Chapter 2 Flashcards
(24 cards)
the different approaches of a strategist may
adopt, namely,
*The Classical Administrator
*The Design Planner
*The Role Player
*The Competitive Positioner
*The Visionary Transformer
*The Self-Organizer
*The Turnaround Strategist
a set of common activities and principles are developed. These include planning, organizing, commanding, coordinating and controlling.
A. Classical Administrator
- _involves considering the future, deciding the aims of the organization and developing a plan of action.
Planning
- _involves marshalling the resources necessary to achieve these aims and structuring the organization to complete its activities. Both roles remain crucial.
Organizing
_may be a term that is out of fashion in the egalitarian, politically correct and empowered world of many Western organizations, but the concept remains significant. It is important to achieve the optimum return from people, frequently the most expensive component of a business.
Commanding
- _ involves focusing and, in particular, unifying people’s efforts to ensure success.
Co-ordinating
- _involves monitoring that everything works as planned, making adjustments where necessary and feeding this information back so that it can of value in the future.
Controlling
It is characterized by hierarchy, usually in the form of top-down planning and control, formal target setting and performance measurement, structured programmes for functional improvements through “scientific” engineering and a formal organization structure.
Classical Administrator
\emphasized that the principal role of a leader is to plan the development of an organization beyond the short term.
Design Planner
This heralded the arrival of strategic thinking in organizations, as distinct firm of focusing on continuing management activities.
Design Planner
In this approach, strategy results from a controlled and conscious thought process, achieving long-term competitive advantage and success through answering questions such as: Where are we now? Where do we want to be? How are we going to get there?
Design Planner
approach views the job of the strategic decision-maker as more than that of a reflective and analyzing planner and controller.
Role Player
In this approach, vision, communication and negotiation, as well as the need to be able to react quickly to disturbances and to change tactics at short notice, are of greatest importance.
Role Player
The _ understands the power of the external environment and focuses almost exclusively on achieving competitive advantage. The underlying premise is the belief that market power produces above-average profits in a marketplace where competition is the defining characteristic.
D. The Competitive Positioner
this approach emphasizes market differentiation and the need to make decisions that build customer loyalty as well as delivering higher quality and productivity.
D. The Competitive Positioner
the ability to achieve a vision by listening, acting and learning rather than adopting plans or rigid approaches.
E. The Visionary Transformer
To achieve this, organizations need the ability to develop learning communities (networks of people together without traditional top-down management to improve effectiveness) to generate innovative solutions for commercial opportunities.
F. The Self-Organizer
Innovation and collaboration are crucial competencies for operating in environments that change rapidly and are difficult to control. T/f
True
To achieve __, it is important to implement new control systems quickly, and to focus on the reasons for decline and reverse them while going for the easiest route to immediate growth.
G. The Turnaround Strategist
Choosing the right 6 approach involves:
Gathering the right information;
Developing market awareness;
Deciding what action needs to be taken;
Assessing risk;
* Thinking critically;
Taking into Account of Unexpected.
A _ analysis is a useful technique for gathering information. It can be completed either from the top or with each department or division conducting its own analysis, which is reviewed at a higher level.
SWOT (Strengths, Weaknesses, Opportunities and Threats)
This means keeping up-to-date with what competitors are doing and how the company and they are perceived in the market - and why.
Developing Market Awareness
Relative to competitors, consider: (9)
- Pricing policies;
*Brand reputation and recognition; - Customers’ perceptions;
- Product quality;
*Service levels;
*Product portfolio;
*Organizational culture and loyalty;
*Customer loyalty;
*Financial structure and reserves.
Think critically by asking “Why?”, “What else?” and “What if?” questions to probe issues and current thinking skills.
Thinking Critically
