Strategic, tactical, operational and analytical models
4 ideas in model management subsystem
In order to manage and grow an organisation effectively, it is important that the firm has the relevant tools to do so. Research conducted by Makinde et al (2015) highlights that organisations across the globe, in order to remain competitive, they use multiple in-house systems to evaluate and develop effective short and long term decisions. One such approach is associated with the concept of model management sub system. Wenig and Refflinghaus (2015) state that the model management subsystem consists of four key ideas, namely: strategic, tactical, operational and analytical models. The concept of such a subsystem is to ensure that an organisation is cohesively tied from top to bottom in order to assist the firm achieve its goals. The strategic idea is to ensure that top management is aligned and is able to take effective decisions at the strategic level, tactical models allow middle managers to ensure that the allocation of an organisation’s resources is effective, operational models allow a well-defined day to day activity process, and analytical models ensure that the organisation utilises data to develop decisions which impact a firm’s short or long term position in the market (Wouters et al, 2016). This four tier approach forms a baseline component for any organisation that aims to operate effectively and hence provides a subsystem model that focuses on efficient management of an organisation.
Makinde, O. Mpofu, K. and Ramatsetse, B. (2015) “Establishment of the best maintenance practices for optimal reconfigurable vibrating screen management using decision techniques”, International Journal of Quality & Reliability Management, Vol. 33 Iss: 8, pp.1239 – 1267
Wenig, S. and Refflinghaus, R. (2015) “Integrating sustainability aspects into an integrated management system”, The TQM Journal, Vol. 27 Iss: 3, pp.303 – 315
Wouters, M. Morales, S. and Grollmuss, S. (2016) Methods for Cost Management during Product Development, Emerald Group Publishing Limited, Vol. 26 Iss:1, pp.139 – 274