COACHING AS A STRATEGIC MANAGEMENT TOOL

2018 ◽  
Vol 28 (1) ◽  
pp. 63-68
Author(s):  
Velislava Nikolaeva
Keyword(s):  
Strategic Management ◽  
Management Tool ◽  
Competitive Advantages ◽  
Business Organization ◽  
Management Tools ◽  
Organizational Goals ◽  
Scientific Discussion ◽  
Direct And Indirect Benefits ◽  
The Individual ◽  
Sustainable Competitive Advantages

In the last few years, the use of coaching in the management of the business organization has become more and more popular. The new requirements for global environmental behavior and global competition support the established need to improve the tools for managing indoor environment factors that lead to the sustainable formation of competitive advantages and to increasing the efficiency of management. On the other hand, the evolution of the business organization also implies a continuous improvement of the management tools in order to better meet the objectives and increase the effects from the realized activities and processes. This is the argumentation of the defended thesis in the present study, namely: Coaching can be used as a management tool that helps to create sustainable competitive advantages, supports the implementation of organizational goals and positively influences the organization's working climate. In view of the sustainability of the results and benefits to the organization from the use of coaching, it is advisable that it can be done by managers who are specially trained to do so.The aim of the study is to follow the scientific discussion on the essence and specifics of coaching in the management of the business organization. On this basis, to systematize and critically analyze the relevance of coaching as a strategic management tool to increase the individual and complex results of the activities carried out in the organization.In order to achieve the research goal, analysis and synthesis of specialized literature, problematic, systemic and functional analysis are used. In the course of developing the report, focus is placed on the specifics of coaching and its relevance to business organization management, including its potential to be used to form and develop sustainable competitive advantages and achieve strategic success. The term "synergic coaching effect" is used and substantiated.The author's understanding of coaching ability to generate synergic effects is formed on the basis of established direct and indirect benefits to the organization as a result of using coaching to solve different kinds of problems that lead to a general and individual increase in the results of the activities performed, to improving the professional suitability of employees and managers.This statement does not deny the benefits to the organization from using an external coach, as well as the training of employees of the organization for implementing internal coaching. Based on the systematic and analyzed information about the coaching specifics, it is concluded that the organization should train its managers to conduct coaching. In this way, the manager's skills are increased and another problem solving tool is mastered. At the same time, the trust between him and his coaching staff is growing, which can be seen as one of the prerequisites for turning the manager into a leader. Coaching by a manager in the process of solving internal organizational problems, not by an outsider or a trained coach, also saves time, as it misses the stage in which regardless of the type of coaching chosen - whether external or internal with a coach who is not the manager, the latter must get acquainted with the results achieved to take the necessary action.This is another argument in support of the defended thesis that coaching can successfully be used as a strategic tool for managing the business organization.

scholarly journals IMPLANTAÇÃO DO BALANCED SCORECARD EM UMA INDÚSTRIA DE CERÂMICA VERMELHA

2018 ◽  
Vol 7 (2) ◽  
pp. 72
Author(s):  
Célio Gomes de Lima Júnior ◽  
Julianne das Chagas Gomes ◽  
José Guilherme Said Pierre Carneiro ◽  
José Sarto Freire Castelo
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Management Tool ◽  
Management Model ◽  
Managerial Control ◽  
Management Tools ◽  
The Balanced Scorecard ◽  
The Creation ◽  
Ceramics Industry ◽  
Red Ceramics

A implantação de ferramentas de gestão, como o Balanced Scorecard (BSC), envolve mudanças no controle gerencial de uma empresa em diversos aspectos, pois enfatiza a comunicação de estratégias e a criação de uma nova metodologia para o controle de desempenho. O objetivo deste estudo é realizar uma análise crítica sobre a aplicação do Balanced Scorecard em uma indústria de cerâmica vermelha, a partir da construção e da implementação dessa ferramenta de gestão em uma cerâmica localizada no município de Russas, Ceará. O estudo de caso revelou a necessidade de rever a gestão estratégica da empresa, em virtude da criação de mecanismos eficientes de alimentação dos indicadores pertencentes ao mapa estratégico, de modo a refletir sobre a situação da mesma, e por fim, garantiu que os gestores e funcionários estivessem alinhados com o modelo de gestão estratégica recém-implantado, a fim de que seja possível obter as vantagens propiciadas por este modelo de gestão. IMPLEMENTATION OF BALANCED SCORECARD IN A RED CERAMICS INDUSTRY ABSTRACT The implementation of management tools such as the Balanced Scorecard (BSC) involves changes in the managerial control of a company in several aspects, as it emphasizes the communication of strategies and the creation of a new methodology for performance control. The objective of this study is to perform a critical analysis on the application of the Balanced Scorecard in a red ceramics industry from the construction and the implementation of this management tool in a ceramics located in the municipality of Russas, Ceará. The case study revealed the need to review the strategic management of the company due to the creation of efficient mechanisms to feed the indicators belonging to the strategic map, in order to reflect on the situation of the company, and finally ensured that managers and employees were aligned with the newly implemented strategic management model, in order to obtain the advantages provided by this management model.

