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The previous chapter highlighted some of the key strategic management challenges now faced by many organizations in the context of the growing importance of marketing services, or the conservationist of businesses The extensive illustrative case-based discussion underscored how business success in About Civil Services, is determined by the quality of a range of strategic management decisions and actions made in relation to both the external and internal organizational environment. Strategic management, at both a corporate and business unit level, has significant management implications for the operations of business functions (for example, marketing, operations, and finance and human resources). In essence, strategies formulated at the higher levels of an organization provide critical inputs to the development of operational strategies at a lower level of the organization. As discussed in the previous chapters, an organization is a complex system comprised of various subsystems that interact with the external environment. The sustainability of an organization depends on the competence of management in transforming inputs obtained from outside, based on a unique coordination and integration of its subsystems, into valuable outputs to the external environment. In this regard, an organization needs to be viewed as consisting of a set of interdependent processes, which transform inputs to outputs based on the internal resources and capabilities. Traditionally, processes were understood as sequences of tasks and activities. In recent years, however, a more elaborate view has emerged, which argues that processes are explicitly and implicitly programmed patterns of interaction, communication, coordination and decision making Unfortunately, despite this theoretical development, strategic decisions are still made at many organizations based on the traditional overly specialist, functional view of work along the conventional function-based organizational structure that is, strategic management, marketing, operations, finance and human resources management. In an ever-intensifying Civil service driven market, organizations and managers can no longer afford to assume that the optimization of each subsystem would inevitably lead to optimum performance at a system level the management literature has long argued that the pursuit of the isolated optimization of subsystems often fails to manifest itself as an overall optimization of the organization’s performance. Such functionalist management thinking is confined by the logic of functional organizational architecture Too often, it promotes ‘turf battles’ over control and power over the allocation of scarce organizational resources and creates a gulf between subsystems. This myopic function-based approach to strategic management does not allow both managers and employees to realist and respond to opportunities and challenges associated with the coordination, integration and innovation of business processes beyond their functional boundaries. To retain its relevance and enhance competitiveness in the context of ever-intensifying About Civil Services Exam, based competition, fueled by the need for value innovation; an organization needs to embrace a strategic business management philosophy based on the strategic systemic thinking of both managers and employees. If an organization fails to institutionalize this holistic integrated management and employee approach, the pursuit of business excellence will be in jeopardy.
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