Managing business responsibilities subject 1

Managing Business Responsibilities Subject

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Managing business responsibilities subject 2

Many discourses characterize strategic business management. The discourse analysis will
focus on language in the context of management of an organization. In this regard, language is
considered as an issue to be investigated instead of a neutral communication technique. The
discourses do not detail the reality, but rather play a role in the development of the social world
and knowledge. The primary discourses taken for granted entail the use of language in an
organization, and the discourse of power. The strategic management involves issue that would
affect the organization in the long term (Finlay, 2000). The organization is characterized by
many issues, and it is up to the management to deal with the emerging issues.
Main discourses
Strategic management in the organization involves changes. The changes occur at a slow
pace and are incremental in nature. However, the changes are often revolutionary and lead to
many new traits in the organization. It relies on both the variables of language and power to
achieve change. The strategic change also differs from other changes, as it is revolutionary in
nature. On the other hand, non-strategic change is not revolutionary, and only entails a simple
shift in the organization. Strategic change is often taken for granted in an organization. People do
not recognize its impact on the organization, or what is involved in the process (Thomas &
Segal, 2006). Change is often viewed in regards to the wider social discourse. Essentially, the
introduction of new elements in an organization means that an organization has the potential to
change.
The future growth depends on current developments. Essentially, it is in term of the
available resources. It also depends on the generating profits and a good reputation in the
organization. It is impossible for the strategic management to consider the far future. Instead, it is
concerned with the short term and current developments. It is a major issue facing many
organizations. Furthermore, improvements in an organization will require that an evolution
occur. In this regard, the transformation is common in many organizations (Wray & Healy-Rae,
2013). No organization can remain stagnant. In this respect, the potential for transformation and
evolution will occur concurrently.
Success is often taken for granted by many organizations. In many contexts, the
companies that are the most successful also have a weakness. It is inherent in their success, and
would be a factor that would lead to their fall. The organizations will avoid changes, and would
continue carrying out activities that they are accustomed. In this regard, they are conservatives.
The organizations also have an energetic and dedicated leadership that seeks to ensure the
success of the organization, leading to a situation characterized with an excess. The organization
will often be profitable and successful for a short while, but the excesses will emerge in the long
run (Burr, 1995; 2003). It would prove disadvantageous to the organization, especially when they
take the success for granted.
It is imperative to understand the importance of relationships in an organization.
Strategic managers consider relationships as an essential component to the well-being of the
organization. It is important that all stakeholders create and sustain good relationships. For
instance, the success of the Japanese companies has shown the importance of external and
internal relationships for success and competitiveness in the organization. The strategic
management is often involved in ensuring that the organization is matched with the environment.
It deals with the initiation and management of transformational and evolutionary change. It is
Managing business responsibilities subject 3

also involved in balancing the long-term and short-term goal as between the stakeholders and
organization. The management could often be very confident about the current strategies sand it
would forget the long-term effects of its decisions. It is essential to consider the impact of
particular decisions to avoid issues in future. For instance, a successful organization has been
engaged in increasing profits (Burr, 1995; 2003). It was at the expense of other strategies that
could have been beneficial such a products development and marketing. Essentially, the strategic
errors are common in many organizations. They can lead to more problems for the organization,
and the strategic management often overlooks these issues.
Presentation of alternative discourses
In reality, strategic change and experience emerge from the language. Language plays an
integral role in social constructivism. The organizations identity is established through language
(Burr, 1995). It is an alternative discourse that the information can be presented. The current
attributes of the organization are a result of how the meaning is fully constructed. It also relies
on other aspects such as the noise around the business, and the understanding of the language. In
the Western culture, the language of selfhood, agency, and freedom determines how the person
defines himself or herself. The individual sees themselves as making choices and taking
responsibility for their actions. In this regard, the organization will operate based on the inner
characteristics.
The identities of the organization, even though they are constructed through the language,
are not determined. In social constructionism, alternative ways always exist in regards to talking
about the same thing. Mostly, they cannot be judged outside the socially constructed
perspective. The social constructionism can also refer to the many different ways as discourses.
People will vie for influence using competing discourses. The business has a voice when it can
influence others to live and accept their preferred discourses. The power relations are vital in
social constructionism. Language is prescriptive and not descriptive (Wray & Healy-Rae, 2013).
The shifts also offer a challenge to the assumptions. The assumptions are in regards to the nature
of the organization and instead, focus on studying them. Furthermore, the shift considers a focus
on language and the emergent meanings.
Due to the shift, the language is not just a representative of the world. It occurs based on
the social conditions. These circumstances make it possible to have shared meanings that can
apply in communication. It leads to the formation of new forms of speech where applicable. The
concept of psychological phenomena also arises. It stems from the characteristics of language
that can be revealed or discovered. The language that is used in describing them creates it
(Finlay, 2000). Essentially, the phenomenon is a public reality, and cannot be considered as
emerging from the individual.
The organization should be engaged in areas that it is sure it has an edge. Moreover, the
use of language would prove beneficial to the success of the organization. Language plays a role
in the interaction between the organization and stakeholders or customers. In this regard, good
interaction between the entire parties involved would prove beneficial for all the parties. The
relationship with stakeholders should consider their rights. The organization can quickly destroy
its reputation if it does not consider the needs of the stakeholders (Finlay, 2000). Furthermore, an
alternate way should also examine the needs of non-shareholders. The organization has two types
of stakeholders. These are in the form of the primary and secondary stakeholders. These groups
Managing business responsibilities subject 4

