Organizational performance especially the methods corporate top management purpose of using to compete in the business markets depends on the techniques and tools which they employ as their strategies and practices. Jarratt and Stiles (2010) state that the approaches managers or strategic methods they use are categorized into three models including routinized practice, imposed practice and reflective practices. Routinized practice is where operating context is considered predictable, and managers base their strategic perspective on their resource reconfiguration or alignment. Imposed practice model is noted when organizational leaders evaluate the condition as strategy, as stable and incremental. Reflective practice model refers to when corporate leaders consider the environment to be dynamic and sophisticated as well as an approach lived as challenging or experience of the dominant model. Organizational leaders used these strategic practices in situations which are considered to be highly predictable. Use of practice model makes expansion and growth of the company to be noticed, and managers align their resources and their business with the environment.
However, managers differ in the way they use strategic tools and techniques in managing their organizations and competing in the international markets. The managers differ in the way they use strategic skills because of the difference in which they use vital skills. Managers’ strategic skills enable managers in developing a vision of how to work in the business, and the skills help managers put together a coherent program for the organization, and ensure the organization works in collaboration with government agencies as well as help managers to emphasize on interpreting corporate structure in their activity of strategizing. The difference in the development of strategic skills brings the variation of use of strategic tools in the management of organizations. For example, collaborating with government agencies enhances international expansion and helps the company focus on leveraging core weaknesses and strengths to address the rising world demand. The difference in the use of strategic tools in the management of organizations for different managers is caused by the portfolio formed which create frame brainstorming reference. This frame enables managers to think and capture the environment hence difference in use of strategic tools. The structure is also used for evaluating market competitor, the forecast of market and turnover in an organization and the use of this frame differs among the managers.
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Various factors influence the differences in how managers use strategic tools in the management of organizations. These differences are influenced by the manager’s strategic perspective and their opinion on the operational context of the strategic tools. This is indicated by the protected sophisticated strategies characterized by high entry barriers in the organization and the top and stable competitive, dynamic and competence strategic tools (Jarratt and Stiles 2010). The differences in the use of diplomatic tools are influenced by the manager’s confidence in particular tools and methodologies of organization management which help in generating knowledge for the use of strategic tools for operating and managing organizations. The variations in the application of Porter's model forces to the various areas of production and the different landscapes and chances of the strategic conversations influence the differences in the use of strategic tools in the management of organizations. These differences are also influenced by variation in the use of SWOT vital tool in organization and industry level to widen the knowledge on strategic techniques and tools making some organizations to outcompete others in international markets.
Bibliography
Jarratt, D. and Stiles, D., 2010. How are methodologies and tools framing managers' strategizing practice in competitive strategy development? British Journal of Management, 21(1), pp.28-43.
