Eight Strategies Of Mintzberg And Waters

2. The comment, “Brilliant strategy; lousy implementation” reflects the fact that strategy formulation and strategy implementation are distinct, separable activities.

When working with companies, an employee has to wonder from time to time what makes management tick. What is the source of their decision-making practices? Why should people strategize in business or in war? Well first let’s define what is strategy? “It is a plan, method, or series of maneuvers or stratagems for obtaining a specific goal or result: a strategy for getting ahead in the world.” (dictionary.com, 2012) The main purpose of this article is to enhance our ability to think strategically. In addition, identifying how as managers and leaders of all organizational levels can

Two basic strategies or concepts are found in part three – “Basic Strategy: How to

2-3). These categories are tools which management must become familiar with in order to shape the decisions and behaviors of their organizations to ensure success and growth. The first category is strategy, which is usually addressed first since it focuses on the direction that the company would like to head in (Kates & Galbraith, 2007). A company’s strategy outlines its goals and objectives that it would like to achieve; this is normally reflected in the company’s vision and mission statements. Structure, the second category, determines where formal power and authority are located in the organization. Typically, this category is described as being a “hierarchy” since it determines who comes into contact with whom (Kates & Galbraith, 2007). The third category, processes, incorporates both vertical and lateral movements. Vertical processes usually involve business planning and budgeting processes since the scarce resources of funds and talent are being allocated. In this process, the needs of different departments within the organization are collected and decisions on what takes priority is made for the budgeting and allocation of the resources (Kates & Galbraith, 2007). Lateral processes, on the other hand, are essentially designed around the workflow such as product development.

The e-learning activity claims that the organization is the central component of competitive advantage as increasing the strategy of an organization is the behavior on its people. We conceive organization structure as a chart consisting of boxes in which the names of positions or designations ore personnel are written in a hierarchical order, along with the depiction of relationship that exist between various positions. For a strategist an organization structure is of much more importance. From strategy implementation standpoint, an organization structure is the arrangement of tasks and subtasks required to implement a strategy. The organization strategy is use for estimates and institute the allocation

Mintzberg (1984, pp. 69) suggests “the notion strategy is something that should happen way up there far removed from the details of running an organisation on a daily basis and is one of the great fallacies of conventional strategic

Mintzberg further states that the strategy-making process should include summarizing the data that the manager has acquired from all sources and then synthesizing that data into a vision of the path which the company should follow (Mintzberg, 1994). He continues his ideas by stating that “Planners should make their contribution around the strategy-making process rather than inside it” (Mintzberg, 1994, p. 108). He believes that the planner should not be the one creating the plan, but rather the one who supplies the needed analysis, or data, to the strategic thinkers. An analogy that comes to mind is in my previous job whereby the exceptions processing representatives were a type of advanced data entry representatives. Not only would they extrapolate the data received, but they were also required to forward it to the proper department for processing. They did not make any decision on how to use the data, but instead, directed that data to the group that

These strategies are of significant value to how the organization looks at the long term operation of the company. These strategies are: 1. Where to put your financial and people resources, 2. Structure and processes that can deliver the strategies; 3. Metric and rewards to support strategy, structure, and process; 4. Values and behaviors required to achieve goals; ( www.managementparadise.com/forums/foundation-human)

Michael Porter expands in the analysis of many of these factors that affect competition in the industry, in order to reach a framework that helps to quickly identify the structural features that are critical to determine the nature of competition in a particular industry. The author concludes that the competitive strategy could be described as making offensive or defensive actions to create a position that could be defensible in an industry, and to deal successfully with the five competitive forces and thus achieving a higher return on investment for the

According to Porter (1985), strategies allow organizations to gain competitive advantage from three different bases: cost leadership, differentiation, and focus and calls these bases the generic strategies.

Porter viewed rivalry among the prevailing players as a result of assertion towards their competitive position in the marketplace. The competition among the existing companies is based upon

Chapter2: Multiple Choice Questions 1. Which of the following is true about business strategies? a. An organization should stick with its strategy for the life of the business. b. All firms within an industry will adopt the same strategy. c. Well defined missions make strategy development much easier. d. Strategies are formulated independently of SWOT analysis. e. Organizational strategies depend on operations strategies. The fundamental purpose for the existence of any organization is described by its a. policies b. mission c. procedures d. strategy e. tactics Which of the following activities takes place once the mission has been developed? a. The firm develops alternative or back-up missions in case the original mission fails. b. The

Chapter 4 dives deeper into industry and competitive analysis and considers the competitive dynamics of competitors

In 1980, Michael E. Porter, of Harvard University, wrote a book called Competitive Strategy: Techniques for Analyzing Industries and Competitors. The purpose of the book was to discuss his “Five Forces Model of Competition” and expose students and businesses alike to his ideas on policy and strategy (Porter, 1980). The external analysis of industry, competition, and the general external environment is based on Porter’s Five Forces Model of Competition.

1. Planning to plan. Since the ministry has an existing strategic plan, the post-planning will be designed to tactics on developed. This plan will be presented to senior leaders of the ministry.