Stability in Management
Definition Of Stability
Goodman et al(2003) concluded that the “continuity in the operations and performance of an organization can only be achieved through stability strategy” (p. 92), which is a part of the grand strategy. Thus, they are considered a general and comprehensive approach towards achieving the strategic goals of an organization. In their business view, “stability strategies require very little if any change in the organization’s product, service or market focus.
Meanwhile, Heng(2006) noted that stability in risk management is about
“reshaping the environment to reduce systemic risks by managing conditions of instability and turbulence to reduce opportunities for harm, rather than the more observable criteria used to gauge past wars” (p. 84). He also mentioned that it requires
“continuous surveillance by providing necessary information to anticipate and act on risks management” (p. 174).
In 2010, Okumus et al concluded that stability as a process where it “shifts in emphasis from the leader to the development of organizational culture and its role in defining and implementing strategies” (p. 21).
Similarities And Differences
Heng and Okumus et al shared the same point of view in achieving the stability strategy where they perceive that changes are necessary. However, Heng was focusing on the shift of the environment to reduce the risks of war management while Okumus et al was focusing on the changes of roles in an organization and its effects on the strategies. In contrary to those two, Goodman et al held on to their view on stability strategy where changes or little changes are needed in order to maintain or improve the performance of an organization.
On the other hand, Goodman et al and Heng shared a similarity as they believe in continuous observations on the organizational activities. However, Goodman et al mentioned that stability strategy is the key to the continuity in the operations and performance of an
Goodman et al(2003) concluded that the “continuity in the operations and performance of an organization can only be achieved through stability strategy” (p. 92), which is a part of the grand strategy. Thus, they are considered a general and comprehensive approach towards achieving the strategic goals of an organization. In their business view, “stability strategies require very little if any change in the organization’s product, service or market focus.
Meanwhile, Heng(2006) noted that stability in risk management is about
“reshaping the environment to reduce systemic risks by managing conditions of instability and turbulence to reduce opportunities for harm, rather than the more observable criteria used to gauge past wars” (p. 84). He also mentioned that it requires
“continuous surveillance by providing necessary information to anticipate and act on risks management” (p. 174).
In 2010, Okumus et al concluded that stability as a process where it “shifts in emphasis from the leader to the development of organizational culture and its role in defining and implementing strategies” (p. 21).
Similarities And Differences
Heng and Okumus et al shared the same point of view in achieving the stability strategy where they perceive that changes are necessary. However, Heng was focusing on the shift of the environment to reduce the risks of war management while Okumus et al was focusing on the changes of roles in an organization and its effects on the strategies. In contrary to those two, Goodman et al held on to their view on stability strategy where changes or little changes are needed in order to maintain or improve the performance of an organization.
On the other hand, Goodman et al and Heng shared a similarity as they believe in continuous observations on the organizational activities. However, Goodman et al mentioned that stability strategy is the key to the continuity in the operations and performance of an
References: 1. F. Okumus, L. Altinay, P. K. Chatoth. (2010). Strategic Management For Hospitality & Tourism. Butterworth – Heinemann. 2. S. H. Goodman, P. M. Fandt, J. F. Michlitsch, P. S. Lewis. (2007). Management: Challenges For Tomorrow’s Leaders. South Western. 3. Y. Heng. (2006). War As Risk Management. Routledge.