Generally, the term barricade or strategy is used in the context of war by looking at the preparedness of the enemy and determining his strategy to defeat him. But nowadays this word is also being used widely in the field of business. Frontline or strategy is a plan designed to counter special situations arising out of the policies of competitors. The long-term strategy that is made to face the competitive institutions in business is called building a barricade or strategy. In today’s era, it is very important for the managers to be skilled in barricading. Managers have to do internal fencing along with external fencing. For this, the organization should also have an intelligence department, which can reveal all the secrets in the competitive business world and on the basis of these information, the strategic or strategy or barricade of its business can be built. Thus it is clear that the policy made to protect the business from future hazards is called strategy or barricading.
(1) Robert N. According to Anthony, “Strategy is the result of the process of determining the objectives of the organization, the changes in the objectives, the resources used to achieve these objectives and the decision to obtain and appropriate these resources.”
(2) According to Macfarland, “Strategy can be defined as the behavior of executives aimed at achieving company or private objectives in a competitive environment”.
To achieve success and based on the actual or potential actions of others.
Characteristics of Strategy
The main features of strategy or strategy are as follows: (1) Formulation of strategy Strategy or barricade is made by high level managers which is implemented by middle and low level managers.
(2) Necessity in specific unfavorable situations – The need of strategy is not required in normal circumstances but in specific unfavorable situations when there is a threat looming over the institution. It is prepared keeping in mind the objectives of the organization in those specific adverse conditions. In these specific adverse situations, the strategy is determined according to the priority of the objectives of the organization.
(3) Force on the use of human and material resources – The strategy or barricade is not made only for the guidelines, but for its attainment, emphasis is given on the proper use of all human and material resources.
(4) Long term planning strategy or fencing is a long term plan which is prepared keeping in mind the far-reaching effects.
(5) Comprehensive and coordinated planning strategy or barricading is a comprehensive, integrated and coordinated plan in which all the activities of the organization are considered.
(6) Flexible nature The strategy or barricade is of flexible nature in which changes can be made as per the requirement.
(7) A forward looking strategy is always forward looking, not backward looking. It is prepared for the attainment of a future objective or goal. Strategic action is always needed in new situations. Thus strategy is only concerned with the future. Yes, it can benefit from the previous analysis.
(8) With regard to the strategy to be implemented properly, it is important that only
It is not enough to determine the appropriate strategy but also to implement it properly. is absolutely necessary. The slightest carelessness in this regard can become a bone in the neck of the organization. Is.
• Strategies or garrisoning or types of tactics
Types of Strategy –
Tactics or barricade or strategy are of the following two types (1) External Strategy While making such a mochabandi, the external conditions are kept in mind. The help and advice of all the employees is taken while making this barricade.
(2) Internal Strategies – By internal barricading or strategy, such a barricade is made for the internal difficulties of the organization. While making this barricade, the problems of the employees, their conflicts etc. are kept in mind. In this way, the strategy which is prepared to solve any problem arising within the organization is called internal strategy.
building a barricade or strategy
Formulation of Strategy The following steps are included in the process of building a strategy or a barricade or strategy go
(1) Knowing the objectives The first step to be taken under the formulation of the strategy is to be aware of the objectives and goals of the organization. This is because the objectives of the organization and
Strategy is made only while staying within the limits of the goals. Even a slight deviation from the objectives and goals can bring the entire strategy to the door of failure. (2) Analysis of the external environment is the second step in the formulation of the strategy.
The external environment is to be analysed. There are many external factors which influence the decisions of the organization. External factors include economic environment, political environment, social environment, legal environment, customers, suppliers, competitors, public etc. All these elements are called the external environment of the organization. Changes in the external environment can also lead to good opportunities and threats or threats are also examples of opportunities arising from changes in the external environment – the discovery and development of new markets, providing more facilities by the suppliers, positive policies of the government Such as industrial policy, healthy export policy, reduction in taxes, reduction in rate of interest etc.
(3) Analysis of the internal environment – The third tax to be taken up in the formulation of the strategy is the analysis of the internal environment of the organization. The internal environment includes policies, organization structure, management information system, production system, production capacity, etc. Analysis of the internal environment helps in identifying the strengths and weaknesses of the organization. Under this, it is seen that what is the level of managerial efficiency? What is the organizational set up like? How are the production methods? What is the production capacity? How is the performance of the employees? How is the distribution system? What is the status of R&D programme? e.t.c. By doing internal analysis of the organization, we come to the conclusion that how the organization can take advantage of the opportunities provided by the external environment.
(4) Corporate Analysis – By analyzing the external environment, we get to know about the opportunities and threats in the organization and by analyzing the internal environment, we get to know about the strengths and weaknesses of the organization. It gets detected. Doing so creates an amalgamated environment. It helps in the development of an integrated environmental strategy.
(5) Identification and development of alternatives In this, the basis of selection of alternatives is decided. Keeping in view the objectives and goals of the organization, some options are selected and after that they are developed.
(6) Selection of the best option The top management of the organization selects the best option or strategy with the help of experts. This is what is given the name of strategy or barricading or strategy.
(7) Implementation of strategy- Selection of strategy is the final process of formulation of strategy. After that it is implemented.
