Stratigic Management Essay Example | Topics and Well Written Essays - 3000 words

Stratigic Management - Essay Example This is designed to achieve the objectives laid down by allocating resources for plan and policy implementation, including the programs and projects an organization undertakes nationally or internationally (Kim and Stimpert 2004, p.39). Strategic management generally offers a way through which a sensible scorecard can be drafted. The scorecard is a means through which an organization will have a clear evaluation of its overall performance and be able to evaluate itself in terms of general business evaluation in view of its progress towards the drawn objectives. Others studies indicate that, there is consistency in terms of strategies only when the actions and behaviors of the organizations get consistent with the set goals and objectives, including the expectations of the management as a team of leadership in the organization. Consistency will be realized when also the actions of the organization are consistent with the market and its context at various stages; because the market sit uations keep fluctuating every now and then (Wheelen and Hunger 2003, p.46).The consistency of the organization is supposed to match up the market changes for its competitive advantage (Deephouse 2006, p.48). Findings show that strategic management involves the board of directors or the management team and key stakeholders who form part of the team that sets objectives and goals of the organization including the allocation of key resources necessary for achieving the goals set. In general, strategic management is essential in helping an organization to formulate and implement policies that assists in aligning it with its environment so that the set goals can be achieved in the end. A global organization needs a good and structured management model depending on its choice of operation, size, and the need to comprehend investor requirements and views. Various strategic management approaches key to the evaluation process of an organization, especially an organization that has global pr esence in foreign markets, exist. Universal (systemic), conventional, ‘evolutionary’, and ‘processaul’ methods. Studies related to these approaches indicate that, descriptive schools give a description on how strategies need to be implemented to achieve the best results for an organization (Pine and Gilmore 2005, p.43) . On the other hand, prescriptive schools of thought are used in designating- the perceived best practices for achieving set goals in line with the objectives. To start with, concerning the strategic management approaches, the strategy formation, which is classical school; emphasizes that the preliminary undertaking in view of strategic management. This involves the formation and dissemination of the vision, and the mission statements of the organization (Kroll 2005, p.60). This gives the organization specifications concerning the scope of activities and the target markets that the organizations intends to serve. This is followed by the perfo rming of situation analysis, contender analysis (internal and external), self-examination, and examination of both micro and macro environments of a business. The organization and its historical background The basis of this discussion will largely explore global strategies revolving around Dell Inc. as an international business. According to studies, Michael Dell in Texas founded Dell as a multinational information business organization in mid 1980s; it had its

Consumer Behaviour and Retail Marketing Strategy Essay

Consumer Behaviour and Retail Marketing Strategy - Essay Example Consumer behaviour refers to the overall attitude, preference, intention as well as the decision made by a consumer concerning the purchase of products or services in the market. The study of consumer behaviour aims at establishing the path that consumers follow in arriving at the decision to buy or not to buy a particular product from a range of similar products available in the market (Strack, Werth & Deutsch 2006). This knowledge is very important for any marketer in formulating the marketing strategy of his products and be able to predict what will happen in the future especially in a market environment chareacterised by stiff competition. This research will first demonstrate a clear understanding of consumer buying process and then propose a retail marketing strategy based on the theories of consumer behaviour. There are various factors that influence the decision making process of consumers ranging from internal, external, individual as well as environmental. However, these factors generally fall into three major classes; sociological, behavioural and economic factors (Strack, Werth & Deutsch 2006). It is very vital for any marketer to have a good knowledge of all these determinants to be able to predict the performance of his products in the market before introduction. Therefore, the best marketing strategy will come after a good understanding of the factors that influence consumers to buy, since the marketer will then know whether his products possess the characteristics that will influence consumers to buy his products or not. This refers to the influence of the members of the family, influence from group references and leaders opinions, influence from the social class as well as the culture of the people on the buying behaviour of consumers (Moutinho 1987). It is common knowledge that in every family there is the idea of specialisation and every family

