The Role of International Strategy and Organizational Design

The current trend of foundation frugals dividing line sticker lays on the world system division of labor between the core, the marginal, and the semi-marginal countries/states. The barter is not isolated or knowledgeable but rather it participates foreignly or in the supranational commercialise and as such, this type of market is heavily modifyed by the dictates of the globoseization trends.The system of economicals and their period of fourth dimension and relations between these countries argon non-static and non-constant over long and short periods of time due largely to political, environmental and cultural changes vis vis the evolving idea of consumerism in the global community. The tralatitious concept of consumerism and commoditization of goods is largely challenged, hence, the business sectors/producers should construct an in force(p) strategy and an efficient transcriptional design to cope up with the world economic trend and at the same, fulfill the orga nization/companies objectives and visionary goals.The success, therefore, of an international company, lies on competitive action central to the combination of an effective strategical and traditional counseling. We do not displace the idea of traditional management (e.g. budgeting and marketing) because its ply is recognized as the core of business planning but rather, we check to rectify/improve the companys/organizations business performance by target shooting the errors and analyzing it indoors the context of the global market system (or the business environment) and the capabilities (e.g. assets, facilities, elections) of the company system.Critical to strategic management is the anticipation of changes in the economic system, in the demands of the consumers, new business technologies, competition, and (global) economic policy developments. Co-integration of the twotraditional and strategicwould give a reason of direction to the company in the globally competitive market .What would be an smart strategic management in the non-static global economic system? The strategic management for this is a six train schema (1) analysis of impertinent factors (2) scrutinizing internal factors (3) stratagem (4) execution and (5) performance assessment/evaluation.Arguably, the logic in analyzing the external factors lies in the structural level of social formation, but, we dispense this, in favor of the international conceptan approach that capitalizes on the wideness of transnational practices in three major sectors, political, economic, cultural with focus on transnational corporation influence and consumerism that of which had been the latest trend in global capitalism. Also, the splendor of technological improvements and their incorporation into the market is intangible in the analysis of external factors.The presence of competitors and economic policies should not be undermined the parameters set by international laws may be restrictive but nevertheless , they are designed to drive on a fair trading system competitors for a particular goodness should also be accounted since globalization is heavily mandated by the transnational corps. It is on the basis of such external factors the company will seek to determine to and construct the stratagem.The capacity of the organization, its parameters, its resources, its liabilities and its needs must be carefully examined. pecuniary status, the employed technology for the commodity, the operative management and the available facilities must be apt and can be competitive with the international companies. Leadership within the system and good working force are important elements. The organization should seek to answer the following in response to its internal social structure is the product globally competitive?After assessing the internal and external factors, invent the stratagem is the next point of economic action. Goal identification and the feasibleness of the plan being constructe d is high on the agenda. Crucial to this is the statistics of materialization, the impact on the company/organization, and products development over a timeframe. Critical points should be substantially identified as substantially as mitigating errors, alternative plans, and analyzing and defining jobs and responsibilities per level of organization. The stratagem developed should have the following characteristics (1) goal-oriented (2) creative, by-product of external and internal analysis and (3) strength-decisive/non-vulnerable in the market (4) feasible.The execution of strategy requires organisational design, resource allocation, and strong motivation. Organizational design involves efficient distribution of work force, recognizing their potential, and creating effective relations between the working people. Performance assessment is the last feel and is achieved by assessing the plan on its efficiency on its hows and ends. full stop monitoring of the work and assessing stati stical significance of produce as well as company growth are important evaluation points. The importance of such strategy is the actual/real test of the stratagem on the economic market.The strategic management places special attention to the environmental monitoring. such(prenominal) activity is inherently important during forecasting or anticipation of time to come economic events and other related global aspects which may otherwise affect the position of organization and its products in the global economic scheme. Present and historical trends and their change over time is prevalent in predicting scenarios that may be of value to the company. In strategic planning, predictions are important in that the decisions are made to be flexible.In recognizing the role of international strategy and organizational design in the global market, the organization/company takes an initial flavor in equipping itself against the highly volatile network of economic world systems and becomes, at t he most, competitive.ReferencesSklair, L. (1999). Competing Conceptions of Globalization. Journal of World-Systems Research, 5, 143-162.Aguilar, F. (1967). Scanning the business environment. NY Macmillan, Inc.