The document discusses 10 schools of strategic management: Design, Planning, Positioning,
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Entrepreneurial, Cognitive, Learning, Power, Cultural, Environmental, and Configuration. Each
school views strategy formation through a different lens, such as a process, mental process, or
reactive process. While no single school is complete, each offers useful concepts for
understanding strategic management. There remains room for further classification of strategy
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formation approaches. Appreciating the differences between the schools can help strategists
illuminate the origins and characteristics of various thought processes.
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1 Strategic Planning for Planning for Public and Non Public Organizations 012...Jo Balucanag - Bitonio
ย
Strategic planningย is an organization's process ofย definingย itsย strategy, or direction, and making decisions on allocating its resources to pursue thisย strategy. It may also extend to control mechanisms for guiding the implementation of theย strategy
STRATEGIC MANAGEMENT PROCESS - Featuring Policy-Strategy InterlockTANKO AHMED fwc
ย
Policy and strategy are intimately linked in strategic management process for articulation of mode and techniques of attaining set objectives involving definition or clarification of goals, description of the trends, analysis of conditions, projection of future developments, evaluation and selection of alternatives and; choosing of the preferred options.
1 Strategic Planning for Planning for Public and Non Public Organizations 012...Jo Balucanag - Bitonio
ย
Strategic planningย is an organization's process ofย definingย itsย strategy, or direction, and making decisions on allocating its resources to pursue thisย strategy. It may also extend to control mechanisms for guiding the implementation of theย strategy
STRATEGIC MANAGEMENT PROCESS - Featuring Policy-Strategy InterlockTANKO AHMED fwc
ย
Policy and strategy are intimately linked in strategic management process for articulation of mode and techniques of attaining set objectives involving definition or clarification of goals, description of the trends, analysis of conditions, projection of future developments, evaluation and selection of alternatives and; choosing of the preferred options.
Training Slides of Strategic Management Course, discussing how leadership should taken plan in strategic planning & management to enhance sustainability development of a company.
Some keypoints:
- Strategic Management Process
- Effective Communication
- Highly Effective Leaders & Managers
For further information regarding the course, please contact:
info@asia-masters.com
This is a brief power point presentation by Omuse Frankline Oyese, a PhD student at Kenyatta university to colleague student in may 2018. It outlines the main elements strategic thinking.
visit me in http://www.sujithbhaskar.brandmee.in/ or please comment my blogs in http://blog.centreetech.com/
check my all four ppts on mangement process
Henry Mintzberg's Ten Schools of Thought on Strategic ManagementDavid Tracy
ย
Download full document here:
http://pptlab.com/ppt/Business-Framework-Ten-Schools-of-Thought-36
Developed by Henry Mintzberg, the Ten Schools of Thought framework breaks down the field of Strategic Management into 10 categories, from Positioning to Entrepreneurial to Configuration. This document explains each School, its origins, benefit and limitations, related analyses/frameworks, and other attributes. Also includes PowerPoint templates for illustrating this model in your presentation.
THE 3Ds OF STRATEGY: DISCUSSION, DECISION AND DEVELOPMENTTANKO AHMED fwc
ย
Organizational performance is often driven by pure zeal and inspirational extracts or strategy constructs for competitive advantage. The 3Ds of discussion, decision and development form a trilogy in strategy formulation, with the component of decision loop as key element, in competitive environment. This paper explains the meaning, correlation and application of discussion, decision and development as constituents of organizational strategy formulation in a competitive environment. The paper employs the Chamberlainโs theory of strategy, a blend of other major theories, to construct the means, drive, process and mechanisms for effective competitive strategy for organizational performance. The story and secret behind the famed Mercedes-Benz three-pointed star emblem as symbol for competitiveness provides a working analogy for the 3Ds of strategy as competitive construct. The paper establishes that organizational leadership triplicity could spar away decision loops to survive and progress in competitive environment. A simulation exercise is designed for participants of a Policy, Strategy and Leadership Course to apply knowledge and skills of the 3Ds of strategy.