FEA Assignment Example | Topics and Well Written Essays - 1750 words

FEA - Assignment Example The results are then used to undertake weight optimisation of the model. The limits of the redesigned model are the face bearing the load, strength of the load and the fixed points which are not alterable. The only changing variables are the geometry and materials used. The model was then analysed in the SimulationXpress Analysis Wizard. The first step in this process was to fix the position of the 4 holes where the bracket will be fastened to the body of the structure. This is carried out in the fixtures section and the faces assigned as fixed geometry as shown in figure 2. This fixes the lower section of the bracket to its location in the machine, structure or component where it will be employed. The external load on the geometry is a force of 1kN and is applied on the region of 750and 50mm from the upper section of the load bearing face. This force does not act on the whole region hence a sketch is created 50mm from the upper section and creating a split line to allow the force to applied on the hatched region of the load bearing face on the drawing. Figure 3 shows the model with the split line created. The simulation results are produced giving the stress, displacement, deformation and the safety factor. Determining the maximum displacement and stress is the key objective at this point. The maximum Von Misses stress is 737.96mPa while the yield stress is 620.422mPa. This shows that the stress experienced is higher than the yield stress and hence failure due to the 1KN load applied. This is shown in figure 5. The results from part A are used to carry out a redesign of the bracket which are then validated with Finite Element Analysis. The main objective of this redesign work is to reduce the weight of the bracket by at least 10% and the deflection should not be more than 10%. In this redesign work, the material was the main focus for reducing the weight of the bracket. The aim was to select a material similar to steel but is lighter in weight. Aluminium

Consumer Behaviour and Retail Marketing Strategy Essay

Consumer Behaviour and Retail Marketing Strategy - Essay Example Consumer behaviour refers to the overall attitude, preference, intention as well as the decision made by a consumer concerning the purchase of products or services in the market. The study of consumer behaviour aims at establishing the path that consumers follow in arriving at the decision to buy or not to buy a particular product from a range of similar products available in the market (Strack, Werth & Deutsch 2006). This knowledge is very important for any marketer in formulating the marketing strategy of his products and be able to predict what will happen in the future especially in a market environment chareacterised by stiff competition. This research will first demonstrate a clear understanding of consumer buying process and then propose a retail marketing strategy based on the theories of consumer behaviour. There are various factors that influence the decision making process of consumers ranging from internal, external, individual as well as environmental. However, these factors generally fall into three major classes; sociological, behavioural and economic factors (Strack, Werth & Deutsch 2006). It is very vital for any marketer to have a good knowledge of all these determinants to be able to predict the performance of his products in the market before introduction. Therefore, the best marketing strategy will come after a good understanding of the factors that influence consumers to buy, since the marketer will then know whether his products possess the characteristics that will influence consumers to buy his products or not. This refers to the influence of the members of the family, influence from group references and leaders opinions, influence from the social class as well as the culture of the people on the buying behaviour of consumers (Moutinho 1987). It is common knowledge that in every family there is the idea of specialisation and every family

Pollution in Lake Michigan Research Paper Example | Topics and Well Written Essays - 750 words

Pollution in Lake Michigan - Research Paper Example The researcher states that Wetlands present one of the greatest opportunities for conservation exercises, in a modern world faced by myriad environmental scares. Inland lakes everywhere in the world are perhaps among the only environmental treasures that the world has to protect due to their diversity and environmental importance. In the United States, pollution continues to be the major threat to the integrity of such treasures, which have a chance to be protected with the right approaches. The importance of the Great lakes that hold about a fifth of the entire earth’s fresh water cannot be ignored. Pollution concerns of the Great Lakes have been raised by conservationists, inspiring conservation interventions to be designed and carried out. A highlight of the state of pollution, pollutants and conservation interventions at Lake Michigan is made in this discourse. Specific projects already on the ground by various interagency cooperation plans include the elimination of basic pollution regulations implementation plans around the Lake with follow-ups by state and federal authorities being placed under strict watch. Some of the individual conservation projects carried out by various agencies on the Lake include those by; Michigan Dune Alliance and Michigan Farmland Protection among others. It is then concluded that the Lake Michigan Shorelands Alliance is powerful agency that facilitates the conservation input at the Lake, alongside other government and non-governmental agencies at the site.

Mini was a little girl, who was unusually fond of conversations Essay Example for Free