Leveraging Cognition for Competitive Advantage: A Knowledge-Based Strategy Process

2004 ◽  
Vol 03 (03) ◽  
pp. 259-272 ◽  
Author(s):  
Senthil K. Muthusamy ◽  
Ramaraj Palanisamy
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Management Practice ◽  
Competitive Advantages ◽  
Strategy Formulation ◽  
Knowledge Based ◽  
Strategy Process ◽  
Cognition And Learning ◽  
The Individual

The organisation that wants to build competitive advantages has to create and leverage its capabilities. One of the central bases for achieving competitive advantage is the organisational capability to create new knowledge and transfer it across various levels and parts of the organisation. Because knowledge is central to strategy formulation and implementation, knowledge management has become a key strategic task facing managers for achieving success in today's complex and dynamic environments. A major challenge facing strategic management is engineering and managing the individual and group level knowledge that facilitates better strategies and invokes commitment. A knowledge management based model of strategy formulation process is presented. Traditional strategy frameworks are evaluated and a comprehensive cognition and learning centered strategy framework is suggested as a better model of strategy formulation and implementation for achieving competitive advantage. The implications of the knowledge-based approach for strategic management practice and research are highlighted.

АНАЛІЗ КОНКУРЕНТОСПРОМОЖНОСТІ МАЛИХ ПІДПРИЄМСТВ НА ПРИКЛАДІ ТОВ «МЕДІГРАН»

2022 ◽  
pp. 32-37
Author(s):  
Марія Бордюк ◽  
Валерія Геннадіївна Щербак
Keyword(s):  
Strategic Management ◽  
Small Businesses ◽  
Management Practices ◽  
Successful Implementation ◽  
Competitive Advantages ◽  
Depth Analysis ◽  
Organizational Inertia ◽  
Modern Business ◽  
Innovation Capacity ◽  
Sustainable Competitive Advantages

The article is an attempt to provide argument towards the need to rethink changes in the management framework of a business entity associated primarily with modern manifestations of competition and the lack of an effective competitive environment, as well as weak competitive edge and poor innovation capacity. Based on the Medigran company, the study explores key stages of competitiveness development in small businesses along with suggesting the following successive development phases: basic financial planning, forecast-based planning, planning focused on the external environment, strategic management, company internal monitoring. The hypothesis of the study is to offer insights and evaluate competitiveness development stages as well as efforts to its enhancing subject to the external and internal environment specifics. The purpose of the study is to explore the nature and assess the Medigran competitiveness, and to identify its core advantages to gain the company competitiveness in modern business settings. An in-depth analysis of management practices has enabled to identify an effective tool to manage the Medigran’s competitiveness based on the use of a situational approach. It is argued that successful implementation of administrative technologies in the context of strategic management of the company competitiveness, sales boosting policies, developing technical support, and creating competitive advantages will ultimately provide a synergistic effect. The findings demonstrate that to gain sustainable competitive advantages, it is critical to identify their priority sources, create promising opportunities, add value and build new fundamental competencies, as well as employ benchmarking, overcome organizational inertia, timely detect and update outdated knowledge, skills and processes.

scholarly journals Organization Strategies & Innovative Leadership Management

2016 ◽  
Vol 11 (10) ◽  
pp. 206 ◽  
Author(s):  
Md. Ashiqur Rahman
Keyword(s):  
Emotional Intelligence ◽  
Economic Crisis ◽  
Best Practice ◽  
Competitive Advantages ◽  
Business Organization ◽  
Leadership Management ◽  
Innovative Leadership ◽  
Leadership Process ◽  
Innovative Culture ◽  
Sustainable Competitive Advantages

<p>For sustainable competitive advantages companies need innovation. However, for very few organizations innovation is a part of their DNA and for the most of companies it is a crisis element of “Constructive Destruction.” However, the recent economic crisis and evolution of business organization demand for innovative leaders who can do the miracle (innovation) in the organization. Like any new phenomenon, innovative leadership idea is blurry among different people and also experts are divided in their opinion. This paper tries to solve these puzzles by integrating the thought in a clear understandable picture. To solve the puzzle this paper first stated about creativity, innovations and leadership to better understand about innovative leadership process. Then it discussed in detail about the innovative leadership process followed by two examples of best practice and worst practice.</p>Innovative leadership is the combination of four elements: emotional intelligence, management innovations, innovative organization and interaction with stakeholders. These are interrelated part that enforce each other to foster innovations. Emotional intelligence make the leader effective in performance because he can build trust and make people committed towards the goal; it becomes easy for him to do management innovations, develop innovative culture and interact with the stakeholders. Management innovations set the goal, principles and policy to guide the innovations and innovative culture foster to do the miracle by the employees. When inside is ready for the innovations the innovative leader interacts with the stakeholders for ideas and feedback. However, the innovative leader needs to apply sense when to be innovative and when not to be.

