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Strategy management - Literature review Example

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5 Word Count: 834 1. Definition “Managers are craftsman and strategy is their clay” (Mintzberg, 1987:66) The role of managers in modern organizations can be described using different approaches. Through the above definition, Mintzberg aims to offer an explanation for the methods used by managers in order to decide on critical organizational issues. In the definition of Mintzberg presented above, emphasis is given on the potential use of the term ‘craftsman’ for characterizing managers in modern organizations. In accordance with Mintzberg (1998) the manager when acting as a craftsman, he ‘senses rather than analyzes’ (Mintzberg, 1988, p.71). This means that the manager uses his senses for evaluating and responding to the organizational problems. However, this fact does not affect his performance. In fact, crafting is characterized by the detailed review of organizational problems, allowing for more precise managerial decisions compared to common methods of strategic decision making, where there is the risk of generic assumptions. This advantage of crafting towards other methods of strategic decision making is made clear through the following statement of Mintzberg: manager as a craftsman ‘has to craft his strategy as a potter has to manage her craft’ (Mintzberg 1988, p.73). ...
2005, p.19) The view of Mintzberg that the manager is a craftsman, is in opposition with the view of Miller et al. (2005) who noted that strategic decision making is based on intuition; when being used for decision making in organizations, intuition may have two different forms: it could be either a holistic hunch or an automated expertise (Miller et al. 2005, 22); in its first form, intuition is used in organizations where ‘exploration has been adopted as a goal’ (Miller et al. 2005, p.22-23); on the other hand, intuition in its second form can be identified in organizations that focus on ‘execution and building on past investments’ (Miller et al. 2005, p.22-23). At this point, it is assumed that these managers prefer to avoid focusing on details when having to develop critical strategic decisions (ignoring the theory of manager as a craftsman, as stated by Mintzberg, 1987) considering their intuition as more appropriate criterion for the development of effective strategic decisions. 3. Alternative ‘A theory for "doing first", goes like this: enactment - selection - retention’ (Mintzberg et al. 2001, p.91) The use of the theory of Mintzberg for explaining the strategic decision making process may not be feasible in all organizations – because of their culture, structure or because of the market conditions; for example in markets that are characterized by increased volume and complexity of financial transactions, like in the case of UK or USA, focusing on details for developing strategic decisions would be extremely difficult. An alternative approach could be used instead of the view of manager as a craftsman; such alternative is provided in the study of Mintzberg et al. (2001), and is characterized as a ‘doing first ...Show more


Topic 1 Table of Contents 1. Definition….……………………………………………………………. 2 2. Argument…………….………………………………………………. 2 3. Alternative…………………………….………………………………… 3 4…
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