This document discusses organizational strategy, structure, and processes. It explains that effective organizations develop strategies to achieve long-term goals and implement structures and processes to accomplish those strategies, while ineffective organizations struggle due to poor alignment. It then discusses three common organizational strategies - defenders, prospectors, and analyzers - and how they differ in their structures and processes. Reactors are also mentioned as having no clear strategy and unstable structures and processes. The document concludes by linking modern management theories like the human resources model to different organizational strategies and structures.

1. Organizational Strategy, Structure and Process
Summary
In this article the authors have briefly discussed about the strategy, structure and process which are very much
important in organizational level. Organizations made strategies and to accomplish such strategies; structure
and processes have been pursued. Effective organizations have carve out their shape and maintain a viable
market, make strategies for long term purposes despite of ineffective organizations which are align and fails
to be in market and do struggling with structure and process mechanisms. The whole article has been divided
into four topics of discussion.
 How organization adapt such strategies?
 What processes are adapt to accomplish such strategies?
 How many alternative organizational forms are there for adaptation?
 What is the relation between organizational forms and latest theories of management?
The authors have described the generic form of organizational strategy, structure and process but they have
discussed an example of a company on these terms as on specific problems. This organization is efficiently
producing products but now they want change in their organization to produce new product according to
market need and the level market opportunity. For this purpose the top management change the strategy of
production and market. They hired a new personal who has both experience in creating new product by process
improvement and has cost effectiveness and has knowledge of market need and opportunity.
To adapt any strategy, there are mainly three broad problems here to discuss. These problems should be
discussed before adapting such strategies according to their condition and circumstances.
The problems are as follows.
 Entrepreneurial problem
 Engineering problem
 Administrative problem
Firstly, the entrepreneurial problem is very much common because it creates resistance to change and for
ongoing organization it is an addition of any thought, process, change etc. and for changing in organizational
level, the top management should accept and it is very much compulsory for them because solutions have
already been done by engineering & administrative departments. Overall it is the responsibility of top
management to have such change in organization which shows efficiency, size and innovation. Secondly,
management finalizes the engineering process for particular problem and these thoughts and process
techniques comes from entrepreneurs which creates modification in ongoing process, have new technique and
to implement such modifications and applying innovatory techniques the administration have to work on it.
Thirdly, to solve entrepreneurial and engineering problems, the administration in which top management lies
will do so, they make such policy and procedures to level the uncertainty in organization and stabilize the

2. environment which is created by both problems. It is leading and lagging variable in which it follows structure
and process under strategy in lagging role and to adapt such strategies for future aspects in leading role. To
overcome these three problems, strategies have been made and for implementation there are three strategies
i.e. Defenders, Prospectors and Analyzers for structure and process and one strategy Reactor which is
failure one in terms of structure and process.
Defenders are the on the top level because it has top management to pursue the strategies, maintain stability
in the organization, give the solution of entrepreneurial problem and give competitive pricing or high quality
product according to their strategies. Prospectors are on second number because they do their work according
to environment and they are more reliable than defenders. They focus on profitability, finding and exploit new
things and always in mode of continuous improvement and willing to have change in organizational level.
They have broad planning at top management level and need flexibility in structure and process so that all the
organizational level personal will have ease to access. It will be effective and suitable for administration.
Analyzers are on third number and they are combination of defenders & prospectors. They have alternative
strategy other than both of them. They have the ability to minimize the risk instead of maximizing the
opportunity. In somehow it is also called a balance because they stabilize both the strategies and clear the
confliction between defenders and prospectors. They use matrix organization which means make structure and
process for any new change in organization like new product, market development, and new technology etc.
reactors are on final shape because they do not make strategies. They do work when any other external force
pushes them to do any change. They have instability in their environment. They are in the form of residual
strategy because other strategies are not pursued in them. Here is the top management has no team, there is
one man army decisions. They do not have proper policy and procedure for structure and process, they just do
work whenever they need and maintain or stable the current strategy-structure by management.
Finally the authors have discussed the linkages of management theory to organizational strategy & structure.
There are three basic management theory which will be linked to it.
 Assumptions about human relations & behaviors
 Managerial policies are consistent with these assumptions.
 If implemented these policies then expectations of employee performance.
Before discussing the above theories, the authors narrate three models which lies in management theory.
Firstly, traditional model, the managers used this model in later 19th
century and early 20th
century in which
some employees could be expected to perform up to some standard and few show outstanding performance.
Secondly, human relation model, it is transferred from traditional to human relation and used in forties and
fifties of 20th
century. In this model the employees could do better work and more expecting despite of
traditional, the employees take part in organizational activities which lead the performance more better.
Thirdly, human resources model which starts in mid-fifties of 20th
century and it is the latest model which is
using by many organizations now a days. In this model, employees have free decision making power which

3. enhances the performance of organization, they make their rules in better way which creates capacity and
motivation in them which lead to success.
In simple wording the traditional & human relation model lies in defender & reactors while human resources
model is in prospectors & analyzers. Traditional or human relational model could not lead prospector because
of decision making power as human resources can lead defender. Human resources have the abilities to have
suggestions in planning and operation. Analyzers show both defenders & prospectors abilities so traditional
& human resources may have confliction. To solve this problem organizations have mix strategy but focuses
on human resources.