Compleet overzicht van de 10 schools uit het boek Strategy Safari, second edition, inclusief artikelen die bij de schools horen. Eerste pagina is een preview, 2de pagina is compleet op een soortgelijke manier zoals te zien is in de preview.
Samenvatting Organisation and Environment - Strategy Safari by Mintzberg et al.
College-aantekeningen Organization & Environment alle 10 'schools'
Oefententamen Organisation & Environment
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Radboud Universiteit Nijmegen (RU)
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Organization and Environment
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Prescreptivism, voorschrijvend Descriptivism, hoe moet iets bereikt worden Configurative, best of "both worlds"
Design school Planning school Positioning school Entrepreneurial school Cognitive school Learning school Power school Cultural school Environmental school Configuration school
SV als conception SV als formeel proces SV als analytisch proces SV als visionair proces SV als geestelijk proces SV als emergent process SV als onderhandelproces SV als collectief proces SV als reactief proces SV als veranderingsproces
- Spider - - Squirrel - - Water buffalo - - Wolf - - Owl - - Monkeys - - Lion - - Peacock - - Ostrich - - Chameleons -
Strategieën = uniek Strategieën = uniek 1 beste generieke strategie Premises: Premises: Premises: Premises: Premises: Premises: Premises:
- Strategy exists in the mind - Strategievorming cognitief - Strategievorming moet een - Strategy formation is - Strategy formation is a - Omgeving is centrale - Org. are most of time stable
Premises: Permises: Premises: of the leader as perspective proces in hoofd strateeg proces zijn shaped by power and politics process of social interaction speler in strategievorming - Periodes of change
- Strategie is niet-flexibel, - Controlled, conscious - Limited nr. of strategies - Process of strategy - Strategieën ontstaan als - Leider moet ook leren, - Strategies tend to emerge - Strategy is deliberate - Organisatie moet gehoor
-Verleden heeft invloed op process of formal planning, - Set of analytical tools to formation is semiconscious perspectieven doorgaans leert het - Micro power sees strategy - Members can only partially geven aan omgeving School tries to tell how different
strategie (wiping the slate decomposed into distinct match strategy to conditions - Leader promotes the vision - The seen world can be collectieve systeem making as the interplay describe the beliefs that In tegenstelling tot andere dimensions of an organization
clean), steps, each delineated by - Conditions are viewed as single-mindedly. modelled, framed and - Leren voltrekt geleidelijk, - Macro power sees the underpin the culture, while the scholen, omgeving als acteur. cluster together under
- Formuleren daarna checklists. generic. - Strategy tends to be constructed d.m.v. gedrag dat terugkijken organizations as promoting its origins may remain obscure. 3 krachten: particular conditions, to define
implementeren, - Responsibility > CEO - Strategy making as a deliberate in overall vision and - Als concept is strategie bevordert own welfare by controlling or 1 Organisatie 'states', 'models' or 'ideal
- Strategie is uniek, - Responsibility uitvoering > controlled, conscious process emergent in details. moeilijk te bereiken - Rol van leiding is om cooperating with other org. Strategy formation seen as a 2 Leiderschap types'.
expliciteit en eenvoudig. planners that produces deliberate - Organization is likewise sturing te geven aan proces process rooted in the social 3 Omgeving
- Repsonsibility > CEO strategies. (like design & malleable a simple structure 2 wings van leren Micro power force of culture. (1 & 2 ondergeschikt aan 3) Configuration: gebundelde
Planning is a formulized planning school) - Entrepreneurial strategy - Objectivist wing: perceived - Strategie als patroon uit The things that happen organizationele componenten
Strategy is meant to attain procedure to produce - Focus on calculation tends to take the form of environment. Cognition are verleden, dan plan voor de internally. Culture influences the style of Contingency view - First (mission, means)
match, or fit, between intern articulated results by using an niche. re-creation of the world. toekomst en uiteindelijk een Strategy formation = process thinking favoured in an - Relatie omgeving en org. - Second (systems,
cap. and external possibilities integrated system of 3 waves: - Subjective wing: cognition zienswijze die richting geeft of bargaining and compromise organization as well as its use 4 kenmerken omgeving: processes)
decisions. 1ste > military strategy Vision = mental creates the world. Strategy is aan gedrag van de org. among conflicting individuals, of analysis, and thereby - Stabiliteit
Deliberate process of - duidelijk omschreven, representation of strategy. kind of interpretation of world. groups and coalitions in org. influence the - Complexiteit Configuration = stable pattern
conscious thought. Strategic planning model: beslissend en bereikbaar Assumptions strategy-formation process. - Marktverscheidenheid of characteristics (state)
1. Objective-settings, doel. Focus is exclusively on single 4 Biases in decision making - Strategies are emergent Sources of politics (ambiguity) - Vijandigheid Transformation = change
Course of formation: quantifying the goals. leaders and their innate - Reasoning by analogy, - Everyone can create - Environmental uncertainty Overcoming resistance - Strategy is above all towards a new stage (proces)
1. Analysis (SWOT) 2. External audit, set of 2de > consulting imperative mental states and process. solve new problems based on strategy - Competing goals Changes in strategy have to achievement of good fit
2. Creation forecasts made about the - BCG growth-share matrix (more personal elements) past cases in different domain - Environment is dynamic - Varied perceptions be based on fundamental between env. and org. Lumping = deze school deelt
3. Evaluation/choice future. - BCG: experience curve - Illusion control, - Adaption to environment is - Scaricities of resources change in culture: alles op in categorieën.
