APPLICATION OF GRAND STRATEGY AS A STRATEGIC TOOL FOR ORGANISATIONAL POSITIONING

ABSTRACT

This study was carried out on the application of grand strategy as a tool for organizational positioning basically different literatures related to this topic were reviewed, the research was carried out using three (3) commercial banks and a total number of 180 questionnaires where given to respondents to give their personal information and provide answers to (20) questions in the questionnaire. Based on the findings conclusion was drawn that grand strategy can be used as a tool for organizational positioning.

CHAPTER ONE

1.0 INTRODUCTION

1.1 BACKGROUND INFORMATION OF STUDY

Until recent times, the attainment of organizational positioning in a business industry that is the capacity of an organisation to produce desired results with minimum expenditure of time, money personnel and material, depended on the intuition of business owners or managers. Such intuitions were usually based on the past experience or “human” of owners or top manager which could bring about a level of organisational positioning.

Although, some of these intuitive decisions worked for sometime. It was been observed that as the organisation increases in size and the business environment starts to experience rapid change as a result of the influence of various external factors. Hence, managers intuition is simply not suitable though to attain organisational positioning.

It has therefore become imperative for managers and business owners to utilize a systematic approach towards the attainment of desires level of organizational posit the attainment of desired level of organisational posit loming. There is need to attempt to match the resources of the organisation to the rapidly changing environment within which its operates. This systematic approach is what is refers to as course of action that an organisation takes to achieve its goals.

The differences between what the organisation aspires to do to take advantage of its opportunities and what it actually does is referred to as performance gap. This may be due to the success of competitors, government regulations or new technological break thoughts. When a gap is perceived the decision maker looks for the reasons and searches for alternatives solutions by making use of creative approaches, brainstorming or giving preference for active or passive strategies. There is therefore the likelihood of considering a change in strategy in relation to the gap in order to achieve the desired outcomes in the future with the two strategy. company strategies which are refereed as grand strategies are stable growth strategy, growth strategy, retrenchment or turn around strategy, combination strategy.

1.2 STATEMENT OF RESEARCH PROBLEMS

What necessitated this research is the fact that in today’s dynamic business environment, were intuition and guesses have become highly inadequate to match the purpose of attaining organizational positioning. The need for a better systematic and more predicable approach is required such approach can only be verified by a study which proves the existence and strength of the relationship between grand strategy and organizational positioning.