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Strategic Management - Coursework Example

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Name: University: Course: Tutor: Date: Strategic Management Pretorius, M & Maritz, R 2011, “Strategy making: the approach matters,” Journal of Business Strategy, Vol. 32. PP. 25-31. Pretorius’s “Strategy Making: the approach matters,” explores the manner in which strategy making occurs on the range of deliberate practice against budding strategy…
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Strategic Management
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Download file to see previous pages “Performance consensus” according to the journal is a neutral factor that is crucial to both strategic approaches. The size of the firm, influence of the CEO and uncertain operational environment of the company restrain strategy making approach of the firm. Before settling on any particular strategy, it is important to conduct a cost-benefit-analysis so as to determine the combined possible benefits of both rather than focus on one strategy. Dynamic business world demands that organizations utilize emergent strategy, which makes performance consensus a significant success driver in the implementation thereof. In concurrence with the journal, it is true that utilizing the relevant strategy ensures flexibility of managers. The article facilitates the process of strategy formulation in firms by providing adequate information needed for the entire process. Mintzberg, H 1990, “The design school: reconsidering the basic premises of strategic management,” Strategic Management Journal, Vol. 11, PP 171-195. ...
The author critically examines the design school model exposing its strengths and weakness. According to this design, leadership in an organization has the responsibility of determining organizational goals and essential tasks that must be undertaken to achieve the desired position of the firm. In this school of thought, the following premises hold: strategy formulation should be a managed and cognizant process. Second, the main strategist is the CEO, the model used must be straightforward, the strategy should be exclusive, the strategies should be communicated and they become implemented after complete formulation. The authors argue that the design school model is riddled with false assumptions and is often out of context. Both relevant structure and strategy determine organizational success. Despite many criticisms about the design school model, it still remains popular with many organisations and provides useful understanding into managerial concepts and practices. However, it is most likely to be outdated, particularly concerning modern business application. Ansoff, H 1991, “Critique of Henry Mintzberg's 'The design school: reconsidering the basic premises of strategic management’,” Strategic Management Journal, Vol. 12, PP 449-461. Ansoff in 1991 assessed Mintzberg’s (1990) critique of the ‘design school’ of strategic management based on two conditions: procedural reliability and factual authenticity. In his work, Mintzberg critique lacks both criteria. His own suggestion for the fundamental philosophy of strategic management falls in the same analytical criteria. According to Ansoff, Mintzberg’s clarification lacks methodology and his descriptive as well as prescriptive affirmations are contradictory to the contemporary management practices. ...Download file to see next pagesRead More
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