Mini was a little girl, who was unusually fond of conversations Essay Mini was a little girl, who was unusually fond of conversations. She had a makeshift mind that moved between various topics within her scope. Although she was young, she could start a conversation with people double or even triple her age. Eventually she became friends with Rahamat, an Afghani money lender, whom she fondly called Kabuliwala. It was a delight to watch the two banter. Rahamat, was a tall, bearded man, who carried a sack on his shoulders while Mini was a tiny little girl who would chatter all the way. Initially Mini, was afraid of interacting with him, because she believed that Rahamat abducted little children in his sack. But Rahamat, because of his obvious fondness for the little girl, broke the ice, by presenting some raisins and apricots from his bag. Mini came from an aristocratic Bengali family and Rahamat was just an ordinary fruit peddler from Kabul yet it seemed like they were close chums. The two friends had a few stock phrases and jokes which were repeated in their conversations. For example, the moment she saw Rahamat, she would ask with a hearty laugh, ‘Kabuliwala, O Kabuliwala, what is in your sack?’ Adding an unnecessary nasal tone to the word, Rahamat would roar, ‘Hanti.’ The essence of the joke was that the man had an elephant in his sack. Not that the joke was very witty, but it caused the two friends to double up in laughter, and the sight of that innocent joy between a little girl and a grown man on autumn mornings used to move Mini’s father deeply. However Mini’s mother wasn’t too pleased with the growing friendship between Rahamat and her daughter and often nagged Mini’s father to keep an eye on him. One fine day, her worries came true; when Rahamat was arrested on charges of stabbing a man because the man had denied the debt he owed Rahamat, in the heat of the argument. Rahamat was in the midst of hurling abuse in an obscene language at the dishonest man when Mini came running out of the house, shouting, ‘Kabuliwala, O Kabuliwala.’ In a flash, Rahamat’s face was filled with expressions of happiness. Innocently Mini asked him, ‘Will you be going to your in-laws’ house?’ ‘That’s exactly where I am going,’ Rahamat replied with a laugh. When he noticed that Mini did not find the answer quite amusing, he pointed to his hands and added in his heavily accented, broken Bengali, ‘I would have beaten up the in-law. But what can I do, my hands are tied up.’ Charged with grievous injury, Rahamat was sent to jail for several years. That was the last time that Mini saw him and quite child-likely forgot all about him as she grew up. Several years passed. Mini’s wedding match had been fixed. On the day of the wedding, her father was busy looking at the wedding accounts when a man appeared before him, he had no bag, nor the long hair, nor the same vigour that he used to have. But he smiled, and Mini’s father knew it was Rahamat. Mini’s father knew what he had come for. But he refused to allow him to meet Mini as he thought that it would be bad omen. Disappointed he put his hand inside his big loose robe, and brought out a small and dirty piece of paper. With great care he unfolded this, and smoothed it out with both hands on my table. It bore the impression of a little band. Not a photograph. Not a drawing. The impression of an ink-smeared hand laid flat on the paper. This touch of his own little daughter had been always on his heart, as he had come year after year to Calcutta, to sell his wares in the streets. Tears came to Minis fathers eyes. He forgot that he was a poor Kabuli fruit-seller, while he was nothing more than he. He also was a father. That impression of the hand of his little daughter in her distant mountain home reminded him of his own little Mini. When Rahamat saw Mini after all these years, he staggered. He could not revive their old friendship. At last he smiled and said: Little one, are you going to your father-in-laws house? But Mini now understood the meaning of the word father-in-law, and she could not reply to him as of old. She flushed up at the question, and stood before him with her bride-like face turned down. Mini’s father deeply touched by what had just happened gave Rahamat, enough money to go back and see his own daughter in Afghanistan. Having done this, he had to cut down on some of the marriage festivity costs, but to him the wedding feast was all the brighter for the thought that in a distant land a long-lost father met again with his only child.

