Discursive Construction of Strategists System †MyAssignmenthelp.com

Question: Discuss abut the Discursive Construction of Strategists System. Answer: Introduction: Alignment amongst all levels of an organization is as important as maintaining the alignment of the organization and its strategies (Friedli, Mundt and Thomas 2014). The smooth running of an organization depends upon the level of communication amongst each external and internal processes, throughout the managerial levels. Aligning strategies of a Company with its employees on one hand, and external dependents on the other, is a complex and herculean task. The various challenges faced in the process of applying strategies include aligning the strategies of a Company with the changing business scenario and evolving business goals, as well as within the managerial and production processes. The operational sector of a business management includes the Production, Logistics, IT, Finance, Marketing, Sales and Services processes. All the Value-driven activities that help with the delivery of services are categorised under the operational sector. The strategy engine of a company looks after the maximisation of the utility of resources applied. The strategy analyses external market scenario and suggests potential changes that could align the external conditions with the internal organizational strategy. A balance between the two sectors would ensure a smooth running of an organization, taking care of the quantity as well as the quality of production. Strategy lenses are the four distinguished angles from which an organizational strategy can be analyseddesign, experience, idea and discourse (Balogun et al. 2014). The design lens carefully evaluates the external and internal opportunities and threats of a company and hence helps to devise an appropriate strategy and clear direction. However, most of this is used in top-managerial levels, alienating the rest of the operational process employees. The experience lens looks at company strategies in light of previous strategies, practical experiences, culture, and values. This approach is more accurate than design lens but runs the risk of drifting into undesirable circumstances in the process of practical implementation. The lens of idea emphasizes on innovation and diversity of ideas with the changing market environment. It stresses on the way the internal members of the organization handle and respond to the changes in external and internal environment (Wong and Bajuri 2013). The lens of discourse looks at various available possibilities and chooses the most appropriate approach based on its legitimacy and rationality. It is important to strike a balance amongst all these lenses so that none of the conflicting strategies remains in the system (Dameron and Torset 2014). Too much emphasis in any one less would mean the exclusion of some other. In an ideal business setup, all four lenses are used to evaluate the strategies of a Company. As a curious student of business management and an aspiring business entrepreneur, enrolling for Masters of Science in Management programme at the University of Liverpool enabled and inspired me in more than one ways. It opened me the scope to participate in a global, online community of learners from all over the world. This exposure calls for a healthy transaction of ideas and knowledge, helping with an over-all progress. It connected me with other employees who share similar professional goals and interests. Working and learning with like-minded people enhances the effectiveness of knowledge. This helped me collaborate with various perspectives and new ideas in order to achieve the desired goals. Overcoming practical challenges with the help and support from fellow colleagues would give space for sharing concerns regarding how to perform better as an online Masters student. Therefore, joining this particular course has been immensely helpful for me. References Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S. and Vaara, E., 2014. Placing strategy discourse in context: Sociomateriality, sensemaking, and power. Journal of Management Studies,51(2), pp.175-201. Dameron, S. and Torset, C., 2014. The discursive construction of strategists' subjectivities: Towards a paradox lens on strategy.Journal of Management Studies,51(2), pp.291-319. Friedli, T., Mundt, A. and Thomas, S., 2014.Strategic management of global manufacturing networks: Aligning strategy, configuration, and coordination. Springer. Wong, Y.C. and Bajuri, N.H., 2013. Corporate governance: Board structure, information technology and csr reporting.Sains Humanika,64(2).