Processes and Impacts of Strategic Management Strategic management has led to the evolution of business and the manner which it is conducted. Over the years, the term strategic management has experienced harsh disparagement as it failed to prove its worth in some of the organizations it was used. However, as time went by, the effects of strategic management could be felt in the way businesses around the world were conducted, and how regions around the world use strategic management to improve their economies (Elbanna 427). It is through certain processes in strategic management that this is possible with its growing importance among countless public organizations around the world.
The UAE may be placed in such a category as it recently attested to the positive impact of the classical strategic management techniques through some of the interviews and studies carried out in a case study by Elbanna Said; “Processes and Impacts of Strategic Management: Evidence from the Public Sector in the United Arab Emirates”. In this article, the UAE may be classified under a strategic management success story as studies on some of the organizations in the region that use strategic management in their daily business activities claim that it is the best tool to grow and develop an organization.
The formulation, implementation, and evaluation of all strategic processes enable the UAE to watch over all other practices in the region, and allow organizations to flourish. The decentralized form of governance allows emirs to govern their cities as they wish, provided it goes in line with UAE laws. Strategic management is, therefore, easier whenever there are proper channels to follow, and people who comprehend the benefits of such practices.
The expertise and resources that the UAE has enables the regions to cash in on the proper formulation and implementation of plans that aid the region in its growth (Elbanna 430). Qatar may not be able to handle all the processes that come as a result of strategic management policies. Unlike the UAE, which is organized structurally through federal and local governments, Qatar is a monarchial state. There is little power to approve and draft laws in the region, so it may be next to impossible to have organizations govern themselves (Jennex 89).
The UAE has an advantage over Qatar because of the seven emirates (principalities) it has, which require that a hereditary emir govern autonomously (Elbanna 430). The only difference is that each principality must report to the federal government. Support from higher authorities ensures that organizations have the backing to conduct their operations, and this is happening in the UAE. Qatar may still be holding back on fully letting go of the monarchial system, and this may stunt their growth. In conclusion, Qatar and the UAE may be regions from the Arab Middle East, but their approaches and practices in the strategic management of public organizations may be different.
The available resources, manpower, and even expertise are not applicable if there is no proper organization (Cunningham and Harvey 124). This means that the UAE may have an advantage over the independent, risk-averse Qatar. There might be issues with the implementation of strategic management in the other organizations, but once the challenges have been overcome, the results are bound to be beneficial to all players in the public domain (Elbanna 435). Works Cited Cunningham, James, and Harney Brian.
Strategy and Strategists. New York: American Printing Press, 2012. Print. Elbanna, Said. “Processes and Impacts of Strategic Management: Evidence from the Public Sector in the United Arab Emirates. ” International Journal of Public Administration 36.6 (2013): 426-439. Print. Jennex, Murray E. Knowledge Management in Modern Organizations. London: SAGE, 2007. Print.