The Basic Streamlines Used in Evaluation of the Organization

I will provide a concise outline of strategic management as it is normally taught and practised and further pointing to many aspects for developing critical approaches. As a whole and general principle, a critical viewpoint differs or can be said as it is outside of the managerialist course in order to learn strategy as a definite organizational process. Through research and several other reviews, it was seen that there are many approaches that are critical to strategic management and one of them is the processual school that asserts to illustrate how strategy is actually made from bargaining, constructivist, and embryonic perspectives. But the case is that processual approaches keep some promise however quickly move en route for prescriptive managerialism. Next, I would add about a more profound critique from critical theory and postmodern insights. Strategy can be witnessed as a set of practices and discussions which promotes influential rationality it also reiterates hierarchical relations of power and most of all analytically privileges the interests and perspectives of particular groups. This approach has been important in probing the principles of strategy what it lacks is the point that its focus on discussion and lack of concern with the reality of strategy is to a very valid extent its potential weakness. The third and final approach that I like to discuss is drawn from Gramsci which gives an offer from a historical materialist perspective, this approach pays more attention to the actual content of the strategy. Here the debatable point is that the strategic exploitation of discursive, managerial, and monetary resources in supporting or challenging supremacy suggests a strategic notion of power and a political standpoint on corporate strategies to exercise market power, influence government policies, discipline labor and refuse to accept pressures from social groups. This approach also points to a more encompassing image of liberation strategies. Next, we can asses the corporate culture in order to get the perspective about the organization involved. Corporate culture is often determined by the beliefs of the people at the controls — and this culture can affect the way individuals in the organization respond to adversity. For example, a corporate culture based on top management’s belief that "No matter what, employees will always work as little as possible, so it’s our job to monitor them closely" can foster mistrust and an "us/them" thinking style. In Adaptive terms, this would create a less resilient organization. Senior management can use the Adaptive skill set to build a corporate culture that endorses a flexible, optimistic approach to handling adversity. They can learn to identify their own and their company’s cultural "thinking style". They can then check it for common errors in logic and identify the consequences of the style to themselves and to the organization.
Corporate Governance and organizational performance
To understand the better functioning of a corporation one must know about the corporate governance which is identified as a field in economics that examines how to secure efficient running of organization by the utilization of incentive mechanisms, such as agreements, organizational designs and legislation. This is often limited to the question of improving financial performance, for example, how the corporate owners can secure/motivate that the corporate managers will deliver a competitive rate of return.

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