Business success is highly dependent on competent managerial and strategic leadership. Strategic
processes of managing and leading are people oriented and require strategic skills to ensure that there is proper
motivation in the work environment so as to achieve increased stakeholders value. In the present global
environment the need to cope with competition and other critical environmental challenges of business and
management underscores the essence of strategic management and business success. The exploratory research
design was employed for the study to assess the effect of strategic management on business success in Nigeria.
Data generated were analyzed through the regression statistical technique, and it was found that with 1 percent
increase in strategic management business success increases by 7.31 percent.
Strategic management involves the application of day-to-day activities aimed at achieving the overall goals and objectives of organizations. It is all about getting the job done or โjob must be doโ as seen in the Nigerian Military ethos
Training Slides of Strategic Management Course, discussing how leadership should taken plan in strategic planning & management to enhance sustainability development of a company.
Some keypoints:
- Strategic Management Process
- Effective Communication
- Highly Effective Leaders & Managers
For further information regarding the course, please contact:
info@asia-masters.com
This is a brief power point presentation by Omuse Frankline Oyese, a PhD student at Kenyatta university to colleague student in may 2018. It outlines the main elements strategic thinking.
visit me in http://www.sujithbhaskar.brandmee.in/ or please comment my blogs in http://blog.centreetech.com/
check my all four ppts on mangement process
Henry Mintzberg's Ten Schools of Thought on Strategic ManagementDavid Tracy
ย
Download full document here:
http://pptlab.com/ppt/Business-Framework-Ten-Schools-of-Thought-36
Developed by Henry Mintzberg, the Ten Schools of Thought framework breaks down the field of Strategic Management into 10 categories, from Positioning to Entrepreneurial to Configuration. This document explains each School, its origins, benefit and limitations, related analyses/frameworks, and other attributes. Also includes PowerPoint templates for illustrating this model in your presentation.
THE 3Ds OF STRATEGY: DISCUSSION, DECISION AND DEVELOPMENTTANKO AHMED fwc
ย
Organizational performance is often driven by pure zeal and inspirational extracts or strategy constructs for competitive advantage. The 3Ds of discussion, decision and development form a trilogy in strategy formulation, with the component of decision loop as key element, in competitive environment. This paper explains the meaning, correlation and application of discussion, decision and development as constituents of organizational strategy formulation in a competitive environment. The paper employs the Chamberlainโs theory of strategy, a blend of other major theories, to construct the means, drive, process and mechanisms for effective competitive strategy for organizational performance. The story and secret behind the famed Mercedes-Benz three-pointed star emblem as symbol for competitiveness provides a working analogy for the 3Ds of strategy as competitive construct. The paper establishes that organizational leadership triplicity could spar away decision loops to survive and progress in competitive environment. A simulation exercise is designed for participants of a Policy, Strategy and Leadership Course to apply knowledge and skills of the 3Ds of strategy.
Business success is highly dependent on competent managerial and strategic leadership. Strategic
processes of managing and leading are people oriented and require strategic skills to ensure that there is proper
motivation in the work environment so as to achieve increased stakeholders value. In the present global
environment the need to cope with competition and other critical environmental challenges of business and
management underscores the essence of strategic management and business success. The exploratory research
design was employed for the study to assess the effect of strategic management on business success in Nigeria.
Data generated were analyzed through the regression statistical technique, and it was found that with 1 percent
increase in strategic management business success increases by 7.31 percent.
