack, 2019).
According to the published Curriculum Vitae of Hugh Jack (Hugh Jack, 2019), he has authored or co-authored over thirty articles, had three recent books published as higher education resources, while earning a Ph.D., in Mechanical Engineering from the University of Western Ontario and is highly regarded as a Cass Ballenger Distinguished Professor & Department Head. Academic Press is best known throughout the international scientific community for the superior quality content of its publications and has been a leading publisher of scientific books for over 70 years. Leading experts in the scientific world, Nobel Prize winners, and honored scientific researchers are part of the portfolio on the Academic Press extensive list of renowned authors.
Tovstiga, G. (2015). Strategy in practice: A practitioner’s guide to strategic thinking. Hoboken, NJ: John Wiley & Sons. Retrieved from https://books.google.com/books?id=xAaPCQAAQBAJ&printsec=frontcover&source=gbs_atb#v=onepage&q&f=false.
Strategy in practice: A practitioner’s guide to strategic thinking is a revised and updated practitioner-focused approach to strategy and real-world strategic thinking reflecting the current thinking in strategy given the current economic and business climate. It includes new and updated case illustrations throughout, plus a new chapter on Strategy Execution and Performance Appraisal. They are rigorously founded on current thinking and theoretical concepts in the field of strategic management. Published by the widely respected John Wiley & Sons in 2013, delivers content solutions in new and innovative to help bridge the higher education gap by being a proven leader in strategic higher education consulting and partnering with educators and institutions globally. John Wiley & Sons serves students, instructors, book authors, professionals, researchers, and institutions (About Us, 2019).
George Tovstiga holds a doctorate in Engineering Sciences from the Swiss Federal Institute of Technology and is a Professor of Strategy and Innovation Management at Henley Business School in the United Kingdom with over 90 authored or co-authors articles in several quality publications like the Journal of General Management. He has extensive international experience as a management educator, author, and consultant with over 15 years of experience as a management practitioner and is on the Advisory Board of the Technopark Zurich (Switzerland), one of Europe’s leading high-technology science – innovation parks (Professor George Tovstiga, 2019).
References
About Us. (2019). John Wiley & Sons Inc. Retrieved from https://www.wiley.com/en-us/aboutus.
Afrianto, A., Malik, D., & Hasiholan, L. B. (2018). Strategy business development of companies through swot analysis (Study at PT. Sido Muncul, Tbk Semarang District). Journal of Management, 4(4). Retrieved from http://jurnal.unpand.ac.id/index.php/MS/article/view/996.
Gamble, J., Peteraf, M., & Thompson, A. (2019). Essentials of strategic management (6th ed.). New York, NY: McGraw – Hill Higher Education.
Goyal, P., Rahman, Z., & Kazmi, A. A. (2015). Identification and prioritization of corporate sustainability practices using analytical hierarchy process. Journal of Modelling in Management, 10(1), 23-49. Retrieved from https://www.emeraldinsight.com/doi/abs/10.1108/JM2-09-2012-0030.
Hugh Jack. (2019). College of Engineering and Technology. Western Carolina University. Retrieved from https://www.wcu.edu/learn/departments-schools-colleges/cet/about/departments/engineering-and-technology-faculty-and-staff/hugh-jack.aspx.
Keller, T. (2012). Every good endeavor. New York: NY. Riverhead Books, Penguin Group.
Krogerus, M., & Tschäppeler, R. (2018). The decision book: 50 models for strategic thinking. New York, NY: W. Norton & Company, Inc.
Professor George Tovstiga. (2019).Henley Business School. Retrieved from https://www.henley.ac.uk/alumni/professor-george-tovstiga.
Rumelt, R. (2011). Good strategy/bad strategy: The difference and why it matters. New York, NY: Crown Business.
Sackett, A. L., Karrasch, A. I., Weyhrauch, W., & Goldman, E. F. (2016). Enhancing the strategic capability of the Army: An investigation of strategic thinking tasks, skills, and development. Army Research Inst for the Behavioral and Social Sciences. Fort Belvoir, United States. Retrieved from https://apps.dtic.mil/docs/citations/AD1006147.
Vergauwe, J., Wille, B., Hofmans, J., Kaiser, R. B., & De Fruyt, F. (2018). Too much charisma can make leaders look less effective. In Leadership Presence. Brighton, MA: Harvard Business Review Press. Retrieved from https://www.researchgate.net/profile/Joeri_Hofmans/publication/323236777_Too_Much_Charisma_Can_Make_Leaders_Look_Less_Effective/links/5a8b1fe00f7e9b1a9555a950/Too-Much-Charisma-Can-Make-Leaders-Look-Less-Effective.pdf.
File BUSI 770 Discussion Board Forum 2 Sparks Submitted.5.22edited.docx (25.74 KB)
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