Characteristics of the strategic decision: Different strategic decisions of non-strategic decisions, and the importance of the distinction is to show

the difference between the organizations that are managed strategically and organizations that are not managed strategically, and are therefore fail, and there are waysThe sample is marked by strategic decisions 1.Customer Care: Strategic management seeks to increase customer satisfaction, and try to pull him to the organization, and by increasing the benefits provided and to increase the degree of saturation, and for this decision-making in all areas to achieve theseVery FAO is taking a decision to get rid of inventory and follow the delivery uncontrolled "Just-in time"To reduce costs and thus increasing their ability to reduce prices, and the intervention of the computer to facilitate the routine work of providing the customer time, and speed serve. And use of computers in control, quality and disposal of surplus labor for the client and enter new markets and product development and add new products to the client, and even redesigning the organizational structure for the clientClientcentered strategic decisions and the standard of success that customer satisfaction 2.Attention to environmental changes: Interested in the strategic management to monitor and predict changes in internal and external environment and measure the size and strength of this change, change is what creates the opportunities and threats change, whether internally or externally, and AlaqraraStrategy is working to amend the Organization so that trends become more in tune with current and projected changes Foreman, such as strategic player Alctrnh predict and follow the movements of the opponent and make decisions that increase their strengths and address weaknesses in order to increase his chances to exploit opportunities and respond to threats and thus increasing the chance ofVictory 3.Long-term impact: Include strategic management decisions of a long-term impact, such as entering into joint ventures or to add a new product or

open outlets or buy factories competitors, all resolutions remain effect for a long time and are difficult to changeWithout a high cost when compared to the cost of such a decision changing the rules of attendance and absenteeism, and other non-strategic decisions Given the seriousness of the strategic decisions taken in the required procedures and regulatory safeguards to ensure that they are the best they could, through points of entry are: A zwnj;.Entrance to the involvement of jobs "Cross Functional": Means the need for the participation of officials of the posts will be related to the subject of a strategic decision and the use of external technical expertise if necessary. B zwnj;.Entrance to the participation of knowledge "Interdisciplinary": Means the participation of individuals with knowledge and backgrounds different process to make sure that the resolution had been discussed and evaluated more than a scientific point of view. 4.A radical shift in the practices of the Organization: Includes strategic planning decisions represent a fundamental shift in organizational practices, not just a simple change which, preassigned one of the companies operating in the area of contact lenses and other organs of the establishment of correcting perceivedSpecializes in eye disease is a strategic decision to affect the practices of the Organization as a whole The decision to buy companies Lahti supplied input rather than relying on intermediaries is a strategic decision differs from the decision to amend the procurement system and methods of payment to suppliers. As well as the decision to expand an institution to deal with Japan and the storming of the Japanese market represents a radical change when compared to the traditional pattern of organization which is limited to the domestic market. 5.Reliance on competitive advantages: Decision depends on the strategic point of strength or competitive advantage, such as quality and timeliness of delivery or the ability to provide payment facilities, but decisions of non-strategic it is not built on a point of force; it does not aimTo increase the competitive strength of the organization and increase its value

It is noted that there is more room for strategic decisions given; compete because the organization is based on a variety of competitive advantages that distinguish them from other organizations and not on competitive advantage and one does not preclude the possibility of andWed key feature supported by a range of other complementary advantages 6.Speed in the application of strategies: Depends on the speed of strategic thinking in decision-making and ability to put ideas into practice given; because the design of strategies requires time-consuming and often become obsolete before the strategic application of very slow PApplication of ideas that have been reached and the unwillingness to take a reasonable amount of risk Therefore, contemporary organizations working to hire managers who are able to take strategic decisions quickly and boldly and pay them salaries than they pay for others to endure the risk of failure due to the possibility of some AstratiYatem The organizations realized that the success of strategies requires application of a rapid, comprehensive and integrated manner; since the application of parts of the strategy may draw the attention of competitors and makes attribution of Fhm stronger than it would have been applied at all. 7.Participation: Is no longer the design of strategies an individual work done by some geniuses and people with outstanding managerial talent, but depends on the design of strategies to encourage individuals from all administrative levels and from various activities andThe scientific disciplines and backgrounds to participate effectively and actively in the design of strategies Is no longer voluntary, but participation is required many organizations, American and Japanese employees submit proposals every certain period to increase customer satisfaction "suggestions" strategy, does not require that the proposal is a hugeOr related to a significant change in the organization, are then grouped the proposals and linking them to build powerful strategies based on the contributions of members of the organization 8.Seeking to win all: Contemporary organizations do not try to defeat the enemies and eliminate them; it is like military bodies in war, but

organizations are looking to create alliances with competitors, as they look for employees and customers asPartners In other words, modern strategies are trying to access to the relationship between the winner / winners in all relations, and with all parties to the deal even with competitors, rather than the relationship the winner / loser. 9.Flexibility: Contemporary organizations are keen to choose strategies that can be modified or even canceled an interview for the reaction of competitors or change the attitudes of customers and suppliers and change the external environment and internal affairs. Strategic flexibility has become an important criterion in preferenceSome strategies over others and, in general, provide an element of flexibility to meet the conditions of uncertainty,Is one of the basic requirements of modern strategic thought, the greater the uncertainty the greater the need to provide an element of flexibility in the strategic decisions, for example, can make a decision leasing instead of purchase. 10.Innovation and renewal: Successful organizations realize that contemporary profits and increase the Organization's share of the market does not get it until the early pioneers, innovators, and innovators who believe that most new ideas that have proven successful ideas began KaDifficult ratification or conviction of The organizations realized that the basis for creating successful strategies based on information and Athalil the same degree to which depends on innovation and imagination and personal rule, and the challenge of the constants, which are seen in the industry as the lawsShould not be compromised by the 11.The large concentration of resources: Requires the application of strategic decisions are usually a large crowd of human and material resources when compared with the amount of resources required to implement the decisions of non-strategic. Human and material resources required to implement the strategic decisions such as product development, and the establishment of retail branches abroad, and the purchase of sources of supply, and to engage in new activity is the

substantial resources when compared with non-strategic decisions.