what is the difference between policy and strategy pdf

What Is The Difference Between Policy And Strategy Pdf

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Business Policy defines the scope or spheres within which decisions can be taken by the subordinates in an organization. It permits the lower level management to deal with the problems and issues without consulting top level management every time for decisions.

Differences between Policy and Strategy

All successful business ventures are based on pre-determined mission, vision and other policy statements. Most companies have got clearly outlined business strategies and policies. The strategies and policies are incorporated into business plans.

The means by which the strategies and policies are developed vary from company to company. The case study of Corning has identified how some organizations craft their policies and strategies. This discussion focuses on the difference between a policy and strategy; then go on to look at how these can be crafted.

There is a strong link between a policy and a strategy. In general terms, a strategy is broader than a policy. A strategy is a broad policy framework which deals with what the business wants to achieve and how to achieve that. In strategic the document, such as a business plan, a number of strategic options are identified.

A policy, on the other hand, spells how to achieve a strategic choice. The policy spells out what needs to be done, when and how.

With a clear policy statement, standard operating procedures and standards are identified and explained. The business strategy is created by the top executive of an organization.

What constitutes the top executive varies from company to company depending on the size and organizational structure of the firm. In some cases the top executive is made by people such as the chief executive officer, the marketing manager, the chief operating officer, the financial controller and the human resources executive, among others.

These people meet during a specified period of time and do the planning. Below these top executives are other senior personnel who give their inputs during the strategic planning sessions. Managing directors, general managers and other senior managers are also involved. The middle managers write their proposals to the top executives.

The top management sits down and identify the best strategies for doing business. In the case of Corning, the top executives are the ones that make up the Growth and Strategy Council.

In the Growth and Strategy Council of Corning there are people such as chief operating officer, chief technology officer, and the chief executive officer. These people come together and meeting the lower managers in their prolonged discussions; it is in these meetings that the strategy for the business is identified and mapped out. The lower managers give out their presentations on the various strategic issues, strategic challenges and opportunities that the business has.

After the deliberations with the lower management echelon, the executive identifies the strategies to adopt. The strategic choices are identified after long process of analysis, starting from the environmental analysis. The strategy choices available are vetted through rigorous process.

They may use questions to analyze the strategic options. They may use some evaluation criteria to identify the strategy choices. The strategic choices may be vetted out by finding how each of these can help the firm to acquire competitive advantage, how each can lead to achievement of the business goals, how each of these fits into the organizational culture and feasibility issues.

Some organizations use aspects of the balanced score board to assess the strategies available. They assess these on how they would enhance the financial performance of the firm, how it could assist in meeting customer expectations, how it could assist in meeting the needs of the internal customers and how that could foster the learning and growth of individuals, groups and teams.

The same means of identifying the policy and strategy at Corning is the one which most companies use. When I was working at Zimuti Pvt, this is the method that had been applied. All section managers could meet during certain periods of the year and map out these plans. Since Zimpost is a national organization, some committees are introduced at provincial level.

They map out their strategies which are then evaluated by a national strategy committee. The involvement of provincial strategy committees is done to source various ideas and possibilities. The committees would then forward their drafts to the board of directors who approve them, with or without amendments.

With State Enterprises in Zimbabwe, the heads of each provincial unit meet and map out their strategies at a central platform. It is the responsibility of individual unit heads, to first consult with their staff.

What is similar in the various means of identifying the policy and strategic choice is the wide consultation platform that is created. The lower and middle managers put their ideas in the planning process; the top management sifts the information and gets the best ideas. Drafts of the business plan may be circulated to lower management members to seek additions and subtractions before the final policy and strategy document is finalized and adopted.

It is clear from the example of Corning that policy committees that are made of senior people can be used effectively in strategic planning.

There should be wide consultations if the best strategies and policies are to be put in place and be adopted. In order for a business venture to thrive it needs to have a clear strategy that supports the vision of the organization.

A strategy is an action plan. Some people say that a strategy is a broad intent. It spells out what the business needs to do in order to survive. There are various ways in which strategy can be crafted and implemented. This discussion will concentrate on three schools of strategy making namely: the planning school, the positional school and the resources based one.

Some examples shall be given on each of the schools. There is no school of thought, as far as strategy is concerned, which is superior to the other. In some cases people make a strategy that is based on views of these three schools of thought. The first school of thought is the planning one. The planning school is based on a number of factors and issues. One of the things to be considered according to this school is the past trends. During the planning process the team needs to look at what used to take place within the last three to four years.

From there the team can now make a forecast of what is likely to happen in the future and then make a plan around that analysis. Another essential aspect of planning in this case is how stable the organizational structure is.

With this planning there is centralization. The plans are made by appointed people and needs to be approved by a group of people, for example the chief executive officer or the board of directors. In this planning there is need to align the needs of the firm with what is happening in the environment. This means that factors such as political, social, economic and legal must be considered during the planning process. Some examples of this school of strategic planning is when the company is planning to expand its business by penetrating the existing market or when there is a new product that has been developed and which needs to be launched.