4. Implementation 3. Internal audit, analysis of - PIMS-databank: van data 4 types of entrepreneurs: overestimate control of necessary - Strategic drift Population ecolgy view
strengths/weaknesses naar uitspraak 1. Calculating inventor outcomes Goals and decisions emerge - Unfreezing of current - Environmental factors favor Configurations
Social responsibility and throught checklist/tables 2. Inspirational innovator - Escalating commitment, Strategies develop in an from bargaining & negotiation. belief-systems or select organizations that Mintzberg McGill
managerial values have 4. Strategy evaluation, 3de > empirical propositions 3. Overoptimistic innocator blijven investeren terwijl er informal, step by step process - Experimentation and exhibit fitness certain forms, - Machine = Periodic
influence beteeen creation eloborate and qualification - Porters 5 forces 4. Builder of a strong slechte outcomes zijn. sometime on the level of Macro power re-formulation resources, competencies and bumps
and evaluation/choice. 5. Strategy - Porter 3 generic strategies enterprise. - Single outcome calculation, individuals. Org. as seeking advantage - Stabilization routines. - Professional = Oscillating
operationalization. 1. Cost leadership bij iets onplezierigs denken through strategic - Notion of fit: each env. has shifts
Verschillende alternatieve Decomposition of strategies. 2. Differentiation Creative destruction = dat het de enige oplossing is Emergence of learning manoeuvring, cooperation, Swedisch wing of cul. scho. finite amount of resources. - Adhocracy = Regular
strategieën worden 3. Focus entrepreneur is degene met model and collective strategies. Achieving fit through: - Organization liabilities: progress
afgewogen middels: Planning hierarchies: - Porter value chain het businessidee. Information process model - Disjointed incrementalism Concerns interdepence 1: Mapping: reflecting the - Liability of smallness - Diversified = life cycles
- Consistency, strategy must - Performance control (after) - Attention (Strategic info.) - Logical incrementalism between org. environment environment - Liability of newness - Missionary = life cycles
not represent inconsistent 1. budgets hierarchy 4 soorten onderzoek binnen Literature: - Encoding - Strategic venturing Org. as part of a network of 2: Matching: completing the - Liability of aging - Political = life cycles
goals 2. objectives hierarchy deze school: (1) Entrepreneurial personality Emergent frame - Emergent strategy mutually beneficial environment - Liability of adolescence - Entrepreneurial
- Consonance, adaptive - Action planning (before) 1. single static > particular Characteristics (Mintzberg) Entrenched frame - Retrospective sense relationships 3: joint consultation: = life cycles
response to environment 3. strategies hierarchy strategies to particular - In entrepreneurial mode, - Storage/retrieval making supporting and cooperating Institutional theory Meest compitabel met
- Advantage, 4. programs hierarchy conditions. strategy making is dominated - Choice Stakeholder analysis with the neighboring system - Institutionele druk die een premises van deze school
creating/maintaining 2. cluster static > clusters of by the active search for new - Outcomes Evolutionary theory = - An attempt to cope with with a view to a joint organisatie opgelegd krijgt
competitive advantage Recent developments strategies and particular opportunities (problems 2nd). change emerges from political forces through a exploration of the common door zichzelf en concurrenten. Theories of change:
- Feasibility, haalbaar - Scenario planning conditions - Power is centralized 3 conceptions of environ.. cumulative interactions. rational approach. environment - 3 types isomorphism 1: Quantum change: 1 ding
- Strategic control, keeping 3. single dynamic > - Strategy making is - Objective environment, Change due to interaction, - Stakeholder (SH) strategy 4: dominance: a system's - Coercive veranderen, vraagt alles te
Kritiek: organizations on their determining particular characterized by dramatic organization is embedded in instead of leadership per se. formulation process: ability to project a mapping of - Mimetic veranderen.
