inovacao da ËÄ ËÄ oferta ’ ’‚ in Associacao de Hoteis de Portugal‚ ËÄ Â Comunicacoes e Conclusoes do XI Congresso ËÄ Ä Nacional de Hotelaria e Turismo‚ A.H.P.‚ Estoril. Mintzberg‚ H. (1992)‚ "Five Ps for strategy ’ ’‚ in Mintzberg‚ H. and Quinn‚ J. (Eds)‚ The Strategy Process: Concepts and Contexts‚ Prentice-Hall‚ London. Mintzberg‚ H. (1994)‚ The Rise and Fall of Strategic Planning‚ Prentice-Hall‚ London. Olsen‚ M.‚ Murphy‚ B. and Teare‚ R. (1994)‚ ``CEO perspectives on scanning the global hotel
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Eighty-seven students‚ in 20 groups‚ classified three managers ’ real-time videotaped activities according to an elaboration of Aristotle ’s cardinal virtues‚ Fayol ’s management functions‚ and Mintzberg ’s managerial roles. The study ’s empirical evidence suggests that‚ akin to Fayol ’s functions and Mintzberg ’s roles‚ Aristotle ’s virtues are also amenable to operationalization‚ reliable observation‚ and meaningful description of managerial behavior. The study provides an oft-called-for empirical
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article ‘Crafting strategy’ (Mintzberg‚ 1987) in the wider context of prescriptive and emergent debate followed by strengths and weakness of the article. Placing the article in wider literature debate In ‘Crafting strategy’ Mintzberg distinguishes between planning strategy and crafting strategy. Mintzberg view on strategic planning is clear. “Strategic planning isn’t strategic thinking. One is analysis and the other is synthesis” (Mintzberg‚ 1994). According to Mintzberg the current practise of strategic
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organizational learning within entrepreneurship strategy research‚ are necessary. Mintzberg & Waters ’ (1985) work on deliberate and emergent strategy formation is one of the central pieces of literature in what has been described as the ’process ’ school of strategy. This paper adopts a process-based approach when examining entrepreneurship strategies. It elaborates a typology of strategy formation processes based on Mintzberg ’s (1988) definition of strategy as a pattern in a stream of actions. The survey-based
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"Phénoménologies du Temps et Prospectives." Presse Universitaires de France‚ Paris Chermack T.J. (2003). “ A Methodology for Assessing Performance-Based Scenario Planning” . Journal of leadership and organizational studies‚ University of Minnesota Vol.10‚ No.2 Mintzberg‚ H. (1990). "Strategy formation: ten schools of thought"‚ in Fredrickson‚ J. (Eds)‚ Perspectives on Strategic Management‚ Ballinger‚ Boston Shoemaker‚ P.J.H. (1995). “Scenario planning: A tool for strategic thinking”. Sloan Management Review‚ 37(2)
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Kraut‚ L. B.‚ P. R. Pedigo‚ D. D. McKenna and M. D. Dunette (1989). ’The Role of the Manager: What ’s Really Important in Different Management Jobs ’‚ Academy of Management Executive‚ 3(4)‚ pp. 286-293. Kurke‚ L. B. and H. E. Aldridge (1983). ’Mintzberg was right! A replication and extension of The Nature of Managerial Work ’‚ Management Science‚ 29(8)‚ pp. 975-984. Lawrence‚ P. (1984). Management in Action‚ Routledge & Kegan Paul‚ London. Ley‚ D. A. (1980). ’The Effective GM: Leader or Entrepreneur
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Strategy Alicia Wiley AH543 Healthcare Strategic Mgmt January 25‚ 2015 Henry Mintzberg has proposed the concept of strategy by defining 5 Ps (Mintzberg‚ 1987). Each of the 5 Ps is a different approach to strategy. They are plan‚ ploy‚ pattern‚ position and perspective. Plan Strategy is a plan or future course of action that is consciously intended to deal with the situation and acts as a guideline (Mintzberg‚ 1987). This means that any act done purposefully and carefully to deal with a situation
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Are the Classical Management Functions Useful in Describing Managerial Work? Author(s): Stephen J. Carroll and Dennis J. Gillen Source: The Academy of Management Review‚ Vol. 12‚ No. 1 (Jan.‚ 1987)‚ pp. 38-51 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/257992 . Accessed: 08/09/2014 02:29 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR
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The Antidote Emerald Article: How is strategy formed? Ten schools of thought Kippenberger‚ T Article information: To cite this document: Kippenberger‚ T‚ (1998)‚"How is strategy formed? Ten schools of thought"‚ The Antidote‚ Vol. 3 Iss: 6 pp. 11 – 14 Permanent link to this document http://dx.doi.org/10.1108/EUM0000000006623 Downloaded on: 14-08-2012 Citations: This document has been cited by 2 other documents To copy this document: permissions@emeraldinsight.com This document has
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which managers can envision and plan for the long term future of the organisation as a whole. Despite the lack of consensus on its definition‚ there is considerable agreement on the core activities involved in ‘doing’ strategy (McKiernan‚ 1997; Mintzberg et al.‚ 1998a‚ Stonehouse et al.‚ 2004). Strategic management‚ or strategising as it is sometimes called today‚ incorporates several interlinked activities including strategic thinking‚ strategic learning‚ strategic planning‚ and strategy implementation
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