Examples Of Mintzberg's Mode Of Strategic Decision Making

Slowly he became market leader for that product. Entrepreneurship has been defined by several researchers as the progression of making a product or service valuable by gathering a distinctive set of resources and opportunities. This procedure comprises the set of accomplishments to recognise opportunities, business classification, evaluation and obtaining the essential resources, management and getting positive results. Furthermore, entrepreneurship has been seen as an organizational coordination that underlines the three extents: innovation, taking calculated risks and proactive orientation. There are many indications to provision the idea that the businesses which were engaged in entrepreneurial practices have been most effective and successful (Hills, Hultman & Miles, 2008).

Henry Mintzberg is also an important figure in the history and writings of strategic planning

Strategic planning is an extroverted approach to long term planning. The top-level management generally achieves the vision of the business by using this process. Strategic development is concentrated towards the planning of vision, mission, and oppositions of the business. The analytical process examines the macro and microenvironment. This process defines the question of where the organization wants to be in the future and what needs to be done to lead the company towards its final goal. This procedure is not to be implemented for one specific department but instead, for the entire business. The SWOT Analysis, PEST Analysis, Porter’s 5 forces Analysis, BCG Matrix and Portfolio Analysis are tools that help the executives design the strategy

Mintzberg, H. Research . (1972) On strategy-making', Proceedings of the 32nd Annual Meeting of the Academyo f Management,N Minneapolis.

In the article Mintzberg (1984, pp. 66) argues that companies are incorrectly planning strategy through rationale control, the analysis of competitors and markets, and of companies strengths and weaknesses, and combining all of this information to create their “full-blown strategies”. Inkpen & Choudhury (1995) believed that organisations that relied on strict set routines and focused on consistency would then be unable to become innovative and be able to experiment.

In the next section the book presents two types of theories: game theory and behavioral theory. Game theory was created over 2,500 years ago by the Chinese military (Ho & Weigelt, 1997). It has only entered the business environment recently but still uses the same concepts and is a tool for doing strategic analysis. Game theory is essentially a way to make decisions. How will it affect your company? How will it affect your competitor? It takes into account cause and effect, considering all possibilities and what resources will be needed. The second theory offered is behavioral theory. This theory investigates why it is that managers often make irrational decisions that may negatively affect the future of the organization. Often, managers make decisions based on their own biases and not necessarily rational like the game theory.

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

Consider as an example the autonomous strategy of FedEx to launch the overnight courier business. Not only was this action prescient, but the company has maintained this action. It only reacts to external stimulus with respect to lower-level strategy and tactical decisions. The overarching strategy of most firms is chosen with little consideration for external characteristics those merely shape the course of the strategy's implementation. Thus, to an extent all firms engage in autonomous strategy formulation, and those who are able to implement their strategy successfully are the firms that thrive.

In order for a company to find a successful strategy companies need to know how predicable their situation is. The articles states two critical pieces are predictability and malleability. Using those two pieces along with the four styles explained: classical, adaptive, shaping, and visionary.

strategy, there is no guaranty that this is the most suitable or perfect method for all

Strategic planning involves making decisions about the organization’s long-term goals and strategies and how the organization decides to implement their goals (Bateman, Snell, Konopaske, pg. 113). Strategies help organizations to have a clear perspective on how to go about accomplishing the goals they have in place. All organizations have a clear vision of what their mission and purpose as a company is, they know how to fulfill the mission, vision, and purpose and they know how to ensure that they accomplish all their goals. However, the route the organization takes to define these things determines how effective they will be.

For many years, new emerging technologies and innovation, fast changing businesses and social organizations, it is crucial for a company wanting to persist and be successful in the competitive business environment. They need to adapt, flexible, aggressive and innovative to the environment as well as the threats globally in order to survive in this modern world (Morris and Kuratko, 2002). Consequently, entrepreneurship has turned out to be significant as a field of research in the academic world. Apple is one of the biggest technological designers in the world which manufactures and markets personal computer and technological gadgets such the well know iPod, iPhone, iPad and other hardware and software products. However, in this report,

There are many roles that a manager has within an organization. Performing these roles in the basis of a manager’s job. To be effective at these roles, a manager must be a complete business person by understanding their strategic, tactical and operational responsibilities that he or she holds. There are a lot of roles a manager must be. For example, a decision maker, a coach, a conflict manager, an organizer etc. These roles can change day to day but one thing is for sure. A manager must understand all of their roles and how to perform them effectively. This means a manager must have a global understanding of all business functions, organization goals, their accountability and the appropriate way to serve their internal or external clients of the organization.

‘Strategic Management’ is a very complex term as many eminent researchers and scholars have had different views and conclusions on strategy. According to White (2004), “Strategic Management involves both systematically developing an idea together with its implications and testing the empirical validity & usefulness of that idea against the real world.” Thus strategy is not only about planning for future but also about confirming the validity of the hypothesis considered and implementing it successfully. Strategy formation may take various forms such as implicit, explicit or emergent. Implicit strategy is a strategy formed by intuitions of an individual. As per implicit strategists, strategic management is about reading the environment

Entrepreneurial orientation is a key concept when organizations are creating strategies to do something new and take advantage of opportunities that other organizations cannot exploit (Ketchen & Short, 2017). It can be defined as an organizational-level strategic management, which includes characteristic such as: autonomy, risk-taking, competitive aggressiveness, innovativeness and pro-activeness. When major brands Apple and Nike implement entrepreneurial orientation successfully, they’re able to achieve high performance and quality products through innovative techniques that allows them to maintain market dominance. We’ll go into further detail discussing how both these companies effectively executed entrepreneurial orientation to achieve such success; starting with some background information.