strategics management

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Identify which school(s) of strategic thought is/are the most likely candidate(s) to offer sufficient conceptual and theoretical matter suited to interpreting and resolving the scenario as presented.
The ten schools of thought model from Mintzberg et. al. (1998) is a…


For these the following schools of strategic thought will be directly related (Aguilar, 1967):
The Design School: This school sees strategy formation as a process of conception. The approach used by this school is clear and unique, where strategies are formulated in a deliberate process. In this process, the internal situation of the organization is matched to the external situation of the environment.
The Positioning School: This school sees strategy formation as an analytical process. The approach used by this strategic thought is that it places the business within the context its industry, and looks at how the organization can improve its strategic positioning within that industry.
The Entrepreneurial School: This school sees strategy formation as a visionary process. The visionary process takes place within the mind of the charismatic founder or leader of an organization. The school stresses the most innate of mental states and processes- intuition, judgment, wisdom, experience, and insight. A sound vision and a visionary CEO can help organizations to sail cohesively through muddy waters- especially in early or very difficult years for the organization.
The Power School: This school sees strategy formation as a process of negotiation. The strategy is developed as a process of negotiation between power holders within the company, and/or between the company and its external stakeholders. It can help to let the strongest people survive in the corporate jungle. This school of thought can also help to ensure that all sides of an issue are fully debated. It can help to break through obstacles to get to the necessary change. It can also help to decrease resistance after a decision is made and is particularly useful to understand Strategic Alliances, Joint-Ventures and Stakeholder Analysis (Brown. & Eisenhardt, 1998).
Strategy and organizational shape (organizational ...
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