3.02.01. Three schools in prescriptive………………………………………………………….10 3.02.02. Seven schools in descriptive…………………………………………………………..11 4.0. Critical analysis…………………………………………………………………………………………………….….12 4.01. Mintzberg strategic decision-making process…………………………………………………12 4.01.01 Mintzberg Seven path configurations using the general strategic decision-making model……………………………………………………………………………….13 4.02. The classic decision making process……………………………………………………………...13 4.03. Pricing strategy and
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Practice of Change Management. Palgrave Macmillan: Hampshire Johnson‚ G.‚ Scholes‚ K.(2005) Exploring Corporate Strategy: Text and Cases‚ 7th Edition‚ Pearson Education Lynch‚ R. (2006) Corporate Strategy (4th Edition)‚ FT Prentice Hall: Harlow Mintzberg‚ H.‚ Quinn J. B.‚ Ghoshal‚ S.‚ (2002) The Strategy Process. (2nd European Edition)‚ FT Prentice Hall: Harlow Pettigrew‚ A. and Whipp‚ R. (1991) Managing Change for Competitive Success‚ Oxford: Blackwell Raynor‚ M.E. (2007) The Strategy Paradox‚
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in Figure 1.4? “Strategy is the long-term direction of an organization” (Johnson‚ Whittington and Scholes‚ 2011‚ p.3). The LEGO Group started with the manufacture of stepladders‚ ironing boards‚ stools and wooden toys and has grown into one of the top five toy makers in the world (Johnson‚ Whittington and Scholes‚ 2011). The growth of the company demonstrates the three horizons framework (Johnson‚ Whittington and Scholes‚ 2011) for businesses‚ as can be seen throughout the history of the company
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century (Singer 2000). The cause of this unfortunate decrease in population are the many oil spills near southern Africa‚ with the first oil spill occurring in 1948 (Whittington 1999). Since 1968‚ the Southern African National Foundation for the Conservation of Coastal Birds (SANCCOB) has made attempts to rehabilitate oiled penguins (Whittington 1999). SANCCOB has treated some 40‚000 oiled penguins in the past 30 years. Oil on the penguins’ feathers removes the waterproofing that the penguins rely on for
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Table of Contents Session 1 Strategic thinking 4 Cognitive activities 4 [pic] 4 Limitations in cognitive abilities 5 Cognitive maps 5 Paradox of logical and creative thinking 6 Rational and generative reasoning perspectives 6 Article 1: “the concept of corporate strategy” 8 Article 2: “The mind of the strategist” 8 Article 4: “decision –making‚ it’s not what you think” 8 Lecture 2 – Organizational Purpose (read main parts of chapter 11 as well) 9 General Overview
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book‚ Mintzberg has stated the Mangement roles. According to Mintzberg‚ Interpersonal roles‚ Informational roles and Decisional roles are important to managers. Mintzberg detailly discuss about Interpersonal roles‚ which included Figure head‚ Leadership and Liaison. Mintzberg also provide example which can Indentify the activities of interpersonal roles. This text book is related to my reseach topic as it provide a lot of information on interpersonal roles. David Lamond‚ Henry Mintzberg vs Henri
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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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Mintzberg‚ H. 1994‚ ‘rounding out the manager’s job: Managing through people‚ Sloan Management Review‚ vol 36‚ no.1‚ pp. 11. In this article Mintzberg reviewed that managing through people bringing them one step closer to managerial action instead of information roles. The author used Hawthorne’s organizational experiments as their data gained which demonstrated in 1930s to describe the importance of interpersonal roles. His research focused on the managerial roles‚ which are interpersonal‚ informational
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Because of the varying angles in which specimens were discovered as well as sediment found within these specimens joints‚ Harry B. Whittington deduced
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organisation or industry. A macro environmental analysis technique‚ PESTEL analyses the impact that political‚ economic‚ socio-cultural‚ technological‚ environmental and legal factors may have on an industry’s profitability potential (Johnson‚ Scholes & Whittington‚ 2005). Within each major PESTEL heading‚ there are a variety of sub-factors to be considered. PESTEL analysis can be used by non-profit organizations as part of the strategic planning process. It can also be used in conjunction with other management
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