Strategic Management in Non-Profit Organization

Abstract

Strategic management is one of the areas of greatest impact on the functioning and development of an organization. Organizations that develop a realistic strategy are likely to bring concrete benefits and will pay major attention to selecting and promoting strategic managers. Strategic managers are involved in all phases which entails developing and implementing the organization's strategy. They are in fact, most often, developers and users of this important management tool, with a major impact on the evolution of the organization. 1. The relationship between strategic management and organizational strategy Strategic management is one of the areas of greatest impact on the functioning and development of an organization. Organizations that develop a realistic strategy are likely to bring concrete benefits and will pay major attention to selecting and promoting strategic managers. These managers will lead the organization on their strategy based vision and will make decisions to adjust the strategic elements based on information from both internal and external environment, so the strategy will permanently reflect the valorization of new conditions. A particularly important attribute of the strategic manager is the strategic thinking, the ability to perceive the organization as a whole and the complex relationships between the various subsystems that manifests composing and interactions with other external systems. The strategic manager is able to exercise his strategic thinking throw large horizons of time, despite numerous uncertainties associated with the business environment of today. In his decisions and actions he is guided by a constant reference to market realities, what happens outside referral opportunities and dangers that may face the organization or team that it directs (Nastase, 2007). The results obtained by these managers might consider to be due to a set of unique qualities, which are found in them. It is an attractive theory, which would have provided a possible solution to amplify the number of managers of the economy and society in various fields that desperately needs them. Research has shown, however, that we can't speak of three or four qualities that, if we have means that we have secured the status of manager and the performance will appear immediately. Rather, we can speak of a fairly wide range of different qualities that contribute to the success of a manager and is closely related to the characteristics of the evolving context and specific collaborators. Management requires a specific approach that meets the needs of an organization. It has a strategic component (Nicolescu, Verboncu, 2008), which materializes in the vision and in the strategy and an operational component, aimed at applying vision (Berl, 2010). Strategic management is characterized by the fact that those who practice it have a global vision, pay attention to the organization as a whole and not to a reduced in size and in impact component within it (Jarillo, 1993). Strategic managers are involved in all phases of intense manner which entails developing and implementing the organization's strategy. They are in fact, most often, developers and users of this important management tool, with a major impact on the evolution of the organization.