Internal And External Factors That Impact Organisational Business Essay

Internal And External Factors That Impact Organisational Business Essay Every company has an unique organisational culture. Its culture derives from its past, its present, its current people, technology and physical resources and from the aims, objectives and values of those who work in the organisation (Lynch 2003). In recent years there has been increasing recognition of the role that organisational culture plays in the formulation and implementation of firm strategies and in influencing the success of those strategies. According to Deal and Kennedy (1982) research, they also stated that organisational culture defines the success or failure of organisation. Therefore, it is important to understand culture in an organisation as to help organisational leader in making management decision and in achieving excellences strategy. It is necessary to view strategic management from a cultural perspective because successful organisational performance often rests upon the degree of support that strategies receive from the organisations culture (Hodge 1996). Organisational Culture Definition of Organisational culture and its importance to strategic management. When any group of people live and work together for any length of time, they form and share beliefs about what is right and proper. They establish behaviour patterns based on their beliefs, and their actions often become matters of habit which they follow routinely. These beliefs and ways of behaving create the culture of the organisation. Culture is a pattern of shared tacit assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, which has worked well enough to be considered valid in organisation and it is necessary to be taught to new members as the correct way to think, perceive, and feel in relation to those problems that occur in many organisation today (Schein 2009). Culture also influences the selection of people for particular jobs, which in turn affects the way in which tasks are carried out and decisions are made in an organisation. With the word of organisation added to the definition of culture, it can be defined as the patterns of beliefs, values and learned ways of coping with experience that have developed during organisations history, and which tend to be manifested in the behaviours of its members (Brown 1998). Organisational culture is the taken-for-granted assumptions and behaviours that make sense of peoples organisational context and it contributes to how groups of people respond and behave in relation to issue they face. It means that culture has important influences on the development of organisational strategy. Strong organisational cultures are important strategic asset as it is the heart of all strategy creation and implementation. In the early 1980s, Berry (1983) mentioned that by using culture, organisations could become more strategically effective. In order to support this statement, the popular global online book-seller known as amazon.com, used their culture which described as intensely customer-focused to drives their organisational strategy creation by focusing more on intensive training of each individual employee as these could reinforce the culture. As the result of using their culture and become more strategically effective, todays amazon.com has become one of the most successful online shop worldwide (Bezos 2007). Moreover, an effective strategic leader should understand and shape the culture of organisation in order that vision can be pursued and intended strategic implemented. This is something that leaders of Apple Inc. have applied, by leveraging their culture of innovation toward product as well as internal processes; they have been able to survive among their competitors as well as venture into new and profitable markets. In fact that in third quarter of 2012, Apple Inc. has made more than $35 billion revenue as this determine their success in technology industry (Fekete 2001). Moreover, organisational culture is dependent on the leadership such as particular individuals. For example, organisational culture of the body shop company is b ased on the commitment of their founder, Anita Roddick, to produce only environmentally friendly products (McGuire 2009). Through her commitment, nowadays The Body Shop has grown and prospers to become large and international businesses. From all examples above, it shows us the connection between culture and strategy of an organisation is necessary in order to understand roles of culture that affect the creation and implementation of strategy in an organisation. Key characteristics of culture in an organisation. There are some key characteristics of culture in an organisation. Firstly, culture can be shaped by people as employees personality and experience create the culture of an organisation. For example, if most of employees are very outgoing, the culture in the organisation likely to be open and sociable. The other characteristics are culture is negotiated; this is because culture cannot be created by only individual person. Employees must try to change the work environment, the direction, the way work is performed, or the manner in which decisions are made within the general norms of the workplace. Its difficulty to change is another characteristic of organisational culture (Heathfield 2012). Changing in culture require people to change their behaviours. It is often hard for people to unlearn their old way of doing things, and to start performing the new behaviours consistently. It takes time and effort to change the culture in an organisation especially in firms with strong culture. Ol der strong culture organisations have established stories, use symbols, conduct rituals and even use their own language. In this type of strong culture organisations, the core values are widely shared, respected and protected. However, according to Beamish (2008) research, he argued that culture is not static. He mentioned although a strong culture is extremely resistant to change but culture is not static. Once a culture is established in an organisation, it tends to be reinforced by the types of leaders chosen, by the selection, induction and training processes, by the systems, procedures and structures, and by the statements and communications of senior leaders about the way things are done around organisation. In addition, overtime, the environment changes, new technologies develop, new social norms occur, and new competitors emerge, cultures will evolve to match these developments (Beamish 2008). For example, as new technology developed, CEO of General Electronic (GE), Jack Wel ch develop new strategy calledGrowYourBusiness.com, aimed at getting the various businesses to embrace electronic commerce as the new way of doing business and this had a significant effect on the required culture (McGuire and Rhodes 1999). Benefits of electronic commerce are cost saving, provide faster answers for customers and offer more interesting assignments for employees. Nowadays most of GEs customers are using web to track orders, sometimes right to the location of a delivery van and instantly getting details of products. The last