How strategic business management can attain its objectives without affecting employees and customers - Research Proposal Example

? Strategic Business Management Task: Outline Of Literature Brinsack (2005) assert that, in strategic business management,there are various guiding theories, principles and practices. These are intended to steer the fundamental goals and objectives of the company in the context of increasing sales and covering wider areas of the market. Additionally, the writer continues to state that, with well-stipulated management principles and theories, there are bound to be challenges (Brinsack 2005, p.30). For instance, there is the mass departure of workers, loss of market segments, and losses in terms of sales among others. Alternatively, Drucker (2006) compliment what Cousins talks of the clear stipulation of corporate objectives. On that aspect, the two authors want managers and workers to understand the various concepts and principles of management and how to, effectively, utilize resources of the company. Furthermore, by understanding management, managers and employees are able to work in smooth coordination, which is beneficial for the business and company in terms of increased clients (Drucker 2006, p.147). Similarly, the authors call for constant evaluation of management goals through retrainings and adoption of modern technology. On the other hand, Davenport (2007) mentions and explains the various approaches that are critical for both managers and workers in the strategic innovation of the economy on the basis of dynamic innovations. For example, the author explains the need to employ tools such as suitable technology, qualified workers and offering motivational incentives to workers. In addition, he explains about visionary leadership on the side of managers and response to complaints from the customers among others as the most paramount tools of effecting strategic change in business (Davenport 2007, p.67). However, Steve, J (2009) have come up with five imperative disciplines when it comes to exemplary performance for any company. These disciplines include respect for clients, timely provisions of products and services, clear study of the market demands, motivation of the workforce through better wages and encouragement and effective leadership (Steve 2009, p.56). Furthermore, the writers observe that companies should accept modern challenges that afflict businesses hence affecting strategic management as ways of improving on their strong areas. On that perspective, Brutus (2006) discusses in depth the challenges that afflict organizational management in terms of the dynamics employed to increase sales and improve on profits. Similarly, the author delves into the setbacks that affect companies when they face challenges such as poor leadership from top management, unmotivated employees and slow response from customers, which in turn affects the market demand, and hence company sales (Brutus 2006, p.110). Additionally, this interferes with strategic management set by company executives and the obligation of meeting them on time. 2. The Conceptual Framework Therefore, in terms of a conceptual framework, several factors involved will be drawn from the literature studied previously. However, the research proposal must mention that effective strategic business management is paramount for the success of any company that aspires to succeed (Carl, 2003, p.87). Similarly, utilization of resources, quick response to client complaints and adoption of initiatives targeted at advancement of the company has several benefits for long and short terms. Alternatively, business managers and other corporate executives should aim at incorporating the various stakeholders such as clients and competitors in the picture of drafting workable strategic business management. On that aspect, this research proposal cannot forget to mention the predicaments associated with strategic business management. For instance, undefined goals and objectives set by company executives and lack of through of the market pattern among other limitations. On that prospect, factors such as timely adoption of technology, effective response to complaints from clients and motivation of workers among others should guide to the hypothesis: Strategic business management is only effective when goals and challenges are given priority. On that aspect, it is imperative to list down the various variables drawn from the literature (Charles & Richard 2007, p.90). These include customer satisfaction, employee attitude, and number of managers making decisions. Additionally, other variables should entail the available resources, changes desired and corporate strategies that affect strategic business management. Therefore, from the mentioned variables, the research proposal indentifies its independent and dependent variables for the purpose steering the study (Christopher 2008, p.145). Hence, the independent variables include how much resources are invested in adoption of technology, how much wages is the company willing to pay its employees and the number of customers targeted by the company. Similarly, in strategic business management other crucial independent variables include changes in working methods, changes in the context of response to clients and changes in the leadership structure among others. Alternatively, dependent variables will involve the effective processing of activities because of adopted technology, motivated workers when their wages are improved hence increased productivity, customer satisfaction in terms of wider target in the market by the business executives (Darren 2008, p.67). Furthermore, change in working methods helps in improving production of the company while reforms concerning response clients attract an increased customer base with boosted