Mintzberg's Ten Schools Of Thought About Strategy Formation Model

There are a gazillion companies out there, but some stand out. Whether it is because of their popularity, affiliations, history, profile or service, one factor simply makes or breaks a company; it’s strategy management process.

According to Mantere (2013) organizational strategy exhibits a division of linguistic labour, where responsibility for key concepts is assigned to particular individuals or organizational functions. Such linguistic experts oversee the proper use and maintenance of strategy language. The language-based view helps to understand linkages between institutional, network, organizational, and micro level views on strategy. It also problematizes widely held intuitions regarding the relationship between strategy and organizational outcomes. When both of them are executed well an organization will achieve best possible outcome. In business, the Structure follows strategy, which means that a corporate structure is created in order to implement a given corporate strategy. For example in the middle of operational and choice making levels numerous layers makes it difficult to see the week signs identifying with business sector opportunities and dangers which brings about wrong

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

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

Henry Mintzberg has defined the definition of strategies in academic ways and in practice in 1988. After examing the strategic process, he found that it was more unpredictable than early thoughts. Thus, it couldn’t refer to one process that be called strategic planning. Instead of that, he concludes the following five types :(1)Strategy as plan – a directed course of action to achieve an intended set of goals; similar to the strategic planning concept;(2)Strategy as pattern – a consistent pattern of past behavior, with a strategy realized over time rather than planned or intended. Where the realized pattern was different from the intent, he referred to the strategy

The emerging era of rapid, systemic and radical change requires more flexible, systemic and dynamic approaches to strategy formulation. Thus today, corporate strategy formulation should be a combination of different currently practiced approaches described above - judgmental designing, intuitive visioning, and emergent learning; it should be about transformation as well as perpetuation; it has to involve individual cognition and social interaction, co-operative as well as conflictive; it must include analyzing before and programming after as well as negotiating during; and all of this must be in response to what can be a demanding environment.

In this dissertation, I engage with the problem of natural theodicy through careful comparative evaluation of the theodical arguments advanced by Wolfhart Pannenberg, Catherine Keller, Arthur Peacocke, and Robert Russell in the context of their dialogue with modern physics and biology. In so doing, I critically investigate how the main interlocutors reconstruct the problem of natural evil, its relation to moral evil, God’s creative and redemptive immanence in the midst of the world, and the eschatological new creation, within the matrix of their approaches to dialogue between natural science and theology.

Please discuss Mintzberg’s Mode of Strategic Decision Making by using real example and must relate with Three Characteristics of Strategic Decisions.

Porter (1980) created a model which considers five important forces (Porters five forces) which aims to establish a profitable and sustainable position against the forces that determine industry competition, therefore position themselves within it and differentiating themselves where necessary in order to strategically gain a competitive advantage - this model gives vision of: Threat of new entrants, Threat of substitute products or services, Bargaining power of customers , Bargaining power of suppliers and Intensity of competitive rivalry (Porter 1980). Using models and academic theory like this allows strategy to be formed through a rational and an analytical process. Chandlers (1962) cited in (Lomash 2003) suggests the analytical process is about the determination of long-term clear goals, adopting actions to achieve these goals and then building the resources within the organization around this strategy in order to ensure it succeeds. Johnson (2005), likewise, simply suggested a three step approach to strategy - analysis, choice and implementation which goes hand-in-hand with intended strategy.

Practice strong leadership to motivate employees and to propel the strategic systems. (Arthur A. Thompson, Peteraf, Gambel, & Strickland, 2016, pp. 288-90)

Strategic change views the renovation of a business, not only the way the firm works but also do way all system is organized, while operational changes only are important to prevent the business to fail.Mintzberg (1998) has offered five definitions of strategy: as a plan, a ploy, a pattern, a position and a perspective. Whittington (2001:2) equates four ways to lead to strategy: a classical, an evolutionary, a processual and a systemic model.The classic approach is basically a traditional view of strategy, where the strategic plans are drawn up by the senior managers to be implemented by others. The evolutionary approach is the answer of senior managers to the market,

Planning school model gave out a more formal approach towards strategy building. Strategy was formed by a sequence of process, divided in to distinct parts and represented by checklists. CEO approves the strategy but actual powers lie with planners who play a major role in the planning school.

According to Mintzberg, the environmental school of thought is a strategy dealing with the forces outside the organization. Unlike the other schools in his book, Strategy Safari, the environment plays a central role in the strategy formation process alongside leadership and the organization where the organization becomes subordinate to the external environment. The environmental school assumptions are that during the formative period of the organization the company shapes itself in response to the environment, but after that period is increasingly unable to respond to the environment. Moreover, the organization long term survival depends on the early choices made during its formative period. Over time, Mintzberg states, leadership becomes

Multinational corporations and other industries have strategic management departments set up in order to design and implement strategies. Strategic management is formed with managers from various teams and with several years of experience. The best thing about the strategic management team is that refer to previous years of data and history of the organization in designing the strategies. Strategy management team in an organization is very crucial as it designs the future of the organization as the strategic management designs plans for the effective business operations of the organization. The strategic management process is a five step model and it has a series of steps in order to design an effective strategic plan. The following are the key steps in a strategic management plan:

Following the dark ages, many great thinkers and writers became noticed for their views and opinions of the roles of both man and God. Beginning in Italy in the fifteenth century, Italian Renaissance thinkers began diverging from the scholastic school of thought and became more concerned with the relation between man and God. As this concerned developed, the great thinkers of the time formed a new school of thought called humanism. Humanism is virtually the exact opposite of what scholasticism was; a school of thought that’s primary focus is exploring the relationship between humans and the divine entities. Elsewhere in Europe, before the Renaissance made its way out of Italy, movements like the Reformation took place. Though the Reformation was humanistic in nature, in the sense that Luther studied the relation between man and the divine, it specified the importance of God’s role in the lives of humans. This contradicts the anthropocentric view of the Renaissance thinkers because the Renaissance thinkers focused on God’s gift of free will and man’s ability to make oneself into anything one desires. In the fifteenth and sixteenth centuries, the philosophers and theologians of Europe held varying views of which entity was more influential in everyday life; man or God. Ultimately, a theocentric attitude prevailed over a broader region of Europe at the time.