The aforementioned features of stra

The aforementioned features of strategic management and the selected description of strategic management- the shaping of the long- term and success oriented development of administrative organizations underscore the fact that managing strategic change represents the core of strategic management. If strategies are understood not only as plans but also as patterns, the basic processes of change are not only consciously shaped, but also contain emergent elements. As a result, strategic change cannot be completely controlled, but it can be considerably influenced.
The conception of strategic management involves integrating various basic elements of the strategic development process. The elements to be examined and included in an integrated conception process are contents, actors, processes and instruments. The basic elements of conception are briefly described below. Contents What is the object of strategic development? Process How are strategies implemented? Actors Who participates in strategic development? Instruments How is strategic development supported?
In contents, distinctions are often made between strategic issues, objectives, and strategies. These are interrelated but different content components. Strategic issues serve to determine emphasis and delimit the purpose of strategic action. Objectives provide reference and in a rational understanding of management set a standard for evaluating success The strategies already discussed represent the core content of strategic management (as plan.as pattern, etc) The interplay and Interaction among these three content components can vary according to the conception of strategic management .
Actors are the active, participant organizations, groups, individuals in the strategic development process. At the same time, actors are as a rule the senior managers within the administration, politicians administration employees, and other stakeholders. The most important actors in strategic management are the senior managers in the administration. They bear the main responsibility for strategic processes and contents as well as for the application and integration of instruments. Moreover, where strategic management public administration is concerned, the role of political actors is of great importance.
This overview of the process addresses the question how strategies are developed or how strategy develops. In strategic processes, distinctions are typically made between the phases of strategic development or formulation, implementation, and evaluation. Even if these phases are often represented in ideal form as a control circuit, cohesive control systems or cyclically performing strategic processes cannot be assumed in reality. The consideration of processes is important for understanding evidence and functionality of other elements of conception, for they provide insight, for example into how certain strategies or goals come into being or how instruments are applied and developed.
For the different tasks and challenges that are to be affected within the framework of strategic management, a number of instruments have emerged and become established.
Distinctions can be made between instruments for analysis (egg. SWOT analysis, portfolio analysis, evaluations) for conception (e g. mission, vision, planning, goals, indicators) and implementation (e performance and target agreements, budgeting, monitoring).

Результаты (русский) 1:

Вышеупомянутые функции стратегического управления и выбранного описания стратегического управления-формирование долгосрочной перспективе и успех ориентированного развития административных организаций подчеркнуть тот факт, что Управление стратегического изменения представляет ядро стратегического управления. Если стратегии понимать не только как планы, но и как шаблоны, основные процессы изменения являются неформовые только сознательно, но также содержат эмерджентных элементы. В результате невозможно полностью контролировать стратегические изменения, но это может существенно повлиять. Концепция стратегического управления включает в себя интеграцию различных основных элементов процесса стратегического развития. Элементы, которые будут изучены и включены в процесс комплексной концепции являются содержание, актеры, процессы и инструменты. Основные элементы концепции кратко описаны ниже. Содержание, что является объектом стратегического развития? Процесс реализации стратегии? Актеры, которые принимает участие в стратегическом развитии? Инструменты, как стратегическое развитие поддерживается? In contents, distinctions are often made between strategic issues, objectives, and strategies. These are interrelated but different content components. Strategic issues serve to determine emphasis and delimit the purpose of strategic action. Objectives provide reference and in a rational understanding of management set a standard for evaluating success The strategies already discussed represent the core content of strategic management (as plan.as pattern, etc) The interplay and Interaction among these three content components can vary according to the conception of strategic management . Actors are the active, participant organizations, groups, individuals in the strategic development process. At the same time, actors are as a rule the senior managers within the administration, politicians administration employees, and other stakeholders. The most important actors in strategic management are the senior managers in the administration. They bear the main responsibility for strategic processes and contents as well as for the application and integration of instruments. Moreover, where strategic management public administration is concerned, the role of political actors is of great importance. This overview of the process addresses the question how strategies are developed or how strategy develops. In strategic processes, distinctions are typically made between the phases of strategic development or formulation, implementation, and evaluation. Even if these phases are often represented in ideal form as a control circuit, cohesive control systems or cyclically performing strategic processes cannot be assumed in reality. The consideration of processes is important for understanding evidence and functionality of other elements of conception, for they provide insight, for example into how certain strategies or goals come into being or how instruments are applied and developed. For the different tasks and challenges that are to be affected within the framework of strategic management, a number of instruments have emerged and become established. Distinctions can be made between instruments for analysis (egg. SWOT analysis, portfolio analysis, evaluations) for conception (e g. mission, vision, planning, goals, indicators) and implementation (e performance and target agreements, budgeting, monitoring).