market demand. On the other hand, change in the leadership structure facilitates effective strategic business management decisions made by business executives. When it comes to the explanatory rationale of the above conceptual framework drawn for various literatures, there are several issues involved. For instance, the evaluation of independent variables assisted in meeting the following goals. In any strategic business management objective as stipulated by business executives, there should be parameters of measuring variables (Paulsen 2007, p.142). Similarly, when the researcher assesses independent variables, it helps in cost estimation and budgeting of company resources in an organization. Additionally, independent variables are paramount in reducing cost of spending when the number of resources required cannot satisfy the entire workforce. This also translates to the market segments where such variables act as the yardstick for evaluating the supply and demand factors in the market. Furthermore, clients are more inclined to willing to deal with workers who show interest in the products and services they desire, and this interest is necessitated by assessment of independent variables (Keller 2006, p.174). Alternatively, the anal sis of dependent variables when designing the conceptual framework of the above research proposal has several merits. For example, motivated employees are bound to work harder because of job satisfaction, which leads to increased job performance. This is extended to the wider market margin where customers’ tastes and preferences are satisfied. In addition, it enables business managers who tasked with drafting strategic business management policies to identify which areas require immediate improvement. There is the issue of customer satisfaction, which helps in establishing a permanent base of clients through offers of discounts and after sale services (Tellman 2005, p.356). On that prospect, when a business entity has established a reliable customer base, strategic management becomes an easy task. This is through the creation of other branches of the business to maximize on the increased market demand generated by customers and reducing costs of doing business. Another benefit of evaluating dependent variables is the merits of proper leadership for attaining the set goals and objectives. When a company has the right leadership, both workers and customers have a chance of enjoying their labor and money respectively. Similarly, proper leadership as a dependent variable assists managers to delegate various tasks that are crucial in setting workable strategic business management goals (Warren 2006, p.270). Therefore, in order to clearly understand how strategic business management can attain its objectives without affecting employees and customers it is imperative to explore the factors that influence managers, workers, and clients to make decisions. 3. Research Methods Various research methods and approaches were used in the justification of this research design framework. For instance, there was the use of both primary and secondary sources in gathering the necessary data for strategic business management. Primary sources applied here include original documents of the model company such as invoices, receipt books, cashbooks and purchase books among others (Winnie et al 2003, p.51). This was through interviewing respective business executives, employees and clients on how they transact business with the model company. Additionally, the research used questionnaires with both open and close-ended questions in order to receive varied comments and reactions from various stakeholders. Furthermore, the use of tape recordings and observations helped in finding out the emotions and moods of workers in relation to organizational behavior (Yevgeny 2007, p.370). On the other hand, secondary sources included the use of business books, financial journals and other internet sources dealing with strategic business management. Apart from the use of primary and secondary sources in justifying the research design framework, there was also the use of qualitative and quantitative research designs used (Kaskovsy 2006, p.167). In the qualitative research design, the research asked ten employees to describe their manager in terms of his management and interaction with the employees and write a small report. Similarly, the employees were instructed to name at least two things they wanted changed in the company but had been done despite their protests. Furthermore, the research wanted to know from the workers if they understood any benefits strategic business management and if their managers had invalided them in the initiative. Alternatively, other stakeholders of the model company such as business executives and clients were asked what viewed as the most significant objective or goal when formulating a strategic business management policy (Winnie et al 2003, p.56). On that aspect, there were varied responses from workers, clients, sales agents, business executives and managers concerning their views on the asked questions. Therefore, from the above responses the research was able to come up with the following quantitative research design framework. For instance, a majority of workers comprising almost half the workforce in the model company feel they have been excluded from strategic management decisions. Similarly, workers felt that, despite the formulation of strategic business management goals meant to enlace the corporate mission of the company, there was no trickledown effect. On that note, about 37% of workers felt the company neglected their input in its major decisions while 41% felt it was not that worse but things could be improved. However, only 20% supported the company in its strategic business management mission with a 