Strategic management of intangible value drivers

2005 ◽  
Vol 6 (1) ◽  
pp. 147-154 ◽  
Author(s):  
Bernard Marr
Keyword(s):  
Strategic Management ◽  
Intangible Assets ◽  
Competitive Advantages ◽  
Value Drivers ◽  
Business World ◽  
Long Run ◽  
Competence Acquisition ◽  
Key Resources ◽  
Sustainable Competitive Advantages ◽  
Organizational Value

Organizations are recognizing that if they want to survive and prosper in the long run they need to strategically manage their intangible assets. New theories of strategic management such as the resource‐based view show that organizations can only gain sustainable competitive advantages if they are focusing on the development of their value drivers. Intangible assets such as know‐how, brands, copyrights, patents and relationships with customers or suppliers, are key value drivers in today’s business world. It is therefore critical for organizations to identify, understand, and manage these organizational value drivers. This article outlines the process of how organizations can identify their key resources – tangible and intangible – as well as their interdependence and causal dynamics to deliver value. An improved understanding of the strategic resource architecture helps to overcome causal ambiguity of how value is created and helps to direct resource allocation and competence acquisition.

scholarly journals Effective synergic interaction of strategic business units of diversified company

2017 ◽  
Vol 15 (4) ◽  
pp. 38-49 ◽  
Author(s):  
Oksana Zhylinska ◽  
Alla Stepanova ◽  
Iryna Horbas’
Keyword(s):  
Global Economy ◽  
Synergistic Interaction ◽  
Building Ceramic ◽  
Competitive Advantages ◽  
Management Tools ◽  
Joint Activities ◽  
Business Units ◽  
Long Run ◽  
Strategic Business Units ◽  
Sustainable Competitive Advantages

Integration processes in the global economy promote the development of diversified integrated companies, representing a group of legally and economically independent and/or affiliated companies that carry out joint activities based on interaction and interconnections development. It is the study of the interconnections of strategic business units of diversified companies that allows to distinguish synergistic interaction features, which, in the long run, ensures the achievement of sustainable competitive advantages for companies. The main purpose of this study is to distinguish the features of the synergistic interaction of strategic business units of diversified companies and the creation of management tools for them. The authors developed and presented the simulation model for managing the interaction of strategic business units of diversified companies based on synergy and proposed an algorithm for its application in real business practice for a company operating in the building ceramic market.

scholarly journals A strategy to increase the competitiveness of аgro-industrial enterprises

2021 ◽  
Author(s):  
Anatolii Kobets ◽  
◽  
Igor Vinichenko ◽  
Oksana Honcharenko ◽  
Larysa Kurbatska ◽  
...  
Keyword(s):  
Strategic Management ◽  
Integral Condition ◽  
Theory And Practice ◽  
Poultry Meat ◽  
Competitive Advantages ◽  
Economic Activities ◽  
Management Tools ◽  
Industrial Enterprises ◽  
Business Entities ◽  
Market Saturation