have differing needs, and the management should consider them. The active stakeholders should
be considered highly by the organization. The should be allowed to influence the decisions of the
organization. The primary stakeholders are the direct beneficiaries of the organization. On the
other hand, the secondary stakeholders are collateral or passive stakeholders (Burr, 1995; 2003).
They are not important than the primary stakeholders but are affected by the outcomes of the
organization.
Influence of alternatives
The alternatives change on how the information can be presented. My understanding
changes as I begin to understand how there are different ways of tang about the same thing. The
organization has many traits that ensure the achievement of the overall objectives. The strategy
in the organization includes both the pathways and goals. An organization that intends to grow
will have to consider changing its target. It is the first stage of coming up with a strategic plan.
Furthermore, there is a difference between strategic planning and thinking (Burr, 1995; 2003).
Strategic thinking is the process of learning. It is not systematic. On the other hand, strategic
planning is a systematic process where strategic thinking is formalized. Moreover, it is involved
in the implementation of a strategy.
The alternatives provide a new way for determining a discourse-oriented and social
constructionist account of understanding psychological phenomena. An issue that arises from the
change in understanding is that the scope of personal relationships and interactions could seem
minimalized. The individual also emerged as a social practice and tool of language, and it leads
to lack of agency (Burr, 2003). The reciprocal forces that characterize the social process lead to
the emergence of an individual behavior and experience. However, these experiences are also
changed and modified by the actions of the individual.
The discourse is linked to human action. For instance, a discursive act is the use of the
sign system that is directed to human action. Furthermore, the use of language is a technique that
is characterized by an action. In this regard, the account that creates a link to the meaning,
language, and behavior in a particular way. An individual will experience things such as race,
class and gender through meaning that is available through the discourses. Furthermore, the
subjective experience faced by the organization arises from the construction of possible realities
that is influenced by available discourses. The discourses also detail particular aspects of the
business environment or stakeholders (Finlay, 2000). Furthermore, these aspects are then taken
for granted as the concepts and terms of the discourses are used in language. The distinctions that
arise in strategic management are not well defined. Furthermore, there is a lack of differentiation
between tactics and strategy (Burr, 1995). Another person could use the tactic used by one
person as a strategy. In this regard, the move towards autonomy means that organizations are
making up policies to ensure that they act strategically.
In conclusion, the discourses affect the business environment and strategic management
in an organization. It is imperative to understand the discourses to gain a perspective on the
nature of individual truth. It creates a reality that is tied to language and power. It would prove
beneficial for strategic managers, especially when dealing with stakeholders and shareholders in
the business. Alternative ways can arise in understanding the discourse and how the information
is presented. In this regard, it would prove useful in dealing with conflict that could arise in the
context of an organization. The alternatives will lead to a change in understanding.
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Bibliography
Burr, V., 1995. Social constructionism. 1st ed. London: Routledge.
Burr, V., 2003. An Introduction to Social Constructionism. 2nd ed. London: Routledge.
Finlay, P., 2000. Strategic Management: An Introduction to Business and Corporate Strategy.
1st ed. New York: Financial Times/ Prentice Hall.
Thomas, J. C. & Segal, D. L., 2006. Comprehensive Handbook of Personality and
Psychopathology Volume 1.. 1st ed. Hoboken: John Wiley & Sons.
Wray, S. & Healy-Rae, R., 2013. Personal and public lives and relationships in a changing
social world. 1st ed. Newcastle upon Tyne, UK: Cambridge Scholars Publishing.