This strategy can be used in market development and diversification process. The next school of strategy is positional one. With this one there is need for being very analytical with the existing system and new intentions. There is need to have a strong understanding of various factors that affect the operation and viability of the firm.

The firm must analyze the market critically and find out how best its products and services fit in that environment. There is need, as well, to base the planning on the performance of the organization. So there is need for performance measurement process.

These factors are used to show the extent of the market growth. The third and last school of strategy to talk about is the resource based one. This school bases the planning process on what resources the company has. The resources would include financial, structural and human capital. The performance of the firm is dependent on these resources and these resources must be effectively and efficiently used. Hence, there is need for careful planning, centered mostly on how the company can use its internal resources.

The premise of this school of thought is that the performance of the firm is based on how best it utilizes its own resources. However, this school of planning has got one problem; that of ignoring the external factors, such as political, social, legal and economic that affect the performance of the business.

An example is how a company plans its budgets, use of performance management and then uses audits to ascertain the use of its resources. This essay has looked at how the company makes its strategic plans in order to achieve competitive advantage. The three schools of thought are essential as they provide a theoretical framework or guidance on how to come up with a company strategy. Instead of sticking to one of these schools, it would be best to make use of the information from all the three schools of thoughts in regards to strategy making and implementation.

People have various mental makeups. This leads to people to behave, act and have differing life styles. There are various types of personalities; examples of personality types include extrovert, introvert, sensing, thinking, perceiving, feeling and judging personalities. This essay will explore tow personality types namely, introvert and extrovert. Then the writer will focus on three learning styles.

Extroverts are different from introvert; the differences are based on their behaviour and mental disposition. Extroverts are action packed people who tend to focus on the outer world for their support and energy.

They enjoy socializing a lot with various people. They like a lot of interaction, with people they know or new people. They like to talk a lot and like consulting other people if they have got some problems. Whenever they are doing other activities they like a lot of talking. In order for them to learn they require to mix with other people and discuss things. They are willing to be engaged in a lot of activities as a means of learning.

Strategy and Policy

Values-driven, morally compliant marketing programs are essential for maintaining an ethical company culture. Ethical marketing is a package deal that starts with a strong marketing policy statement. This policy then becomes a framework for creating marketing strategies that align with marketing objectives and maintain the reputation of the business. A marketing policy is similar to a business code of ethics. Although some are more specific than others, each addresses aspects of responsible marketing the business considers most important.

Policy is contingent decision, whereas strategy is a rule for making decision. A contingent even is recognised because it is repetitive, but the time of its specific occurrence cannot be specified. It is not worth while to require a new decision on what should be done each time when a contingency arises. It is better to prescribe, in advance, the response to be made whenever a specified contingency occurs. This is done through policy formulations. Specification of strategy is forced under conditions of partial ignorance when alternatives cannot be arranged and analysed in advance. The strategy decision is taken under the conditions where all the facts are not known, which may not be lasting because of the further knowledge of the facts.

Difference Between Strategy and Policy

Policies are the formal rules of an organization that inform employees about decision-making. Policies are designed by upper-level managers to help standardize the internal decisions of their organization, and are therefore relatively inflexible and universal. Strategies can take many forms within a single organization. Formal strategies like strategic plans are institutionalized at the highest level of the organization, and assist all employees in reacting to uncertain situations and changing markets.

In business practices, policy and strategy play a vital role. Generally, they are thought to be similar in many ways. However, there are very different from each other even in their core definitions.

All successful business ventures are based on pre-determined mission, vision and other policy statements.

Key Differences Between Strategy and Policy

Неужели он ее трогает. Она не сразу поняла, что он пытается застегнуть верхнюю пуговицу ее блузки. - Сьюзан, - позвал он, задыхаясь.  - Ты должна помочь мне выбраться отсюда. Она ничего не понимала. Все это было лишено всякого смысла. - Сьюзан, ты должна мне помочь.

 Если бы я шутил… Я поставил его вчера в одиннадцать тридцать вечера. Шифр до сих пор не взломан. Сьюзан от изумления застыла с открытым ртом. Она посмотрела на часы, потом на Стратмора.

 Каждый, кто к нему прикоснется, будет уничтожен. Повисла тишина. Наконец Нуматака спросил: - Где ключ. - Вам нужно знать только одно: он будет найден.

Difference between Policy and Strategy

 - Почему же так долго. - Ты явно не в себе, - как ни в чем не бывало сказал Хейл.

4 comments

Odila R.

Manual de microbiologia e imunologia pdf manual de microbiologia e imunologia pdf

REPLY

Bschreiber

Definitions: Policy & Strategy. Policy: • A course or principle of action adopted or management_GDSpdf northcornwallnt.org

REPLY

Cuasimodo E.

The following are some of the differences between strategies and policies.

REPLY

Bryan B.

As the number of policy directives received by health professionals increases it is worth outlining the difference between policy and strategy in the context of health care.

REPLY

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