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Strategy - concept
Strategic thinking
Strategic management
framework
Fore Thought
3
Plan
Perspective
Ploy
Strategy
Position Pattern
Strategy
9
PLAN
o Consciously intended course of action, a set of guidelines
to deal with the situation
PLOY
o Specific maneuver intended to outwit an opponent or
competitor
PATTERN
o In a stream of actionsconsistency in behavior whether
or not intended
POSITION
o Means of locating an organization in an environment
PERSPECTIVE
o An engrained way of perceiving the world
Strategy
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1. Managerial Intent
1. Logical incremental
2. Rational command
2. Cultural / Political Process
1. Strategy: A Managerial Intent
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Logical incremental
o Standardized planning procedures
o Systematic data collection and
analysis
o Constant environmental scanning
o On going adjustment of strategy
o Tentative commitment to strategy
o Step by step small scale change
Strategy: A .
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Rational command
o Senior managers determines and direct
strategy
o Strong vision or mission
o Definite and precise objectives
o Analysis and evaluation of environments
o Clear plans
2. Strategy: A Cultural/Political
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Process
Muddling through
o Managing conflicting interest groups
o Powerful groups with control over critical
resources more likely to influence strategy
o Standardized way of doing things
o Routines and procedures embedded in
organizational strategy
o Deeply rooted beliefs and assumptions
o Strong resistance to change
o Gradual adjustment to strategy
Strategy: A .
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Externally dependent
o Strategy is imposed by external forces
(e.g. legislation, parent organization)
o Freedom of choice severely restricted
o Groups dealing with the environment
have greater influence over strategy
o Political activity within organization and
between environment likely
o Externally driven strategy
- Johnson & Scholes
Strategic Thinking
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Strategic Thinking- Development
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Fundamental
and Strategic Thinking
sustained Strategic Core Enabler
Management
Impact
Integrated Systems
Strategic
Planning
Methods
Limited
1960s Time
Self Assessment
17
thinking abilities
Time 10 minutes
Scoring
Use the following table to interpret your score.
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Assessing readiness
o Commitment of leadership
o Ability of leaders to devote necessary
attention to the big picture
The purpose is to develop initial
agreement among key internal decision
makers about overall planning process for
their support and commitment
Steps in preparing for planning
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However beautiful
the strategy, you
should occasionally
look at the results.
- Winston Churchill
I. Commander Approach
II. Organisational Change Approach
III. Collaborative Approach
IV. Cultural Approach
V. Crescive Approach
I. Commander Approach
Manager determines best strategy
Manager uses power to see strategy
implemented
Three conditions must be met:
1. Manager must have power
2. Accurate and timely information is
available
3. No personal biases should be present
II. Organisational Change
Approach
Focuses on the organisation
Includes focusing on the
organisations staffing and
structure
Often more effective than
commander
Used to implement difficult
strategies
III. Collaborative Approach
Enlarges the organisational
change approach
Manager is a coordinator
Management team members
provide input
Group wisdom is the goal
IV. Cultural Approach
Includes lower levels of the
organisation
Breaks down barriers between
management and other
employees
Everyone has input into the
formulation and implementation
of strategies
V. Crescive Approach
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Shared vision
Understand the organization
Cultural alignment
Communication
Experience help where necessary / Executive
support
Strong leadership
Stakeholder buy-in / Systematic planning /
Short-term wins
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The story continues
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