2% undecided (James 2008, p.134). Similarly, about three-quarter of clients felt they had been served poorly by the model company because of unmotivated workers who did not appreciate their tastes and preferences. In research philosophy, this research used the following philosophies: Interpretive, positivism and realism. On that note, in interpretive philosophy the following information was compiled from the qualitative and quantitative data. For instance, in strategic business management, business executives have led to sloppy objectives because they do not include other stakeholders such as clients and workers. Alternatively, business executives did not understand the tastes, choices, and preferences of both clients and workers (Zepper 2005, p.72). These tastes, choices and preferences include their respective differences such as culture, race and creed in terms of perceiving fundamental strategic business policies. Furthermore, it is imperative for all business players to pool their brains and time together for achieving company goals and objectives, which leads to improved sales and profits. This will in turn help in avoiding cases of poor leadership from business executives who institute wrong strategic business policies. However, when it comes to positivism philosophy, this research deducted the following information. For example, from the percentage of the workers who felt the model company neglected their input, it can be observed that there is the use dictatorial management. Similarly, this indicates that there is no close relation between the employer and the employers, which acts as a major hindrance in the formulation of strategic business management policies. Therefore, in order to counter those challenges, this research proposes a dialogue between workers and their employer as a strategy to incorporate togetherness when making major decisions (Kaskovsy 2006, p.169). Additionally, there is an urgency to address issues of bad management in companies in order to attain proper leadership that enables an organization to achieve its strategic desires. This will increase the number of clients and encourage better decisions when instituting strategic management policies. On the other hand, when it comes to realism philosophy, the research gathered the following data. For instance, managers and business executives should be trained on how to study workers’ interpretations of decisions made in the company. Similarly, workers should be e willing to accept divergent views from their superiors, which may not be what they desire, but is crucial for the company. In addition, both players in strategic business management such as business executives, workers, clients, sales agents and retailers among others should appreciate that human decisions are driven by other factors (Lavine 2007, p.67). These factors may be financial, economical, social or political depending on the circumstance. Alternatively, there are social interpretations that guide workers and clients when business executives arrive at fundamental decisions, which can be false. This is because, in most organization, decisions must be made by the heads of the respective organizations that aim at defeating competitors and attracting new customer base in the market. In research strategy, I applied the following research alternatives in order to answer various research questions and sub-questions. They include ethnography, action research, operation research and use of modeling. For instance, from ethnography, it observed that constant strike of workers and loss of customers arises from dissatisfaction caused by the organization (Milner & Atwood 2010, p.65). Similarly, it was noted that business executives at times make drastic decisions such as in strategic business management policies when the goals and objectives of the company are at stake. This is supported by constant use of authoritarian management towards workers, which may be deemed as wrong style of management but is crucial for the company. Alternatively, in action research, the researcher visited the model company where it made several observations. For instance, workers were instructed to offer their sentiments in the presence of their bosses while bosses were asked to apologize to their employees because they had not involved them in key decisions. On the same perspective, clients were instructed to list the worst strategic business management policies that had affected them in the presence of the company workers and the top management (Lavine 2007, p.78). From the following field experiments, the researcher discovered that most workers are afraid to speak before their bosses even on matters that are genuine. Similarly, bosses refused to take whole blame concerning accusations from their employees on issues of isolation on strategic business management. Furthermore, clients were bold enough to tell the management and its workers of their dissatisfaction of its new policies and singled out workers who had not served them with care. In operational research, the researcher studied the following activities in the model company to determine their relationship in the context of operational efficiency (Kaskovsy 2006, p.156). For instance, how workers talk about management when they are at social places and homes. Similarly, the study focused on how business executives and managers felt on the utilization of resources in terms of instituting clear strategic goals for the company. Alternatively, clients were asked whether they had better experiences from the company in terms of service from its workers after the strategic policies and their future expectations. From these studies, the research found that, despite the differences concerning strategic business management policies, every stakeholder yearned for a better future. On