Strategic management involves the application of day-to-day activities aimed at achieving the overall goals and objectives of organizations. It is all about getting the job done or โjob must be doโ as seen in the Nigerian Military ethos
6 PART 1 โข OVERVIEW OF STRATEGIC MANAGEMENT Strategic mana.docxevonnehoggarth79783
ย
6 PART 1 โข OVERVIEW OF STRATEGIC MANAGEMENT
Strategic management can be defined as the art and science o f formulating, implementing,
and evaluating cross-functional decisions that enable an organization to achieve its objec-
tives. As this definition implies, strategic management focuses on integrating management,
m a r k e t i n g , finance/accounting, production/operations, research and development, and
information systems to achieve organizational success. The term strategic management in
this text is used synonymously w i t h the term strategic plcmning. The latter term is more
often used i n the business w o r l d , whereas the former is often used in academia. Sometimes
the term strategic management is used to refer to strategy formulation, implementation, and
evaluation, w i t h strategic planning refemng only to strategy formulation. The purpose o f
strategic management is to exploit and create new and different opportunities for tomorrow;
long-range planning, in contrast, tries to optimize for tomoiTOW the trends o f today.
The term strategic planning originated in the 1950s and was very popular between the
mid-1960s and the mid-1970s. D u r i n g these years, strategic planning was w i d e l y believed
to be the answer for all problems. A t the time, much o f coiporate A m e r i c a was "obsessed"
w i t h strategic planning. F o l l o w i n g that "boom," however, strategic planning was cast aside
d u r i n g the 1980s as various p l a n n i n g models d i d not y i e l d higher returns. The 1990s,
however, brought the revival o f strategic pl a nni ng, and the process is w i d e l y practiced
today in the business w o r l d .
A strategic plan is, in essence, a company's game plan. Just as a football team needs a
good game plan to have a chance for success, a company must have a good strategic plan
to compete successfully. Profit margins a m o n g firms in most industries have been so
reduced by the global economic recession that there is httle room for eiTor in the overall
strategic plan. A strategic plan results f r o m tough managerial choices among numerous
good alternatives, and i t signals c o m m i t m e n t to specific markets, policies, procedures, and
operations i n l i e u o f other, "less desirable" courses o f action.
The term strategic management is used at many colleges and universities as the subti-
tle for the capstone course i n business administration. This course integrates material f r o m
all business courses. The Strategic Management C l u b O nl i ne at wwvv.strategyclub.com
offers many benefits for business p o l i c y and strategic management students. Professor
Hansen at Stetson University provides a strategic management slide show for this entire
text (www.stetson.edu/~rhansen/strategy).
Stages of Strategic Management
The strategic-management process consists o f three stages: strategy formulation, strategy
implementation, and strategy evaluation. Strategy formulation.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/ten-schools-of-thought-on-strategic-management-229
The Ten Schools of Thought model from Henry Mintzberg is a framework that can be used to categorize the field of Strategic Management. It describes each school in context and provides a critique. Thus, it acts as a very good overview to the entire field of Strategic Management.
While academics and consultants keep focusing on these narrow perspectives, business managers will be better served if they strive to see the wider picture. Some of strategic management's greatest failings, in fact, occurred when one of these concepts was taken too seriously.
These 10 Schools of Thought are as follows:
*The Design School
*The Planning School
*The Positioning School
*The Entrepreneurial School
*The Cognitive School
*The Learning School
*The Power School
*The Cultural School
*The Environmental School
*The Configuration School
This document explains each School, its origins, benefit and limitations, related analyses/frameworks, and other attributes. Also includes PowerPoint templates for illustrating this model in your presentation.
this presentation is on Strategic management.
It covers following topics in detail -
Introduction of strategic management
Definition of strategic management
Mintzbergโs Views of Strategy
Features of strategic management
Role of strategic management
Process of strategic management
Need of Strategic management
Benefits of Strategic management
Limitations of strategic management
Mission & Vision
Business Policy, Strategy, History of Strategy, Strategic Management, Strategic business unit, Strategic Intent, Vision, Mission, Goals, Objectives, Plans
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Classical and contemporary schools academic assignment essay - www.topgradepapers.com
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Classical and contemporary schools are two out of the four of schools of strategic management.
