Strategic Management Theory and Practice Process

Question: Discuss about the Strategic Management Theory and Practice Process. Answer: Introduction The industrial disaster is a unique concept of the post-industrial age that is created by man. The industrial disaster have led to thousand since conception of the industrial revolution. Many of these disasters were avoidable and other were unforeseen and accidental. In this literature, it will cover on the industrial disasters and the reasons for each of the cases. On the first case of the industrial disaster was the Willow Island disaster in 1978(Reason, 2016). On this tragedy, it had been a result of the plunging concrete, which compelled scaffolding to breakdown. Fifty-one building staff were wiped out in the tragedy. This tragedy is widely considered as the most awful construction mishap in the USA historical past. The tragedy happened while the Allegheny energy system was constructing a completely new power plant that got a pair of natural compose of cooling down towers(Simons, 2013). In accordance with the Occupational Safety as well as the Health Administration research inves tigation, the reason for the catastrophe was from a number of faults, short cuts that experienced activated the occasion of the mishap. The scaffold was connected to the concrete that experienced almost no time to properly cure. There was bolts that had been lost, along with the current bolts, which were put, to use were of insufficient grade. Flanking this, there was clearly one gain access to ladder, which limited on the ability to evade. Furthermore, there seemed to be adjustment of the concrete hosting device that needed not recently been effectively evaluated. Simply because it is apparently the situation the builder were hurrying to speed on the structure(Straub and Zecher, 2013). The next event is the imperial sugar refinery explosion in 2008. The explosion of the imperial sugar was an industrialized tragedy in Port Wentworth. 13 persons were killed off even more than forty-two were wounded while the dust explosion took place at the sugar refinery(Clegg, Kornberger and Pitsis, 2015). The sugar refinery was a four stony building, the workforce pointed out that the issue was ancient with lots of their machines dating back for longer than 20 years. Nevertheless, the site was held into operating as it provides an excellent usage of the rail as well as the shipping and delivery link since means of transportation(King, 2013). The probable cause of the disaster was fueled by the massive accumulation of the combustible dust of the sugar throughout the packaging building. Outdated construction materials and methods further caused the increase of the fire. The ceiling itself was made of wooden tongue and groove design(King, 2013). The third industrial disaster is the LAmbiance plaza collapse, which occurred in 1987. This plaza was a sixteen stony residential project that was under the construction in the Bridgeport. It was an erect partially frame that collapsed killing twenty-eight construction workers(Williams, 2013). The root cause of the tragedy was the malfunction was because of substantial pressure that was put on the floors of the slabs by lift slab technique. The selection of this event was based upon the school of thought that established the inadequacies to the lift slab building consequently there was clearly a necessity to highlight on the construction procedures. Concepts and terminologies in management In looking at the cases it is significant to highlights some concepts in order to analyze on the case basis of the failures that caused the disasters. Some of the terms to note and their importance of these aspects are as follows; information, decision-making, command and the control. Information in management it refers to a system in which provides the managers with the tools to organize, evaluate and manage effectively of the department in the organization(Clegg, Kornberger and Pitsis, 2015). The decision-making defines the course of action that is purposely chosen from a given set of various alternatives in order to achieve the organizational or the management objective and goals(Hill and Jones, 2013). The process of making the decision is continuous and it is indispensable components to the management of any organization activities. In regards to the management the command and control entails generally to maintain the authority within a distributed decision making platform(Shafri tz, and Jang, 2015). Important of these concepts in management and relationship between them The managers run the organization and without the management in any organization, there is no chain of command and control that can take place(Shafritz, and Jang, 2015). In the decision-making, process the manager in the organization relays instruction to the other employee who adhere to and formulate them accordingly. There ensure they that the employees follow a given chain of command in whatever they do, and without the management there would be chaos in the organization. In any organization, it needs the management skills, which act as the backbone of the management. In any organization, there should be management in order to make the organizational structure(Hill and Jones, 2013). Moreover the determine how the different aspects within the organization will interact. In any organization, the link between the management and firm is the most vital role to achieving productivity and success. The managers design on the structure for the production systems. They step up a structure, which will guide the organization from decision-making, command and the control, and every employee should adhere to the regulations and policies set. The managers are the drivers for the decision-making and the work force should follow and execute them accordingly. Theories and justification to support these aspects One of the theories to justify on the cases above is the contingency theory. On this theory, it asserts that when the managers make the decision, they should take into accounts of all shortcoming in any given situation and act on those aspect that is the key to the situation that has occurred(Clegg, Kornberger and Pitsis, 2015). In the cases above the management of those companies should be held accountable for the shortcoming of the events. The main source of errors were due to lack of diligence of the management in their operations. Another theory that can be applied in the management of these organizations is the bureaucratic management theory. On this theory weber focused on the division of the organization into various hierarchies, to establish a strong line of authority and control(Williams, 2013). Further, it stipulate that the organization is able to develop a comprehensive and a detailed standard for the operating procedures for all the tasks. In the cases of disaster that h ad occurred if the management had adopted this theory, there would be no issues of substandard materials, no shortcoming in any department and there is strict adhering to procedures. Flaws that brought the disaster in the cases The main flaw that caused these organizations lied in the boardroom, with a serious issue of skills gap and the risk blindness as the other cause. The inability of the board to influence the executive was the main cause of failure and occurrence of the disasters(Reason, 2016). A blindness of a board to the risk can adversely cause chaos and crisis. This occurs especially where there is defective flow of the information from the board, and inadequate leadership on the organization ethos by the management. Conclusion In this paper, it has looked at some of the most devastating industrial disaster that have occurred in the world. Further, it has explored on the root cause of these disasters, and why the choice of the cases. It was also predominant to look at the various management aspects, how they influence the organization, the theories, and the flaws that brought these disaster. The aspects that have been highlighted tend to look at the broad contextual aspect of larger picture of what can happen if management is not keen on the operation of the organization. References Clegg, S. R., Kornberger, M. and Pitsis, T, 2015. Managing and organizations: An introduction to theory and practice. s.l.:Sage. Hill, C. W and Jones, 2013. Strategic management theory. s.l.:South-western/Cengage Learning. King, R., 2013. Safety in the process industries. s.l.:Elsevier. Reason, J., 2016. Managing the risks of organizational accidents. s.l.:Routledge. Shafritz, J.M., and Jang, Y.S, 2015. Classics of organization theory. s.l.:Cengage Learning. Simons, R., 2013. Levers of control: how managers use innovative control systems to drive strategic renewal. s.l.:Harvard Business Press. Straub, E and Zecher, C, 2013. Management conttrol systems: a review. Journal of Management Control, pp. 23(4), pp.233-268. Williams, C., 2013. Principles of management. s.l.:South-Western Cengage Learning.