The need for stabilization and development of agro-industrial enterprises, especially of the poultry processing sector, market saturation with domestic and imported goods, Ukraine's entry to the WTO as well as increased consumer requirements for quality and safety of products increase competition in the market of poultry meat. This necessitates the implementation of modern technologies into the market behavior of enterprises processing poultry meat, and the elaboration and implementation of a strategy aimed at achieving their strong competitive advantages should be an integral condition for the development of the enterprise. Creation of competitive advantages is the purpose of the enterprise’s strategic management, the determining factor of increasing its competitiveness. For this purpose, domestic enterprises both in domestic and foreign markets need effective tools of strategic management, which are used in the process of building a scientifically based strategy to increase their competitiveness. Its development, taking into account the operating specifics and factors ensuring competitive advantages of enterprises processing poultry meat, requires a systematic reasoning for the choice of the mechanism of its formation. In literature on economics, considerable attention is given to the problems of securing the competitive advantages of enterprises. Important scientific contributions to the development of the theory and practice of competitiveness, as an element of the enterprise’s strategic management, was made by well-known foreign and domestic scientists, in particular G. Azoiev, S. Anokhin, O. Arfiev, I. Bily, I. Blank, Y. Brigkham, V. Vasylenko, O. Vykhansky, V. Ivanov, S. Kozlovsky, L. Kostyrko, S. Pokropyvny, M. Porter, R. Solow, A. Thompson, J. Schumpeter, A. Yudanov and others. To the study of theory, methodology and formation of strategies to achieve competitive advantages, especially in agricultural enterprises in the conditions of increased competition, are devoted works by T. Akymova, V. Andriychuk, L. Berezina, I. Vinichenko, O. Honcharenko, P. Makarenko, M. Malik, L. Melnyk, L. Marmul, L. Mykhailova, O. Oliynyk, P. Sabluk, O. Skydan, I. Cherven, O. Shpychak, O. Shubravska, O. Ulianchenko and others. However, the issues of a systematic approach to building a strategy to increase the competitiveness of agro-industrial enterprises remain insufficiently investigated, as well as the research into its role of ensuring sustainable development of business entities, the use of internal marketing tools for the development of a company’s key competencies, the development of management tools and effective ways of ensuring the effective managerial process, taking into account the specific economic activities of enterprises engaged in poultry meat processing. The above-mentioned necessitated a separate scientific research.

scholarly journals Competitive development of subjects of the agri-business: theory and practice

2018 ◽  
Vol 28 (4) ◽  
pp. 86-91
Author(s):  
O. Mandych ◽  
S. Kalinichenko ◽  
T. Duyunova ◽  
O. Sekovoy ◽  
A. Mykytas
Keyword(s):  
Strategic Management ◽  
Methodological Approach ◽  
Management Strategies ◽  
Theory And Practice ◽  
Competitive Advantages ◽  
Commercial Activity ◽  
Management Tools ◽  
Innovative Strategies ◽  
Long Run ◽  
The Subject

The necessity of practical use of the definition of "competitive development of subjects of the agribusiness" were proved and determined in the work. The theoretical essence of this concept allows it to be understood as a type of development, which, while maintaining the necessary level of economic efficiency and improving market positions in a competitive environment, is capable to shape the potential of increasing the competitiveness level in the long run through the use of strategies and the instruments of management strategies which oriented, first of all, on the formation of competitive advantages. It was proved that the provision of competitive development is possible through the introduction of strategic management tools, which suggests an understanding of the strategy as an integrated model of a specific long-term development direction. The principles of the formation of strategic management, which include guides of activity, both in the internal environment of the enterprise and in the external, were generalized and formed on the basis of the integrated methodological approach; approaches to managing competitiveness through the formation of certain competitive advantages; levels of adaptation of separate approaches and models, which will differ according to the fields of activity of the subject; general strategies, which are specified for the specifics of individual situational approaches in functional and operational load; a methodological approach based on the formation of strategic zones of economic activity of the subject of agribusiness, as well as on obtaining competitive advantages through the use of various innovative strategies of agribusiness. The concepts of generation, implementation, realization of strategic management of competitive development of subjects of the agribusiness were substantiated on the basis of the use of elements, components and tools of the possibilities of introducing logistic and marketing activities to the main production and commercial activity of economic entities in the field of agrarian production.

scholarly journals Transaction Cost Economics and Recource Based View: complementary aspects in the treatment of governance structures

2015 ◽  
Vol 8 (2) ◽  
pp. 173 ◽  
Author(s):  
Cleiciele Albuquerque Augusto ◽  
José Paulo De Souza
Keyword(s):  
Transaction Cost ◽  
Institutional Economics ◽  
Transaction Cost Economics ◽  
New Institutional Economics ◽  
Governance Structures ◽  
Competitive Advantages ◽  
The Individual ◽  
Sustainable Competitive Advantages ◽  
Complementarity Theory ◽  
Theoretical Foundations

The transaction cost economics (TCE), in the field of New Institutional Economics, have been shown as one of the most elaborate theoretical and explanatory constructs of arrangements existing in organizational reality. However, recent studies have sought on the Resource Based View (RBV) approach the theoretical foundations about setting these arrangements, in addition to highlighting a required complementarity between TCE and the RVB in understanding how they are formed. In this sense, the objective in this article was to understand how the complementarity theory TCE and RBV explain the configuration of the governance structures in the context of New Institutional Economics. The discussion presented in the form of essay, demonstrated that resources and differentiated capabilities could provide the basis for the proper choice of governance structures. These structures, in turn, are chosen in order to protect and achieve sustainable competitive advantages from these resources. Thus, that the complementary view of TCE with RBV is able to encompass more fully the aspects related to the choice of firm boundaries, minimizing the individual limitations of these approaches in terms of strategic analysis.

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