They are the opposing schools based on the criteria of historical and future trends in strategic
management. The classical school of strategic management gathers premises of the founders of
strategic management as a scientific field. There are the most basic and historically the oldest
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approaches in handling top management duties and tasks (Mintzberg, 1990). Although the
premises are shaped about eighty years ago, they represent the cornerstone of the field still valid
today. The premises have been developed though out the years and almost each of contemporary
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premises can be traced back to those years or is formed as the opposing premise of the one dating
in the past. Letโs discuss these schools of thoughts with relevance to critical analysis.
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The Design School
โLook before you leapโ
Strategy Systems as Processes of Conception
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Among the schools of strategic thinking, this one explains all prescriptions in the field. The
design school suggests a very simple model that shows an essential fit between external threat
and opportunity and internal distinctive competence (Ansoff, H.I. 1991). The base line for this
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school is architecture as a metaphor. It is more useful in relatively stable environment. This
model is to be kept simple and informal and hence the strategies produced should be unique,
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simple and explicit (Richard A. Swanson et al. 2001). Further, these strategies should be fully
formulated before they are implemented. The chief executive is the main strategist. The school
suggests that strategy systems are processes of conception. The strategies formulated are clear
and unique. In this case the internal situation of the organisation is matched with external
situation. Thus the strategy of the organisation is designed to represent the best possible fit. It
To
falls in Prescriptive school category.
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The Planning School
โA stitch in time saves nineโ
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Strategy Systems as Formal Processes
Its main roots underlay in systems thinking and cybernetics. The strategy systems under this
school are prescribed to be controlled, decomposed into distinctive steps, conscious processes of
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formal planning, supported by checklists and techniques (Henry Mintzberg 1990). The process is
broken into set of steps, which comprises from the analysis of the situation to the execution of
strategy. These processes give clear direction and enable firm resource allocation. Chief
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executive has the core responsibility for the complete process and the execution responsibility
rests with staff planners. The strategies by this school are much detailed and full driven. It
follows a rigorous set of steps from analysis of the situation to the development and exploration
of various alternative scenarios (Mintzberg 1994). Strategies are made explicit so that they can
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be implemented through detailed attention to objectives, budgets, programs and operating plans
of various kinds. The base disciplines are some links to urban planning, cybernetics and system
theory. The strategy may become too static as the predicting is difficult. The category for this
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school is also Prescriptive.
The Positioning School
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โNothing but the facts, maโamโ
Strategy Systems as Analytical Processes
Its roots lie in economics and military history. The strategy systems focus on strategies that are
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generic, especially common and identifiable. So the market is to be economic and competitive. A
major role is played by analysts who communicate their results to the managers that perform the
choices. Strategies coming out of this process are first articulated and then implemented. The
main focus is on external environment like market structure (Hamel, G. 1996). It places the
business within the context of industry and looks for the ways enterprise can improve its
strategic positioning within that industry. This school made Strategic Management into a science,
enabling future progress (Mintzberg, 1990). It focuses on hard economic facts and it is more
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useful in early stage of strategy development. The strategy formation process places the business
within the context of the industry and finds out ways how organisation can improve its
competitiveness in the industry. This school neglects power, politics, culture and social elements.
It is also a Prescriptive school.
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The Entrepreneurial School
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โTake us to your leaderโ
Strategy Systems as Visionary Processes
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According to this school, the strategy systems are processes existing mainly in the mind of
leader. Strategies are relating to a sense of long term direction or vision of the organisation. The
strategy systems are semiconscious and are rooted in the experience and intuition of the leader.
The school stresses the most innate of mental states and processes such as intuition, judgment,
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wisdom and experience (Ahlstrand, B 1998). The leader is responsible to promote the vision on
his own and also responsible for maintaining control of implementation processes. So,
entrepreneurial systems tend to be both Deliberate and Emergent. A sound vision and a visionary
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leader can cohesively sail organisation through muddy waters when organisation is going
through its difficult years (Mintzberg, Lampel, 1998). These strategies best work out where the
companies are owned and managed by a single individual. Entrepreneurial strategy systems are
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argued to tend to take the form of niche strategy, one or more patches of a market position
protected from the forces of outright competition. But the question still exits how can you find
the right leader with all the needy qualities?