characteristics of organizational culture is more than one culture might which means that two or more subcultures might exist in same organisation. However, most of the researchers assume that there should be a single culture for the organisation (Stanford 2010). It might be true for small or extremely focused or geographically concentrated organisations, but for organisations with a broad range of products, customers and geographical locations, se parate subcultures are necessary. For examples, the China operation of a multinational manufacturer seeking low-cost production will have quite a different culture from its sales and marketing operation in Singapore and Australia, where the company is trying to present an up-market image. Therefore it is important for an organisation to have appropriate cultures in each unit and to be able to coordinate these cultures for the benefit of the organisation as a whole. Internal and external factors that impact organisational culture. Organisational culture is subjective by several factors which affect its development, performance and growth. Organisational culture originates and keeps evolving from the dynamics of the interaction between internal and external factors (Wilson and Bates 2003). Internal factors consist of organisations values, leadership style and structure (Kwamme 2010). Values in an organisation determine the inner culture of each individual employee. Moreover, managerial focus and leadership style has known as the contributor of shaping organisational culture as it could preserve an innovative and creative culture in an organisation. Healthy organisational structure includes procedures, expectations and policies are likely for employee to be motivated, more efficient and creative that could influence the culture in an organisation. On the other, external factors that affect organisational culture, includes business relationships, technology, laws and policies (Kwamme 2010). Business relationships have a great impact on employees behaviour and the culture in an organisation. For instance, if an organisation has association with a further business and that business is based on high prospects, staff may react in their working as the reason of those high prospects. As the result of todays technology advancement, it could lead to changing in culture of an organisation particularly with an increasing interaction between human and machine. Furthermore, technological creating competitive organisational culture as it reduces face-to-face interaction between human. Lastly, organisational regulations, policies and external work related acts significantly influences organisational culture, for example employee who work in organisation that performs a strict work to rule policy, they exhibit characteristics such as do things as they are told, less passionate about their job and refuse to be creative, thus it could directly change the whole culture in an organisation. This combination of internal and external factors will influence the organisations culture and have an effect on interpersonal relations. What is important is to be aware of it and to take account of how plans to develop the organisation may be affected by and affect its culture (Wilson and Bates 2003). Organisational cultures and organisations performance Studies of Peter and Waterman (1982) stated that high-performance organisations usually have strong organisational culture. A strong culture will help to align the elements required for effective implementation. Each organisation in same industry requires different business strategies. Different strategies require different cultures. Clearly, the culture of the organisation needs to be matched to the business strategy of the organisation. The issue is to align the culture with the strategy, not to seek some ideal culture. There are some views on the relationship between organisational cultures on organisations performance. The most common one known as strong-culture thesis, that assumed the commitment of employees and managers to the same set of values, beliefs and norms will have positive results that directly correlated with the level of profits in a company (Dess 2008). It is possible that success brings about a common set of orientations, beliefs and values. This culture may be m ore than just a by-product of high performances, but values and meanings may reproduce a successful organisation and thus contribute to performances. Since the cultural values are observable and measurable, it can be compared directly between organisations, employees and organisational performance. Recently, employee engagement has become a key measure of peoples commitment to the organisational culture and high scores have been linked to high organisational performance. For example, Italian eye ware and eye care company Luxottica improved its employee engagement and achieved improved performance. This company found that employees in its Australian and New Zealand operation of total 6500 people were disengaged and 56% of them did not understand the business strategy. However after employee engagement program was constructed which include understanding the culture of the organisation, Luxottica has achieved 15% of improvement in engagement, 30% reduction in recruitment costs and an 8 % reduction in turnover (Story 2009). Many business leaders are convinced that culture does have a substantial influence on performance. Therefore, when an organisation performs consistently at their capability, the outcome is not only improved strategic success but also an organisational culture permeated with a spirit of high organisational performance. Organisational culture influence on strategy Because of its crucial role in organisation performance, it is necessary to examine the relationship between culture and strategy because chance of success will be higher if there is a close incident fit between culture and strategy. Organisational cultures should be accompanied by any changes in strategy of organisation; otherwise the strategy is probably failed. In other hand, if supportive cultural arrangement is supported by right strategy, most likely the strategy will be succeeding (Montanari, Morgan and Bracker 1990). The taken-for-granted nature of culture makes it centrally important in relation to strategy and the management of strategy. George Davis (2010), the founder of clothing retailers Next and GIVe, sees culture as central to management. He added that culture is the thing that makes us do things and stops us doing things. There are benefits in the taken-for-granted nature of culture. Josephine Dumont (2010) supported this view and stated that because of all employees take as given the way the firm operates, it reduces the need for constant supervision. The stronger the fit between culture and strategy, the less managers have to depend on policies, rules and procedures, which means that lesser supervision needed to enforce what people should and should not do. There are then benefits to the taken-for-granted aspect of culture. Moreover, a positive culture might influence in achieving strategy in an organisation. For example, Hong Kong and Shanghai Banking Corporation (HSBC) is the