BABCOCK UNIVERSITY,

ILISHAN-REMO, OGUN STATE

AN ASSIGNMNET IN PARTIAL FULFILMENT OF THE COURSE:

PRINCIPLES OF STRATEGIC MANAGEMENT (PBAD 411)

TOPIC:

SUMMARIZE CHAPTER 1 2 AND 4 OF STRATEGIC MANAGEMENT FOR

DEVELOPMENT PROGRAMME.

DEPT:

PUBLIC ADMINISTRATION

NAME:

ADEDIRAN TEMILADE NASIRAT

MATRIC:

12/0981

LEVEL:

400

LECTURER:

PROF. FEMI AJAYI

DATE:

21TH SEPT, 2015.

 CHAPTER ONE: CONCEPT AND STRATEGY MANAGEMENT

The steady flow of technology was a result of the efforts of the executives and academics to

improve the management process. Under the integrated approach management practices as of

today is best seen as a portfolio of power, individual and sometimes overlapping procedures.

Strategy management is most accurately perceived as an integration of the existing

management philosophies into a unified and streamlined approach to the duties of the

organizational leadership. Under the management chain, strategy management approaches the

management function as a chain of events, whereby each link is of equal importance and

deserves equal attention. Two extreme ends of management cycle: planning and rewards. The

overall effectiveness of the management process can be measured by strength or weakness of

its less capable component. This management chain must be done often and repeatedly.

Task of developing the charter of objectives under corporate strategy is reserved exclusively

for the senior executive echelon of the organization, this charter must be introduced

throughout the levels. Senior management is the author of corporate strategy. The

management of an organization’s various strategic business units is much closer to the

threshold of operation than senior management thereby making the middle manger very

important. The key areas of resources to be focused on are: financial, human, physical and

organizational resources. The strategic management recommendation is classified into four

categories which are: build, maintain, harvest and divestiture strategies. The major

contribution of the middle management is the strategic business unit analysis and the formal

strategy recommendation. The execution and control of any organization could either be short

or long term programme. A natural companion for any control system is the reward process.

Strategy management attempts to be an integrated and efficient approach to managing an

institution. Traditionally there is only one entrepreneur in an organization that is the

LEADER.
 CHAPTER TWO: THE SCOPE OF STRATEGY MANAGEMENT

In understanding the applicability of strategy management to any given organization, it must

be addressed either theoretically or practically, because conflicting results are often possible.

Strategy management is a logical approach that tries to match the organizations potential

activities to both the needs of the society which it serves. The nature of the industry itself has

little influence on the decision of whether strategy management is applicable. Due to the fact

that all organizations have goals and objectives this make strategy management essential to

them and by this there is no enterprise or institutions which are theoretically unsuitable to the

concept of strategy management.

Strategy management in practice can be render impractical due to some significant obstacles

but what matter most is the pattern in which this obstacle comes from. Even though strategy

management has been described as a simple, logical approach to planning, execution and

control, but the degree at which the physical and emotional effort is required to make the

process function is not known. But, nonetheless strategy management is suitable for good

managers while it’s unsuitable for the bad mangers.

The size of an organization is very essential and has a lot to do with strategy management.

Although there are theoretical and practical side to the question of how an organization sizes

affects its suitability for strategy management. The primary strength of strategy management

is seen in the area of communication and coordination and difficulties in these two areas

increase in direct proportion to the size of the organization. The small organization should not

be discouraged because they can still use strategy management and it would be of good

importance to them. They should just endeavour to use it for purposes of providing direction

and control. All parts of the organization should know that they have at least one or two roles

to play in the fulfilment of its objectives.

 CHAPTER FOUR: CONCEPT AND SCOPE OF DEVELOPMENT PROGRAMMES

Macro planning is also known has development planning. Macro-economic planning has

become a fashionable tool of development in the developing countries of the world for nearly

three decades now. Macro planning entails varying degrees of public intervention in

economic and social activities. This macro plan consists of several development programmes,

depending on public interventions being envisaged during the plan period. Performance is yet

to match the expectations of various developing countries that have allotted significant

resources to development programme and the impact of this development programme on

rural areas has been dismal. The concern about management of development programmes can

be traced to the dissatisfaction with the performance of development plans and programmes.

There is threefold classification of development programmes: sectoral, regional and inter-

sectoral programmes.

Development plans typically consist of numerous programmes organised and managed by

public agencies. Sometimes, development programmes are organised for specific regions or

areas of country. All these programmes are commonly organised by ministries or department.

In other to understand the scope and nature of development programmes properly, four

distinctive features must be known, which are: policy sanction, development focus,

organizational identity and replication. All the above listed features characterise all

development programmes whether sectoral, regional or inter-sectoral. But pilot projects,

experimental interventions and crisis programmes rarely possess all these four features.

Development programmes life cycles can be divided into three phases which sometimes

overlap. The phases are: pilot phases, replication and adaptation phases and maturity phases.
 CHAPTER ONE: THE NATURE OF MANAGEMENT (REVIEW)

Management is an inevitable thing in every day to day activity of human. Management as it is

does not have a single definition because individuals have different meaning for it. In the

words of lawal (1993)’ management is the process of making prudent use of an organization

resources in order to achieve the pre-determined goals’’, while Brech (1975) defined

management as a social process where in the social process consists of planning, control,

coordination and motivation.

A manager is someone who specialises in the work of planning, organising, leading and

controlling the efforts of organizational members and effective use of organizational

resources in order to achieve organizational goals and for a manager to fully carryout his

duties he must possess various qualities like: communication, creativity, handle conflicts etc.

the distinguishable types are: strategic, tactical and operational managers.

The basic aim and objectives of management is to see to the effective and efficient running of

the organization. Planning, organizing, staffing, directing/leading, coordinating and

controlling are the expected functions of management while the mangers roles falls into:

interpersonal, information and decisional.

There are various indicators of measuring organizational effectiveness and managerial

performance like: productivity, efficiency, Profit, quality, growth, flexibility and many more.

Two types of skills needed by managers to perform their work: Generic and Job related skills.

Traditionally, in management there are three basic levels of management, which are: first-line

Middle level and top level management. Management is studied in order to understand the

principles, concepts, and theories and also to learn how to apply them in the process of

managing.