the flipside, in modeling, the researcher used one company as the basis of its research. For instance, the company involved had ten employees, four business executives, three mangers and twelve clients. During this research, the conditions were normal whereby every stakeholder without any setback made business transactions and decisions. On that note, separate data was gathered from the various participants in terms of satisfaction, authority, performance and outlook. However, in terms of how multi-method triangulation will be achieved, there are numerous options. For example, there is the use of interviews, observations, questionnaires, gathering of data and analyses of related documents (Nick & Adams 2007, p.356). On that note, in using interviews, the researcher will question the ten workers used in the research strategy to obtain information concerning the opinion of the workforce. Similarly, the interviews will extend to business executives and clients on their perceptions about strategic business management. Alternatively, questionnaires will be used to obtain direct answers from the respondents who include the management, the employees, the sales agents, customers and distributors. Additionally, these questionnaires will guide the researcher in receiving honest explanations from both players in relation to fundamental questions such as what drives managers in making crucial decisions such as that of strategic business management. What are the expectations of a worker when major decisions in the company do not ask for his or her input? What is the best way to attract customers even in the process of a drastic change in the company goals and objectives? On that account, if such questions are answered satisfactorily, the researcher is able to draw feasible solutions on how to overcome the challenges and make improvement (Morgan et al 2008, p.42). Then there is a method of gathering data from various stakeholders in the strategic business design. For example, the researcher is develops interest in the number of receipts and invoices issued to customers by employees, job performance reports, job appraisal reports and memos issued. Such data helps in tracing the root of the problems in case there is customer dissatisfaction or bad management from the managers. Concerning issues of validity and reliability of the research design process, there are several choices to be selected by the researcher. There is the use of statistical data gathered from the model company where 37% of workers expressed dissatisfaction because of being excluded in major strategic business decisions. In addition, there is the use of internal validity whereby the research evaluates the statistical and graphical information obtained from the feedback of workers, managers and customers concerning their view on strategic business management. Alternatively, there is the use of external validity where the results of the questionnaires and information from documents are verified using comparison methods (Nick & Adams 2007, p.349). On the other hand, in terms of reliability, the research uses field experiments obtained from action research in validating the feelings of workers, business executives and clients. On that account, testability involves evaluating the results obtained from research strategies such as ethnography, operation research, action research and modeling among others in order to obtain one final report. Similarly, reliability is attained through the critical analysis feelings of workers, business executives and clients to determine their sincere perceptions of strategic management decisions. 4. Summary and Limitations In terms of critical evaluation of the of the overall research design, there are several issues to note. In any business entity, strategic business management is paramount to ensure that the goals, visions, plans and objectives of the organization are met. Similarly, it is upon various players in the organization such as business executives, customers, clients, sales agents and distributors among others to come together for the advancement of attaining the corporate goals. Additionally, it is imperative to have a valid balance scorecard to assess the gains made by the organization in the context of increased sales, job performance and acquisition of market segments. This will also assist in identifying areas that urgently need improvement such as increment of workers’ remuneration and responding in time to clients’ complaints. On that aspect, when tackling fundamental areas of strategic business management such as a strategic choice, strategic analysis and strategic implementation, the general managers should ensure its systematic (Nick & Adams 2007, p.345). For instance, in conducting strategic choice, the company should determine its available resources and utilities for attaining such goals. Alternatively, before any implementation is experienced business executives should ask done, major stakeholders of the company for input in terms of areas that require improvement for critical analysis. This leads the research to evaluation of necessary research questions, which will steer the proposal to meeting its objectives. In designing questions, the general managers should focus on questions that guide the research proposal to the hypothesis of the project. In addition, it should enable the project to understand the connection between objectives and strategies of the business management policies. On that account, research methods should only cover critical research questions that help the project to attain its objective (Milner & Atwood 2010, p.59). Similarly, the research philosophies should be developed to using various sources such primary and secondary. Additionally, when designing the philosophy, both qualitative and quantitative data should