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The Cognitive School
โI will see it when I believe itโ
Strategy Systems as Mental Processes
Its main roots lye in psychology (cognitive) and strategy systems are prescribed to be cognitive
processes that come in strategistโs mind. Strategies emerge in the form of concepts, maps,
schemes and frames. These inputs flow through all sorts of distorting filters before they are
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decoded by the cognitive maps (Chaffee, 1985). Its main focus is on how people perceive pattern
and process information. It purely focuses on what is happening in the mind of strategist and
how that happening is being processed. It stresses the creative side of the strategy process. This
is very useful to explain why our minds are imperfect (Mintzberg, H. 1990). As concepts,
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strategies are difficult to attain in the first place, considerably less than optimal when actually
attained and subsequently difficult to change when no longer viable (Richard A. Swanson 2001).
In this regard various forms of cognition have an influence on how strategy systems are said to
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function, such cognition as confusion, cognition as information processing, cognition as
mapping, and cognition as concept attainment. This approach, based upon the science of brain
functioning, regards strategy formation as a mental process, and analyzes how people perceive
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patterns and process information. It is not very practical beyond the conceptual stage and
currently not very useful to guide collective strategy process. School category is Descriptive.
The Learning School
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โIf at first you donโt succeed, try, try againโ
Strategy Systems as Emergent Processes
Its main roots are also in psychology, strategy systems are processes of learning over time in
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which formulation and implementation activities are intertwined and indistinguishable in nature.
The environment of the enterprises is complex and of unpredictable nature. The main focus of
management is over time to what does work and what doesnโt work and this learnt lesson is
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incorporated into their overall plan of action (Ansoff, H.I. 1991). As world does not allow
strategies to be developed all at once hence, strategies emerge in small steps throughout the
journey of enterprise (Jelenc 2009). It offers solution to complexity and unpredictability in
strategy formation. It produces strong strategies in complex situations with continuous change.
To
The learner may be the collective system of the enterprise or leader may be the main leader. This
implies that there are many potential strategies in most enterprises (Lampel, 1998). The learning
is a process proceeding in emergent fashion, through behaviour that stimulates thinking
retrospectively, so that sense can be made of action. Thereby, the role of leadership becomes not
to preconceive deliberate strategies, but to manage the process of strategic learning, from which
novel strategies can emerge. The base discipline perhaps links to learning theory in psychology
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and education; chaos theory. The champions to this school are people inclined to
experimentation, ambiguity and adaptability. This strategy is not useful at all in crises. Also there
are costs associated with learning. You should not cross a chasm by taking small steps. The
school category is Descriptive.
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The Power School
โLook out for number oneโ
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Strategy Systems as Processes of Negotiation
Its roots are in politicology (the study of politics), and strategy systems are described to be
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shaped by politics and power. Strategies formulated under this are tend to be emergent in nature
and takes the forms of positions and ploys. It can be divided into Micro Power and Macro Power
(Mintzberg, Lampel, 1998). In micro power, strategies are made through interplay, persuasion,
bargaining, direct confrontation and shifting coalitions. On other hand, Macro power sees the
de
enterprise as promoting its own welfare by making corporations with other enterprises. Strategies
are developed as a process of negotiation between power holders within the company and its
external stakeholders (Whittington, 1993). It can help the strongest people to survive in the
corporate jungle. It also ensures that all aspects of an issue are fully debated. It also can help to
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reduce resistance after a decision is made. Its base line is political science. But it uses a lot of
energy, causes wastage and is costly. Further, more badly, it can lead to having no strategy or
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just doing some tactical maneuvering. It overstates the role of power in strategy formation. The
school category is Descriptive.
The Cultural School
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โAn apple never falls far from the treeโ
Strategy Systems as Collective Processes
Its roots in anthropology describes the strategy systems as processes of social interaction, that
base on beliefs and understandings shared by members of enterprise (Henry Mintzberg 1990).
