The Role of International Strategy and Organizational Design

The current trend of world stintings business model lays on the world system course of labor between the core, the marginal, and the semi-marginal countries/states. The barter is not isolated or internal but rather it participates externally or in the global market and as such, this type of market is heavily chance oned by the dictates of the globalization trends.The system of economics and their flow and relations between these countries are non-static and non-constant over long and wretched periods of time due largely to political, environmental and cultural changes vis vis the evolving idea of consumerism in the global community. The traditional concept of consumerism and commoditization of goods is largely challenged, hence, the business sectors/producers should construct an effective dodging and an efficient organizational origination to cope up with the world economic trend and at the same, fulfill the organization/companies objectives and visionary goals.The success, th erefore, of an international attach to, lies on war-ridden action central to the combination of an effective strategic and traditional management. We do not displace the idea of traditional management (e.g. budgeting and marketing) because its function is recognized as the core of business planning but rather, we aim to rectify/improve the corporations/organizations business performance by buns shooting the errors and analyzing it within the context of the global market system (or the business environment) and the capabilities (e.g. assets, facilities, resources) of the company system.Critical to strategic management is the anticipation of changes in the economic system, in the demands of the consumers, new business technologies, competition, and (global) economic policy developments. Co-integration of the twotraditional and strategicwould give a sense of direction to the company in the globally competitory market.What would be an apt strategic management in the non-static glob al economic system? The strategic management for this is a six level schema (1) compendium of external factors (2) scrutinizing internal factors (3) stratagem (4) execution and (5) performance assessment/evaluation.Arguably, the logic in analyzing the external factors lies in the structural level of social formation, but, we dispense this, in favor of the transnational conceptan approach that capitalizes on the importance of transnational practices in three major sectors, political, economic, cultural with focus on transnational participation influence and consumerism that of which had been the latest trend in global capitalism. Also, the importance of technological improvements and their incorporation into the market is intangible in the analysis of external factors.The presence of competitors and economic policies should not be undermined the parameters set by international laws may be restrictive but nevertheless, they are designed to facilitate a fair trading system competitor s for a particular commodity should also be accounted since globalization is heavily mandated by the transnational corps. It is on the basis of such external factors the company will seek to adjust to and construct the stratagem.The capacity of the organization, its parameters, its resources, its liabilities and its needs must be carefully examined. Financial status, the employed technology for the commodity, the operative management and the getable facilities must be apt and can be competitive with the international companies. Leadership within the system and good working force are central elements. The organization should seek to answer the following in response to its internal structure is the product globally competitive?After assessing the internal and external factors, formulate the stratagem is the next point of economic action. Goal identification and the feasibility of the plan being constructed is high on the agenda. Crucial to this is the statistics of materialization, the impact on the company/organization, and products development over a timeframe. Critical points should be well identified as well as mitigating errors, alternative plans, and analyzing and defining jobs and responsibilities per level of organization. The stratagem certain should have the following characteristics (1) goal-oriented (2) creative, by-product of external and internal analysis and (3) strength-decisive/non-vulnerable in the market (4) feasible.The execution of strategy requires organizational design, resource allocation, and strong motivation. Organizational design involves efficient distribution of work force, recognizing their potential, and creating effective relations between the working people. Performance assessment is the last step and is achieved by assessing the plan on its efficiency on its hows and ends. Flow monitoring of the work and assessing statistical significance of produce as well as company growth are authoritative evaluation points. The importa nce of such strategy is the actual/real test of the stratagem on the economic market.The strategic management places special attention to the environmental monitoring. Such activity is inherently important during forecasting or anticipation of future economic events and other related global aspects which may otherwise affect the position of organization and its products in the global economic scheme. Present and past trends and their change over time is prevalent in predicting scenarios that may be of mensurate to the company. In strategic planning, predictions are important in that the decisions are made to be flexible.In recognizing the role of international strategy and organizational design in the global market, the organization/company takes an initial step in equipping itself against the highly volatile network of economic world systems and becomes, at the most, competitive.ReferencesSklair, L. (1999). Competing Conceptions of Globalization. Journal of World-Systems Research, 5, 143-162.Aguilar, F. (1967). examine the business environment. NY Macmillan, Inc.