be evaluated using other research strategies. This enables the project analyst in conducting internal and external validity tests and reliability experiments. On the other hand, this research proposal suffered limitations in approaches chosen that is paramount to note. For instance, in the research methods such as use of primary sources, some workers did not provide genuine information (Kevin 2007, p.150). In other words, most workers provided wrong information as a mechanism of escaping their roles and responsibilities in the organization. Alternatively, workers at times refused to participate in interviews for fear of victimization from the management hence hindering collection of data. On that account, business executives also refused being tape record on the basis that it amounted to insubordination of their strategic choices in the company. Furthermore, the use of observation became questionable by the authorities who did not want any intrusion while working (Jones 2008, p.90). This resulted to limited observation outcome that could not merit assessment of the strategic business management policies. In other words, it could be used as balanced scorecard for the evaluation of the research objectives. On the flipside, some workers, general managers and clients did not provide proper responses in the questionnaire question with a majority becoming irrelevant. This was apparent mostly in clients who wrote irrational answers that had nothing to do with strategic business management research project (Jacob 2007, p.51). Additionally, the use of tape recordings was expensive in terms of buying tapes and editing costs. This dragged back the project especially because some volunteers did not have experience in using tape recorders. However, setbacks were observed in the analysis of documents such as financial journals, strategic management articles and other related periodicals. This is because most documents that this research proposal chanced upon were either outdated or lacking some information (Illiard 2008, p.209). In addition, the model company that this research used could provide enough documents for analysis hence proving hard for proper evaluation. In other cases, the management provided the researchers with fake or forged documents in order to have the assessment of the research proposal favor the company. This resulted to constant differences with the workers and clients who felt that the management was hiding something hence provision of illogical answers. In other words, using modeling as a research alternative proved challenging because the volunteers this researcher used demanded for pay. Similarly, most clients and business managers on having their opinions written in order to cooperate with research (Horace 2008, p.157). This, in turn, affected action research alternatives whereby filed activities became a hard task for the researchers. There was also the evaluation statistical and graphical sheets, which were not easy because of inadequate information, gathered from the field. Furthermore, in conducting operational research, the optimum operational efficiency could not be achieved because the model company refused to cooperate. The lack of cooperation with the researcher and other volunteers meant that the alternative of ethnography could not be satisfactorily achieved. In other cases, qualitative data become a challenge to verify and validate because of incomplete information of collected from uncooperative respondents (Gulip 2008, p.196). There was the limitation of validity and reliability tools for confirming the results of the research alternatives. For example, it was time consuming in the testability and experiments on qualitative and quantitative data especially concerning field activities. Because of the above setbacks, there were several impacts they had on the research objectives of the project (Freidman 2007, p.206). For instance, sample criteria suffered because of inadequate information collected from respective respondents who were not willing to give information. Similarly, lack of validity tools in compilation of sizes and representatives of data samples contribute to distortion of facts because information is haphazard. Additionally, the few samples collected from research alternatives of action research and modeling means representation of statistical and graphical information is hampered. This is because sizes of models used did to correspond to the ones stipulated by the research proposal in understanding strategic business management objectives (Einstein 2008, p.234). Furthermore, the limitations stand a chance of interfering with the objectives of assessing employee and client honesty when stipulating the objectives and goals of strategic policies of business management. Furthermore, use of modeling will affect the size samples of respondents in the context of refusal by major players in the strategic management decision makers. References Brinsack, F 2005, Research Strategy: Strategic Management and Information Technology, John Wiley and Sons, New York. Brutus J 2006, Setbacks in Implementing Research Alternatives, John Wiley and Sons, New York. Carl, G 2003, The Research Philosophies and they are applied in research, Imperial College Press, New York. Charles, S & Richard, J 2007, the various Methodologies used in Strategic Management McGraw-Hill Professional, New York. Christopher, L 2008, The Policies of research framework in strategic management, Prentice Hall Financial Times, New York. Darren, D 2008, Understanding Critical evaluation of Research Proposals, Cengage Learning, Mason. Davenport, T 2007, Strategic Management in the Innovation Economy: Strategic Approaches and Tools for Dynamic Innovation Capabilities, John Wiley and Sons, New York. 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