1.15 DISCUSSION QUESTIONS
(1) Define the concept of strategy and briefly explain its
relationship to strategic management.
Described as the long-term direction of the organisation, a pattern in a stream of
decisions, the means by which organisations achieve their objectives and the
deliberate choice of a set of activities to achieve competitive advantage.
Traditionally defined as setting strategic direction, setting goals, crafting a strategy,
implementing and executing strategy, and then, over time, initiating whatever
correct adjustments are deemed appropriate.
Recent research has suggested strategy is not a sequential and discrete process; it is
a rather more messy, overlapping and iterative process.
Strategic management is ultimately about consistently aligning the organisation with
its internal and external environments and involves specifying organisation's
objective, developing policies and plans designed to achieve the objectives.
,(2) Explain what is meant by strategic management and discuss the
dynamic nature of the traditional strategic management process.
Traditionally defined as setting strategic direction, setting goals, crafting a strategy,
implementing and executing strategy, and then, over time, initiating whatever
correct adjustments are deemed appropriate.
Recent research has suggested strategy is not a sequential and discrete process; it is
a rather more messy, overlapping and iterative process.
Strategic management is ultimately about consistently aligning the organisation with
its internal and external environments and involves specifying organisation's
objective, developing policies and plans designed to achieve the objectives.
, (3) Discuss the shortcomings of the traditional process approach to
strategic manage- ment and identify the new perspectives on
strategic management that have emerged in response to these
shortcomings.
Criticism of the process approach that led to theory/process divide:
- ignores role of people at all org's levels - strategizing as prerogative of top management
- separation of planning & implementation - too rational, linear process
- rise in emergent strategies
Main drivers of new perspective on strategic management / strategy-as-practice
approach: SG (full) 1 pg. 9-10
1) Rise of "emergent strategies" versus more traditional, deliberate strategies, also
stemming from rapidly changing business environments
2) Increasing involvement in strategizing of people from all levels of organisation.
(1) Define the concept of strategy and briefly explain its
relationship to strategic management.
Described as the long-term direction of the organisation, a pattern in a stream of
decisions, the means by which organisations achieve their objectives and the
deliberate choice of a set of activities to achieve competitive advantage.
Traditionally defined as setting strategic direction, setting goals, crafting a strategy,
implementing and executing strategy, and then, over time, initiating whatever
correct adjustments are deemed appropriate.
Recent research has suggested strategy is not a sequential and discrete process; it is
a rather more messy, overlapping and iterative process.
Strategic management is ultimately about consistently aligning the organisation with
its internal and external environments and involves specifying organisation's
objective, developing policies and plans designed to achieve the objectives.
,(2) Explain what is meant by strategic management and discuss the
dynamic nature of the traditional strategic management process.
Traditionally defined as setting strategic direction, setting goals, crafting a strategy,
implementing and executing strategy, and then, over time, initiating whatever
correct adjustments are deemed appropriate.
Recent research has suggested strategy is not a sequential and discrete process; it is
a rather more messy, overlapping and iterative process.
Strategic management is ultimately about consistently aligning the organisation with
its internal and external environments and involves specifying organisation's
objective, developing policies and plans designed to achieve the objectives.
, (3) Discuss the shortcomings of the traditional process approach to
strategic manage- ment and identify the new perspectives on
strategic management that have emerged in response to these
shortcomings.
Criticism of the process approach that led to theory/process divide:
- ignores role of people at all org's levels - strategizing as prerogative of top management
- separation of planning & implementation - too rational, linear process
- rise in emergent strategies
Main drivers of new perspective on strategic management / strategy-as-practice
approach: SG (full) 1 pg. 9-10
1) Rise of "emergent strategies" versus more traditional, deliberate strategies, also
stemming from rapidly changing business environments
2) Increasing involvement in strategizing of people from all levels of organisation.