second largest financial institution in the world which comprises of more than 10,000 offices in eighty countries. HSBC has their own unique and effective culture as part of its strategic management. One of the known practices within the HSBC organisational culture is its regard for work-ethic endorsement. This practice involves the careful screening of employees with the necessary skills and high potential for improvement. Through this culture, the HSBC are able to cr eate an effective workforce that is determined to succeed and is highly committed to work. It believes that when employees are highly committed with their job and always do their very best, it could help in achieving strategy and plan in an organisation. Business strategies of HSBC are to increase revenue growth, developing brand strategy further, improving productivity and maintaining the companys prudent risk management and strong financial position (HSBC 2011). According to appendix 1, it shows the effect of culture in an organisation to strategy development. In the situation of declining performance of an organisation, managers or leaders need to improve the implementation of existing strategy such as trying to lower cost, improve efficiency, tighten controls or improve accepted way of doing things. If this not effective, a change of strategy may occur, however change in line with the existing culture. For example, when there are attempts to change highly bureaucratic organisations to be customer-oriented so there is a need to change a cultures of an organisation. However, some employees do not readily to accept the cultural change in an organisation as they are used to the culture they had before. People prefer the familiar and typical culture as to minimise uncertainty or ambiguity in the organisation. The connection between success and culture may seem obvious as successful business is the result of successful execution of a good strategy, and therefore culture is all about execution (Stanford 2010). Strategy can be effectively implemented only when an organisations culture is both strong (consistent) and healthy (employees are engaged and committed, customers are satisfied and other stakeholders are included in organisational discussions). Appendix 2 summarises the link between the two through the case of Southern Airlines. They believe that the link between strategy and its culture are the one of the reasons that makes this organisation become successful. The culture in an organisation is strong as there is consistency of what people see, hear and feel about it and employees are clear of how things are done and are willing and able to help the airline achieve its goals. Furthermore, their business strategy is good includes stretching and addressing short-term and longer-term goa ls and they are clearly articulated. As the result of the strong culture and good strategy, Southern Airlines has reached their business success in airline industry. The CEO of Southeast Airline, Gary Kelly (2009) added that strong culture contributes to business success and is instrumental in some of the strategic decision of the organisation. Organisational Culture and Strategic Decision Nowadays, terms of strategic is used more often in its broader sense, including strategic decision. There are some important key elements of strategic decisions that are related primarily to the organisations ability to add value and compete in market place (Lynch 2003). This include making sustainable decisions that can be maintained over time, it must be able to delivers sustainable competitive advantages over its actual or potential competitors, it has to exploit the many linkages that exist between the organisation and its environment and lastly it must have the ability to move the organisation forward a significant way beyond the current environment. Therefore, it is the responsibility of strategic decision maker to reach and maintain key elements of good strategic decision to an organisation. It is important to a strategic decision maker to make decisions by considering the different cultures, agencies, agendas, personalities and desires in an organisation (Guillot 2003). Strat egic decision makers must not only be aware of the culture within an organisation, but they must also work to shape an organisations culture to help achieve its objectives. If an organisation needs to improve the publics perception of its customer service, then strategic decision makers must steer the organizations culture so it promotes or encourages high achievement in customer service activities. Changing an organisations culture helps guard against unethical or illegal behaviour by members of the organization. Organisational culture directly affects how the members of the organisation view and interact with the environment the organisation operates in, including their interactions with the general public. For example, Howard Levin, President and CEO of Digicon Electronics, he took the time to understand the company as an organisation and he even undertook the benchmarking the companys culture against companies with reportedly effective business culture and not just in that indus try. Every operational improvement and new strategic decisions he undertook was linked to the new culture that he was building for the company. He was determined that the company would have a culture that would support enlightened leadership. Over time, the student of culture became the teacher as Digicon became an industry leader (Want 2006). Conclusion In conclusion, this academic essay has explored the role of culture in the overall scheme of organisation in terms of strategic management. An organisational culture is observable and powerful force in organizational that can influence the development and change of organizational strategy. Culture and strategic management of the organisation are closely tied together. Adjustment in one often signals the need for changes in the other. Therefore, strategic system approach emphasizes the need for alignment between culture and all other aspects of the organisation. It is important for organisation to have creative and learning organization in order to improve companys efficiency and effectiveness, as well as being the source of inspiration on changing and improving organisation. Moreover, it is a power and beneficial potential when culture and organisations performance well integrated in a set of effective values, beliefs and behaviours with the purpose of achieving organisations systems since cultural values are observable and measureable through stakeholders (organization, employees and organizational performance). In addition, a chance of success will be higher in organization if there is a close incident fit between culture and strategy. When culture has clear values, beliefs and behaviours and it connects to the vision, objectives and strategic, it will encourage to the right behaviours and actions on supporting the strategy. Therefore, with understanding of organisational culture, strategic leader will be able to make a wiser decision by means adapting with external environment on strategy formulation and encourage and leads his/her people on strategy implementation.