Today, companies operate in a dynamic, ever-changing world. To remain competitive, they need to move away from the traditional notions of strategy formation and rethink the way they approach the formal work of strategising and organising.
Strategy is an elusive term and is defined in various ways by a number of authors. Broadly, strategy is referred to how the goals, objectives and mission of the organisation will be achieved (Jonas 2000). In relation to this, strategising is the processes through which a company meets these goals (Jarzabkowski and Fenton 2006). Organising refers to the formation and implementation of the ‘structural practices and co-ordination processes by internal stakeholders to enact the organization’s identity, culture and interests’ (Jarzabkowski and Fenton 2006).
Whittington (2003) distinguishes between the formal and informal work of strategising and organising. He states that the formal work includes meetings, conferences and the like, which can be traced and measured. It uses the tools and techniques that are taught to people through out their educational life. Informal work is the work that is emergent from the situation and cannot be evaluated through any of these management tools.
There is only a negligible amount of research done on the formal work of strategising and organising. This research also tends to focus only on the top management. To provide a base for further research, the following essay explores the top management as well as other organisational members who are responsible for the formal work of strategising and organising. It also looks at how members can reach these positions in the firm.
WHO DOES THE FORMAL WORK OF STRATEGISING AND ORGANISING:
According to Lavarda et al., (2010) the strategic environment is changing from the traditional top-down formation of strategic planning to a more bottom-up approach. This new view of strategy as practice implies that everyone is a strategist and indirectly participates in the formulation of the organisation strategy. However, as this essay is only concerned with the formal work of strategising and organising, it will focus on the direct internal and external members that influence the formal work of strategising and organising.
The internal members of the organisation that are responsible for the formal work of strategising and organising consist of the Executive Management Élite and the Middle Management.
Executive Management Élite:
Management élite is a term that is used to describe people who comprise the roles of the Chief-Executive Officer (CEO), the Chairperson, the President, the Board of Directors and the like. These people are a part of the top management strata of the organisation and are employees of the organisation (U.K. Corporate Governance Code 2010). The most common perception of strategy and organisation design is that the top management initiates the strategy formation...