Essays on Strategic Management through Adaptive and Rational Models Coursework

Download full paperFile format: .doc, available for editing

The paper "Strategic Management through Adaptive and Rational Models" is an outstanding example of management coursework.   Strategic management is an old concept, which is a management system that connects strategic planning and decision-making within the business. Strategic management is an easy systematic method although complex and iterative process that requires commitment and dedication from organizational management for implementation towards the required objective. In addition, it is a process for leading organizational members to forecast on the future and develop appropriate procedures and operations for achieving the future (Date & Darwen,   2007, 188). In most cases, it is found in high levels of management to assist the business in gathering, analyzing, and organizing important information to keep up with ever-changing industrial and competitive trends.

The paper will focus on strategic management analysis through rational and adaptive models. The rational model is properly planned and more prescriptive approach on strategic selection while adaptive is the opposite. Differences between Adaptive and Rational Models Based on the design and plan in the 60s to the location of the school in the 80s to the rising of core school in the 90s, there has been an emphasis on the rational characters within strategic management (Yoon & Lawler,   2011, 126).

The rational model of strategic management is the role of top management. The model is deeply rooted in traditional organizational management practices. Upon making a decision on the strategic plan by the management, it is the role of the lower management to implement the strategic plan through an operating plan (Ehrentreich,   2008, 149). In addition, the rational model seems to provide a structured and sequenced approach in a systematic manner. Within the rational approaches, the main elements and objectives are usually defined before starting the strategy, which makes it propitious within a stable and predictable environment.

In most cases, the rational approach often focuses on the ability of the business to realize its goals which are determined through establishing the overall goal, discovering the objectives for establishments, and defining various strategies for every objective. Most researches regard the explicit objectives as the main aspect of the rational model and contribute greatly to the participants within the organization (Pirolli,   2009, 178). However, the rational model needs explicit information and consequences associated with the alternatives.

It begins by taking into account the alternatives that the strategic personnel face. The determination of the alternatives needs to based precisely on a clear definition of the alternatives. Preferences among the alternatives often have binary relations, that is, entry X means that Y is at least suitable, as alternative X. considering the complete preordering of the alternatives, the rational model often requires selection of maximally acceptable alternatives (Briffaut,   2015, 37). Moreover, the rational model needs decision theory on the preferences and choices for the production of an ideal but important result.

Upon definition of the alternative, the alternative strategy emerges which needs to be written in details to consider the explicit evaluation. The rational model needs a systematic procedure to evaluate the strategies and monitor the system. It is important that the managers build and conserve organizational resources which customers, products, cash, and soft factors like the quality of the product, the morale of the staff, and standards of the service. Such resources are intangible and interdependent (Wirtz,   2011, 127). The business can be in danger is one principal resource is in bad form.

A firm is like an adaptive resource system, ordinarily. The adaptive model links directly or indirectly to the environment in which the business operates or some organizational factors influencing the choice of strategic management. Businesses can find themselves in a steady environment within a long period without the need to change the strategy (Kirlik,   2006, 202). However, there could be turbulence in the environment that renders even the best planning method useless considering the high levels of unpredictability. The adaptive model seems to recognize that the process of making a strategic management system is dynamic, high uncertainty, complex, and large changes.

One of the advanced adaptive approaches is the emergent strategy, which means that it is a strategy based on the rough and tumble of everyday activities (Van, Ghosh & Verbrugge,   2015, 142). These emergent strategies often result from the opportunities and threats within the environment. Most researchers think that luck is a type of the emergent strategy which determines organizational success.

References

Briffaut, J. (2015). Business Models: Control Models, Flow Models, Organization Models, Function Models. E-Enabled Operations Management, 6(4), 33-56.

Chorafas, D. N. (2007). Risk management technology in financial services: Risk control, stress testing, models, and IT systems and structures. Burlington, MA: Butterworth-Heinemann.

Date, C. J., Darwen, H., & Date, C. J. (2007). Databases, types and the relational model: The third manifesto. Reading, MA: Addison-Wesley.

Eckert, R. (2016). Business Innovation Management and Business Innovation Factory. Business Innovation Management, 5(3), 209-248.

Ehrentreich, N. (2008). Agent-based modeling: The Santa Fe Institute artificial stock market model revisited. Berlin: Springer.

Harrington, J. L. (2009). The Relational Data Model. Relational Database Design, 2(1), 85-101.

Keller, W. (2015). Using Capability Models for Strategic Alignment. Business Architecture Management, 5(2), 107-122.

Kirlik, A. (2006). Adaptive perspectives on human-technology interaction: Methods and models for cognitive engineering and human-computer interaction. Oxford: Oxford University Press.

Pirolli, P. (2009). Information foraging theory: Adaptive interaction with information. New York: Oxford University Press.

Schmidt, C. (2015). Business Architecture Quantified: How to Measure Business Complexity. Business Architecture Management, 2(1), 243-268.

Stoichev, K. P. (2014). The Role of Business Continuity Management in the Business Management System. Science Journal of Business and Management, 2(3), 97-108.

Straber, C. (2014). Adaptive Logics for Defeasible Reasoning: Applications in Argumentation, Normative Reasoning and Default Reasoning. Cham: Springer International Publishing.

Van, B. J., Ghosh, S., & Verbrugge, R. (2015). Models of strategic reasoning: Logics, games, and communities.

Van't, S. A. (2014). The new oil: Using innovative business models to turn data into profit. Basking Ridge, NJ: Technics Publications.

Wirtz, B. W. (2011). Partial models of business models. Business Model Management, 3(4), 110-148.

Yoon, J., & Lawler, E. J. (2011). Relational Cohesion Model of Organizational Commitment. Relational Perspectives in Organizational Studies, 4(4), 122-129.

Download full paperFile format: .doc, available for editing
Contact Us