The Emergent and Intended Approach to Strategic Management - Coursework Example

Strategic management Compare and contrast the emergent and intended approach to strategic management. Mathias Kipping and Ludovic Cailluet. Mintzberg’s Emergent and Deliberate Strategies: Tracking Alcan’s Activities in Europe, 1928-2007 Annotated bibliography Bryson J.M and Famum K.A. (2004) .Creating and implementing your strategic plan. A workbook for public and nonprofit organization. Jossey-bass publishers. San Francisco, CA. This book is essential to managers who are implementing strategic management The summary The management scholar has situated company strategies on a continuum that range from those that are as result of internal decision on one extreme to those that emerge from external sources. The framework covers a Canadian aluminum producer ALCAN, in Europe. It follows the company from its emergent in 1928 until its acquisition in 2007 by Rio Tinto. Through out all this period the company moves from emergent to more strategies that are deliberate (Bryson & Famum, 2004). The objective of the overview was to assess whether the firm development was because of deliberate or emergent strategy. The authors of the articles are Matthias kipping and Ludovic Cailluet are reputable authors who have written numerous other articles. Mathias has a background in the faculty of economics and business science from university of pompeu fabra while Lodovic on the other hand, studied in university of Toulouse. After the analysis, the author arrived at the following conclusion, the company strategy evolved along deliberate emergent continuum as proposed by Mintzberg. In the case of ALCAN, the direction was from emergent toward deliberate strategies. The second conclusion was that there was some correlation between the firm strategy and its organization. This means that the evolution of the firms from emergent to deliberate was parallel to its evolution of the firm organization. This long run historical analysis confirms that using a framework that looks at continuum of deliberate and emergent strategies eliminate the notion of top down process. This suggests that Mintzenberg ideal applies in carrying out historical studies of company strategy. At the same time the study, add a crucial insight to the existing frame wok by highlighting the role of emergent imposed strategies. These strategies according to Mintenzberg represent extreme cases. Henry, Mintzberg. The design school: Reconsidering the basic premises of strategic management. Annotated bibliography Potter, L. (2001). The communication plan: the heart of strategic communication, international association for business communication. San Francisco CA. The manual designed to serve as practitioners guide, it provides the entire process, through all aspect of managing communication strategically. Design school is one of the schools of thought on strategy formation. The design proposes a simple model that views the process as one design to achieve a balance between external threats and opportunity and internal competence. The paper discusses and later criticizes the model focusing on the concept of conscious assessment of strengths and weakness, of the need to make strategies explicit and separation between formulation and implementation (Potter, 2001). In doing so, it question the beliefs in the strategic management. The critique is not intended to dismiss the design school model; lather, it opposes the assumption of its universality. The author of the paper has vast experience in promotion of strategic management mostly as a tutor. The possible audiences for this paper are the university tutors, trainers, and teachers. His move to criticize school model is confusing since he has spent a bigger part of his career in learning institution. Critique of Henry Mintzberg the design school: reconsidering the basic premises of the strategic management. Annotated bibliography Jaja., R.M. “Technology and banking : the implication of technology myopia on banking financial performance. A strategic management analysis” unpublished DBA dissertation, united state international university, San Diego, 1990. The author successfully tested the strategic success hypothesis in major united state banks. He determined that the hypothesis was statistically sustained at 0.5-confidence level. The relevance of this study to Henry model lays in the fact the prescription to for strategy formation is identical, with the type of strategic aggressiveness that optimizes firm success. The summary The critique is evaluating Henry’s theory on two criteria, factual varsity, and methodological soundness. The purpose of this paper was to criticize henry theory that disposes the prescriptive school. The author attains the purpose by: proofing that the method applied by Henry does not stand logic test, offering instance where Henry key assertion are factually wrong and finally by identifying appropriate context for Henry prediction. The author of this paper H. Igor, has spent his entire career helping different organization manage their strategic management (Jaja, 1990). He refuse to accept Henrys verdict, since by doing so means he has spent 40 year contributing solution that are irrelevant in practice of strategic management. The probable audience of this paper is university tutors, and students. The findings of the critique were; the exposition is deficient in terms of methodology and that descriptive and prescriptive assertions are variance with today’s practice of strategic management. This critique is deficient of these two criteria. The variance is found to be due to the following factors: lack of coherence in his presentation; his failure to define context for his description and his definition of strategy, which is at variance with to day’s practice of management. Marius, Pretorius & Rachel, Maritz. Strategic making: the approach matters. Annotated bibliography Chandler .A.D. (1962). Strategy and structure, MIT press. Cambridge. The book presents a very practical approach plan communication or public relation. It shows how the outcomes of a strategy can be planned. Changing business environment alter the manner in which organization conduct business. For a long time, the area of strategic management has always been characterized with controversy and diverse approaches. This article suggests that organization strategies are dynamic and not static as academic theories state. According to the article, there are two opposing view of strategic making: formal process strategic making approach and adaptive process approach where strategy evolves as circumstance warrant and as other organization factors become clear. This two approaches are presented as alternatives, they are however not mutually exclusive. The major contribution of this article is, assist mangers, support practitioners and consultants in approaching dynamic component of business. The approach does so by providing alternative process for strategy making. In conclusion, the paper shows that reflecting only one extreme of strategy making, distort the reality of the strategy making crippling the application of the strategy making process. Henry Mintzberg & James A. Waters. Of strategies, deliberate and emergent. Annotated bibliography Miles., R & Snow, C. (1978). Organization strategy, structure and process. McGraw-hill, New York. The book is designed to reach an array of readers e.g. students, practitioners and researchers. It present an excellent discussion of the integration of communication from marketing, public relation and advertisement. The summary Emergent and deliberate strategies are considered as two end of continuum along which the real strategies lie. The purpose of the paper was to develop this notion and some other basic issue related to strategic choice. This was achieved by elaborating various types of strategies along the continuum. The paper set out to explore the complexity and variety of strategy formation processes (Miles & Snow, 1978). It did so by refining the concept of deliberate and emergent strategy. The general conclusion of the article was that the strategy formation walks on two feet, one emergent, and the other one deliberate. One can therefore conclude that managing requires a light deft touch- to direct in order to realize intentions while responding unfolding actions. References Bryson, J.M & Famum, K.A. (2004).Creating and implementing your strategic plan. A workbook for public and nonprofit organization. Jossey-bass publishers. San Francisco, CA. Chandler, A.D. (1962). Strategy and structure, MIT press. Cambridge. Henry, M. (2001). The design school: Reconsidering the basic premises of strategic management. Miles, R. & Snow, C. (197.8) Organization strategy, structure and process. McGraw-hill, New York. Potter, L. (2001). The communication plan: the heart of strategic communication, international association for business communication. San Francisco CA. Read More