Management Hierarchy: Strategic, Managerial, And Operational

Management Hierarchy Strategic Managerial And Operational Click To

Management hierarchy: strategic, managerial and operational. There are three levels of management hierarchy: strategic, managerial and operational. Part 1: Review at least 4 academically reviewed articles on each management hierarchy. Summary the articles in your own words. Part 2: Discuss how the three levels of management hierarchy: strategic, management, and operational relates to the mission of a business. Part 3: As an IT professional, how would you use information technology to improve the efficiency the three levels of management hierarchy?

Paper For Above instruction

The management hierarchy comprising strategic, managerial, and operational levels forms the backbone of organizational function and decision-making processes. Analyzing each level through academic literature provides insights into their distinct roles and interrelations within organizational management. Furthermore, understanding how these hierarchical levels align with the company's mission and leveraging information technology (IT) to enhance their efficiency are critical for contemporary organizational success.

Part 1: Academic Review of Management Hierarchy Levels

Strategic Management Level

The strategic management level focuses on long-term goals, vision, and overall direction of the organization. Academic literature such as Porter (1985) emphasizes the importance of strategic positioning and competitive advantage, highlighting the role of top management in defining organizational scope, resource allocation, and market positioning. Mintzberg (1994) describes strategic management as a deliberative process that involves environment analysis, strategic formulation, and implementation, aiming to position the organization effectively in its external environment. Other scholarly works, like those by Johnson, Scholes, and Whittington (2008), underscore the importance of strategic thinking and leadership in guiding organizational destiny.

Managerial (Tactical) Level

The managerial level bridges the gap between strategic directives and operational execution. It involves translating broad strategies into specific plans and coordinating activities across departments. Barney (1991) notes that middle managers are responsible for resource management, policy implementation, and performance monitoring. Mintzberg (1999) describes this layer as tactical, emphasizing the adjustments and planning necessary to support strategic aims while managing day-to-day challenges. Literature by Ansoff (1965) also highlights the importance of tactical planning in adapting strategic goals to actual operational environments.

Operational Level

The operational management level deals with short-term, routine activities essential for day-to-day functioning. Academic research, including that by Fayol (1916), stresses the importance of operational efficiency, supervision, and process management. Contemporary studies like Hammer and Champy’s (1993) focus on process optimization and quality management at this level to ensure smooth workflow and customer satisfaction. Operational managers are primarily concerned with executing established procedures, managing personnel, and maintaining quality standards.

Part 2: Relationship of Management Hierarchy to Business Mission

The three levels of management hierarchy collectively support and implement the core mission of a business. The strategic level defines the mission by establishing long-term objectives aligned with organizational vision, market positioning, and competitive advantage. It lays the groundwork for the organization’s purpose and sets the scope within which operational and tactical decisions are made.

The managerial or tactical level translates this mission into specific projects, policies, and initiatives. Middle managers interpret strategic goals, allocate resources, and develop action plans to achieve core objectives. This layer ensures operational actions are aligned with the overarching mission, serving as a critical link between long-term vision and routine activities.

Operational management executes the tactical plans at the ground level, ensuring daily activities contribute to the tactical and strategic objectives. Their work supports the company’s mission by maintaining efficiency, quality, and responsiveness to customer needs. Effectively, when each level functions harmoniously, the organizational mission is fulfilled coherently through coordinated efforts across all tiers.

Part 3: Leveraging Information Technology to Improve Management Hierarchy Efficiency

As an IT professional, optimizing processes across all management levels involves deploying technological solutions tailored to each tier’s unique needs.

Strategic Level

At the strategic level, IT enables data-driven decision-making through Business Intelligence (BI) systems and analytics platforms. Tools like Tableau or Power BI aggregate vast amounts of external and internal data to support strategic planning and competitive analysis. Moreover, enterprise resource planning (ERP) systems facilitate sharing real-time data across the organization, enhancing top management’s ability to adapt to market shifts and track key performance indicators (KPIs).

Managerial (Tactical) Level

Middle managers benefit from management information systems (MIS) that facilitate planning, resource allocation, and performance monitoring. Project management tools such as Microsoft Project or Asana streamline coordination, enabling managers to oversee multiple initiatives effectively. Additionally, collaborative platforms like Slack or Teams enhance communication, ensuring alignment on tactical goals and swift decision-making.

Operational Level

Operational efficiency is significantly improved through automation technologies and process management systems. Workflow automation tools like Zapier or UiPath reduce manual tasks, accelerating routine activities. Warehouse management systems (WMS), customer relationship management (CRM) platforms, and quality management software facilitate precise control of operational processes, ensure compliance, and enhance customer satisfaction. Furthermore, IoT devices and sensors can monitor operations in real-time, enabling predictive maintenance and reducing downtime.

Incorporating cloud computing ensures scalable and flexible IT infrastructure, allowing seamless integration and access to critical data across all management levels. Cybersecurity measures safeguard organizational data, ensuring trust and compliance in increasingly digital environments. In essence, IT acts as a multiplier for management efficiency, fostering agility, responsiveness, and strategic foresight.

Conclusion

Understanding the distinct roles of strategic, managerial, and operational management and their interconnection is vital for organizational success. Academic literature highlights their unique functions and importance in achieving business objectives. When aligned with the organization’s mission, these hierarchical levels optimize performance and growth. As an IT professional, leveraging modern technologies—such as BI, ERP, automation, and cloud computing—can significantly enhance efficiency, decision-making, and agility across all levels. Therefore, integrating innovative IT solutions within management hierarchies not only streamlines operations but also sustains competitive advantage in an increasingly digital marketplace.

References

  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
  • Fayol, H. (1916). General and Industrial Management. Pitman Publishing.
  • Hammer, M., & Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution. HarperBusiness.
  • Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring Corporate Strategy. Pearson Education.
  • Mintzberg, H. (1994). Managing in the Real World. Harvard Business Review, 72(3), 82-91.
  • Mintzberg, H. (1999). The Practice of Management. Harvard Business School Press.
  • Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.
  • Scholes, K., Johnson, G., & Whittington, R. (2008). Exploring Corporate Strategy. Pearson Education.
  • Ansoff, H. I. (1965). Corporate Strategy. McGraw-Hill.
  • Wheelen, T., & Hunger, J. (2012). Strategic Management and Business Policy. Pearson Education.

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