Reconsidering The Basic Premises Of Strategic Management Commerce Essay

H. Mintzberg indicates and proposes the figure – basic design school model to propose the view the process as one of the design, external threats and opportunities, the internal core competitiveness is an important fit. The depiction of the basic design school is similar to Andrews’ “economic strategy” (p. 187). The external appraisal and internal appraisal are processing at the same time. After the changes, strategy will be implemented.

As we know, the environmental context will change rapidly, but the resources are limited. So we need to through the analysis to identify the organization’s strengths and weaknesses. Thus, organization can use the basic design school model to formulate the strategy. And Mintzberg brings up seven basic premises of design school, these premises tend to be explicit, some implicit. The model should remain unique, clear, simple and informal production strategies, and developing these strategies before, should be fully implemented.

This journal discussed and criticized the strengths and weaknesses of this model, especially decision makers should need a clear thinking, there should be different between the evaluation and implementation. The application of the model in a limited but important background, this is a successful and effective strategic behavior.

Ansoff, H., (1991) Critique of Henry Mintzberg’s ‘The design school: reconsidering the basic premises of strategic management,’ Strategic Management Journal, Vol. 12, PP 449 – 461

This journal indicated that the design school’s development strategy, it is important that it is a simple model, and responded to design school (Mintzberg, H., 1990). Between the core competitiveness of the internal and the external threats and opportunities in the design process to achieve a satisfactory balance model, and then analyzed to determine its effectiveness. Although the model has its limitations, the four conditions can encourage organizations to use the design pattern of the school, including the related knowledge has been established, stable; organization is in line with the central clear strategy. Premises reviews including how to form a strategic, conscious, and control the thinking process. The formation of the strategy, the model should be kept completely informal and strategy formulation process.

I think that the strategy formation is depends on the complexity of management and organizational changes. Strategic decision is help to resolve the problems, but also conducive to understanding change and flexibility.

In addition, a successful business have to a successful strategy, but also in the process of development of the failure of the strategy learning error thus changing the strategy direction and been successful.

Mintzberg, H., and Waters, J. A., (1985) Of Strategies Deliberate and Emergent, Strategic Management Journal, Vol. 6, PP 257 – 272

This article separate intended strategy and emergent strategy for several of strategies to discuss. And define which intended strategy and emergent strategy are. These can be associated to a modern or postmodern strategic way of thinking, based on the differences on the priority, which will also help in the basic premise of the comparison of each method.

Only a few of the strategy is purely deliberate, just as only a small number of strategies sheer resourcefulness. One situation means cannot learn another situation means cannot control. In fact, the strategy of all the real-world needs some way to coordinate two cases: that is, the use of control while promoting learning.

Strategy must not only be gradually formed, but also the need for prior preparation. For example, the umbrella strategy (such as how to break into the high-priced market), it must be well thought out, however the details (when, where and how) to allow the surround. Therefore, is not to say emergent strategy not good and intended strategy necessarily good; the efficient policy makers thinking about to face a variety of situations, especially the use of predictive ability and make the necessary response to sudden events, a combination of these strategies.

Kipping, M., and Cailluet, L., (2010) Mintzberg’s Emergent and Deliberate Strategies: Tracking Alcan’s Activities in Europe 1928 – 2007, Business History Review, Vol. 84 PP 99 – 104

In this article, the writer use Canadian aluminum producer Alcan to be example to illustrate from emergency to deliberate strategy. The company is listed as a spin-off from Alcoa, from its origins in 1928, until 2007 acquisition of Rio Tinto (Rio Tinto). Because under the influence of external pressure, the formation of an extreme environment. In such an extreme environment, how it will affect the company’s internal decision-making. During this period, the company gradually from an emergency to a more deliberate strategy, although the external pressure ring field also affects the decision. Deliberate strategy is to go through the detailed plans of the internal and target implementation. In contrast the “emergency” strategy, by external environmental factors gradually formed. For businesses, it is a learning process. While many rationalization strategies are formulated in advance. But in fact, the two strategies can be run out at the same time.

Finally, according to Mintzberg, “reality falls between the two,” and “some of the most effective strategies” combine “deliberation and control with flexibility and organizational learning.”

The emerging “umbrella strategy” or “strategic process” through the effective control used. As my view, the ideal type of strategy is mixed up with deliberate approach and emergent approach.

Marius Pretorius, Rachel Maritz, (2011), “Strategy making: the approach matters”, Journal of Business Strategy, Vol. 32 Iss: 4 pp.25-31

The main purpose of this journal article is what strategy making will be happen in different approaches such as deliberate strategy and emergent strategy. According to factor analysis, the structure of the strategic making was informed that these three concepts: “Performance consensus”, “the ends and means flexibility”, and “Ends and means specificity”.

Intended Strategies organizational basis for the formulation of policy or guidelines, the plan is expected to fix after the attempt to consider the whole organization, Plans proposed mission strategy for the organization as to the formation of the expected strategy of budget and program of action of the goals. Therefore, Intended Strategies formed by the policies and programs in order to achieve the goals and expectations.

In the implementation of the strategy, due to changes in the environment, and the face of the current situation cannot be expected, Emergent Strategies will be making it a practical strategy. The success of an organization, not that it set the Intended Strategy, whether due to the actual current situation to be appropriate to adjust its strategy due.

Referencing:

Mintzberg, H., (1990) The design school: reconsidering the basic premises of strategic management, Strategic Management Journal, Vol. 11,PP 171 – 195

Ansoff, H., (1991) Critique of Henry Mintzberg’s ‘The design school: reconsidering the basic premises of strategic management,’ Strategic Management Journal, Vol. 12, PP 449 – 461

Mintzberg, H., and Waters, J. A., (1985) Of Strategies Deliberate and Emergent, Strategic Management Journal, Vol. 6, PP 257 – 272

Kipping, M., and Cailluet, L., (2010) Mintzberg’s Emergent and Deliberate Strategies: Tracking Alcan’s Activities in Europe 1928 – 2007, Business History Review, Vol. 84 PP 99 – 104

Marius Pretorius, Rachel Maritz, (2011), “Strategy making: the approach matters”, Journal of Business Strategy, Vol. 32 Iss: 4 pp.25-31