These beliefs are acquired by acculturation and socialization which are largely nonverbal. Hence
the members describe only those beliefs that underpin their culture; while the origin and
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explanations may remain obscure (H. Igor Ansoff 1991). It views the strategy formation process
as a collective and cooperative process. The strategy formulated is a reflection of corporate
culture of organisation. Its emphasis is on crucial role that social processes beliefs and values are
playing in decision making and in strategy formation. The champions include the people who
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like the social, the spiritual and the collective environment. It has the limitation of resistance to
change and gives few clues on how things should unfold. The school category is Descriptive.
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The Environmental School
โIt all dependsโ
Strategy Systems as Reactive Processes
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This school has its roots in biology, strategy systems are described to react in natural manner
with the corporate external environment. The external context is the central factor in strategy
making processes. The strategy formulated is a response to the challenges that were imposed by
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external environment. If the enterprise does not respond to external forces, that enterprise will
not be selected out (Steiner, George Albert1979). In the long run, enterprises end up clustering
together in distinct ecological-type niches, positions where they remain until resources become
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scarce or conditions too hostile (Mintzberg et al. 1998). The champions include population
ecologists, some organisation theorists and positivists in general. In the long run, it gives the
central role in strategy formation to the environment. As the dimensions of the environment are
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vague and aggregated, it becomes less useful for strategy formation. It is unrealistic that it denies
real strategic choice that an organisation may have. The school category is Descriptive.
The Configuration School
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โTo everything there is a seasonโ
The base line of this school is History. This school underlay that strategy formation is a process
of changing organisation from one type of decision making structure to another (Mintzberg, H.
1990). It matches the organisational shape with strategy as they are closely integrated.
Organisations have some stable configurations in its characteristics, which cause to create
particular strategies (Kippenberger, T. 1998). But these stability periods are interrupted by some
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processes of transformation. So these strategies do not work for organisations in long run
(Lampel, 1998). Key to success in strategic management is to sustain stability or adapting to
strategic changes. Therefore, strategy formation itself has configurations. The champions
include lumbers and integrators in general and as well as change agents. In reality organisations
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do not have a limited number of valid configurations; also patterns in the eye of beholder are not
limited. If reality is prescribes by using configuration, it will distort the reality in order to explain
it.
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CONCLUSION:
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In each of these schools, the strategy formation process is something like โblack boxโ
because no one of these schools is able to outline that how an individual or organisation will leap
from the collection of information to the conceptualization of alternative courses of action.
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In the final analysis, just as none of the blind men's descriptions of the elephant was
completely adequate, yet each contained elements of truth, none of these 10 approaches is
complete in and of itself, either. Each offers some useful concepts, and some strong points to aid
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understanding, but has its disadvantages or limitations as well, likely:
๏ท Still there is room for more classifications of strategy formation
๏ท The complexity of these schools, at a glance, may scare the strategist
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But it canโt be denied that these approaches have also helped the strategists in;
๏ท Illumination of origins and characteristics of the different schools of thoughts in
strategy formation.
๏ท Understanding and appreciating differences between strategy formations.
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REFERENCES
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1. Ansoff, H.I., (1991 ) Strategic Management Journal โCritique of Henry Mintzbergโs The
Design School: Reconsidering The Basic Premises of Strategic Managementโ , Vol. 21,
pp. 98-112
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2. Kippenberger, T. (1998), โHow strategy is formed? Ten schools of thoughtโ, The
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3. Mintzberg, H. (1990), โStrategy formation: ten schools of thoughtโ, in Fredrickson, J.
(Ed.), Published By: KnightRidder
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4. Henry Mintzberg (1990) The Strategic Management Journal โDesign School:
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the basic premises of strategic managementโ available at
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2009)
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9. James L. Haye ,"Effective managers live in the present โ but concentrate on the future."
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17. Mintzberg Henry (1994), The rise and fall of strategic planning: Reconceiving roles for
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