Stratagic Planning and Implementation

Introduction

The successful implementation of strategic decisions is widely thought to be critical. to the achievement of organizational aims and objectives. It extends to public sector companies, as well as to public sector organizations Within the private sector. Only when the strategies of the top management team are correctly and completely executed would it be possible to relate organizational outcomes to management decisions and to have some confidence that public agencies are masters of their own destiny (Elbanna & Slack, 2012). The literature on the implementation of the strategy is largely scattered and distributed throughout the literature on general and specialized management, with little systematic investigation of any of the major themes related to successful implementation.

Strategic planning is a set of thoughts, measures and apparatuses that organizations use when defining their overall strategic direction and the resources compulsory to accomplish strategic objectives. Though strategic planning aspects are common to all types of Organizations need to carefully adapt the application of planning processes to the public sector context as implemented by public service organizations (Bryson, 2011). Public administrators must build 'in the experiences and needs of those stakeholders with whom they need to cooperate and collaborate to achieve organizational goals. he systematic strategic planning of a public service Organizations a significant measure of the dedication of the Top Management to grow and Implementing systematic and cohesive organizational approaches.

Background and theories

The literature describes strategy implementation as "the coordination, analysis, adoption and execution of strategic plans (Noble, 1999). As such, the strategic planning process and the actual execution of the decisions resulting from that process obviously have a direct relation. Nonetheless, this relation cannot be taken for granted nor can it be viewed as something that is easily cultivated or preserved in organizations that are seeking to shift their strategic course (Johnson, 2000).

The Role of the strategic planning

A key feature of the straight approach to strategic planning is that the formulation and implementation of plans are successive activities. Strategy is first purposely expressed and only then is it put into place. However, while this may propose strategic management is a successive activity, each of the unlike stages of the planning process are not classically detached in practice, and organizations always evince emergent as well as careful or planned strategies concomitantly.

The Role of Managerial involvement

In implementing systematic planning, the probability of implementation success could well be improved, but it is still conceivable that those organizations that put excessive focus on strategic planning run the risk of "paralysis in review" (Lenz & Lyles, 1985). An obsessed The probability of success in executing systemic preparation may well be increased, yet it is still conceivable that those organizations that rely heavily on strategic preparation run the risk of "paralysis in review" by members responsible for enforcing decisions – usually middle managers. In order to resolve this possible pitfall, strategic management theorists emphasize the role that managerial participation in the strategy formulation process can play in enhancing the efficiency of the execution of the strategy (Floyd & Wooldridge, 1997).

The Moderating role of stakeholders’ uncertainty

The theory of resource dependence indicates that organizations will actively pursue leverage over resources owned by other individuals and organizations in their environment to reduce their dependency on these entities (Pfeffer & Salancik, 1978). By minimizing their resource dependence, organizations can attain greater control over their own destiny and so build an ever-stronger power base making them immune from external threats. Only by securing as high a degree of autonomy as possible from the vicissitudes of its stakeholders can any organization effectively execute its plans (Pfeffer, 1987)

Conclusion 

strategic planning has a positive and significant impact on managerial involvement in strategic planning may mean that one of the outcomes of this involvement is the enhancement of managers’ commitment to and alignment with public policy and organizational priorities, in addition to helping managers to acquire the knowledge necessary for strategy implementation, which in turn increases the possibility of its success. In other words, to get the full benefit of structured strategic planning, it should be performed by public managers in such a way as to maximize managers' effective participation in its operation. And managers should be careful when they are tempted to presume only a direct relationship between strategy formulation and execution because other factors such as stakeholder confusion can change the relationship.

References

Bryson, J. M., 2011. The Future of Public and Nonprofit Strategic Planning in the United States. Public Administration Review, pp. 255-267.

Elbanna, S. & Slack, 2012. Planning and Organizational Performance: Evidence from the Arab Middle East. European Management Review, 9(2), pp. 99-115.

Floyd , S. & Wooldridge, B., 1997. Middle Management's Strategic Influence and Organizational Performance. Journal of Management Studies, pp. 464-485.

Johnson, G., 2000. Strategy through a Cultural Lens. Learning from Managers’ Experience. Management Learning, pp. 403-426.

Lenz, R. T. & Lyles, M., 1985. Paralysis by Analysis: Is your Planning System Becoming too Rational?. Long Range Planning, pp. 64-72.

Noble, C. H., 1999. The Eclectic Roots of Strategy Implementation Research.. Journal of Business Research, pp. 119-134.

Pfeffer, J., 1987. A Resource Dependence Perspective on Interorganizational Relations. In: M.S. Mizruchi and M. Schwartz (eds), Intercorporate Relations: The Structural Analysis of Business:. Cambridge: Cambridge University Press,pp-190-213.

Pfeffer, J. & Salancik, G., 1978. The External Control of Organizations: A Resource Dependence Perspective. New York: Harper and Row,pp.412-432.