The Importance Of Organizational Framework For Strategic Management

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Organisational structure
An organisation is a purposely formed group of people, with clearly defined boundaries with which it operates in towards common objectives that can be both formal and informal (Simms, 2005; Rao & Rao, 1999). These organisations emulate a living thing, they go through several cycles of transformation, growth, decline, illness and even death (Gordon, 2015). Mullins and Christie (2013, 542) state that “organisational structure provides the framework for strategic management”. Simms (2005) states that the correct organisational structure will aid towards day to day management of the business and long term sustainability but states that specific structures are more resistant to change and development. A lot of academics
Organisations change to remain competitive, e.g. the adoption of new technologies to enhance ways of working or the refinement of business processes to improve efficiency and customer interaction (Balogun and Hailey, 2008). The managerial level at which these changes are made, the size of the change and the particular focus distinguishes between strategic and operational change (Johnson et al, 2008). Strategic change will look at an organisation’s overall vision and projected scope and align the business with the future market (Johnson et al, 2008). Operations are concerned with the day to day management of the business and managers at this level are required to control resources to maintain efficiency (Johnson et al, 2008). Changes at this level are small, clearly defined with available solutions that involve fewer people (Burnes, 2009). Rollinson (2002) for the most part agrees however, classifies operational change as incremental change that is defined by size and are usually very small changes. Both strategic and operational change are only influenced by the surrounding environment and can both be reactive or proactive (Rollinson, 2002). This would suggest there are key similarities between strategic and operational change therefore the distinguishing factors for strategic change may be based upon more complexity, the unknown and future environment which the organisation will be predicated.

Army Headquarters based in Andover, has a policy and process for change management on Land Forces (LF) form 81. This form is used to standardise operational change in order to capture the requirements of a change request, to subsequently manage the change regardless of what and how it may manifest and to document its whole life from creation to completion for historical

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