- leren wordt overgeslagen intended strategic tracks. strategic responses to leaps forward in the face of environment - SH behavior analysis itself into the environment. - Normative 2: Organizational change -
- structuur volgt strategie external changes uncertainity - Perceived environment, New directions for strategic - SH behavior explanation eco-cycle model
- strategie expliciet maken 7 zonden strategic 4. cluster dynamic > tracking - Growth is the dominant minimaliseren gat tussen learning - Coalition between SH Material culture: human-made Kritiek: - Performance loop
(starheid bevorderen) planning: sequences of clusters of goal gebrekkige perceptie en 1. Learning as knowledge objects reflect the beliefs. - No choice but to act - Learning loop (dotted)
- kloof tussen formuleren en 1. Staff took over process strategies and/or conditions werkelijke environment creation: Collective strategy = the joint - Excessive focus on env.
uitvoeren 2. Process dominated staff over time. (2) Visionary leadership - Enacted environment, - 4 soort kennisomzetting nature of strategy formation Resource-based theory imperatives and questioning
3. Planning systems 2 views visionairy leadership strategists create imaginary - Socialization among members of a network Advantages in marketplace the existence of strategic
designed to produce no Kritiek: 1. Hypodermic needles lines between events, objects, - Externalizatoin through VRIN choice by org. seems to be
results - Seperation of thinking from (more traditional), through and situations. - Internalization Kritiek: less useful or relevant
4. Planning not focused on acting words, vision is injected in - Combination - Strategie gaat niet alleen Kritiek:
core business - dangers in looking to the employees. Kritek/contribution: 2. Dynamic capabilities om power - Conceptual vagueness A5: Are managers motiva.?
5. Planning process failed to future by extrapolating the 2. Strategic vision as drama - More characterized by its - Ability to integrate, build - Door focus op verdeeldheid - Kan benodigde A contigency perspective
develop true strategic choice trends of the present - Repetition, succes potential than by its and reconfigure internal and kun je die patronen missen veranderingen tegenwerken towards managerial 3: Change cube, dimensions:
6. Planning neglected the - overformalizing the comes from deep knowledge contribution external competences to die duiden op samenzwering - Stelt strategisch voordeel preferences. - Strategy
organizational and cultural strategy-making process. - Representation, - Objective wing sees address rapidly chaning - Politic can damage an org gelijk aan organisationele What factors determine - Organization
requirements of the strategy articulating vision to let other strategy formation more as environments. uniekheid managers preference for
7. Single-point forecasting see what they see individual process. 3. Beyond learning to chaos A3: Org. control as antidote exploration?
was an inappropriate basis - Assistence, - Chaostheorie zegt dat alles 2 type control in organisatie: A4: Cultural M, S, S - Regulatory focus as trait
for planning. empowering the subordinates A1: Managerial cognitive kan gebeuren, managers - Behavior control - Onderzoek gedaan bij een - Promotion focus
capabilities (MCG) moeten voorbereid zijn om - Outcome control olie bedrijf (Oilco) - Prevention focus
Fallacies of stragic Harmful consequences of Mental processing zich continu te kunnen Moreover, with organizational - Proces van veranderen van - Organisational context and
planning (kritiek): vision (Stacy) - System 1, automatic aanpassen. control seeking alignment routines wordt beïnvloed door regulatory fit
- ... of predetermination, - Visie is niet concreet mental activities between individual and cultuur. - Complexity of decision Kritiek:
door toekomst te voorspellen genoeg, om bruikbaar te zijn. - System 2: more deliberate Organizational learning: organizational goals, the making problem - Het is niet of static of
sluit je mogelijkheden uit. - Vision can fix managers response to circumstances Senge in 5 steps benefits of such a chaning
- ... of detachment, denken too tightly in one direction Concept of MCG: capabalities - Systems thinking, complementary approach may - Lumping moet wat
is van doen gescheiden, dus - Visie is op dit moment een in general encompass the organizations are system of be more pronounced in a willekeurig worden beschouwd
info moet op de juiste last voor de leider capacity to perform not only interrelationships context characterized by high - School nuanceert messy
plaatsen komen - Visie leidt mensen af van physical but also mental - Personal mastery, levels of organizational world
- ... of formalization, te veel wat ze daadwerkelijk doen. activities. employees need to grow and politics, or the pursuit of
regels. - Risicovol, omdat er wordt sensing, seizing, reconfiguring work on their own goals individual at the expense of A6: Optimal distinctiveness A7: How do firms adapt to
- Grand fallacy of strategic gesteund op 1 individu - Mental models, mindsets organizational goals. Hoe kan org. uniek zijn, maar discontinuous change?
planning, because analysis is A2: Strengths of weak ties as a framework for the Our analysis support for both wel in omgeving passen? How to become more effective
not synthesis, strategic Kritiek: 1. The link between strong functioning of the organization a complementary approach to 3 key concepts voor legitiem in adapting to discontinuous
planning has never been - Strategievorming ligt in ties and receipt of useful - Shared vision, personal organizational control and a bedrijf: change?
strategy making. handen van 1 individu knowledge (as reported by the goals in sync with contingency effect of - Orchestration, - Dynamic capabilities
- Black box van knowledge seeker) was organization goals organizational politics verschillende configuraties - Sensing
2 types of planners strategievorming. mediated by competence- and - Team learning, dialogue mogelijk - Seizing
- left handed (creative) - Als leider zicht verliest in benevolence-based trust. and group discussion - Stakeholder multiplicity: - Reconfiguring
- right handed (formal) details, verdwijnen 2. The structural benefit of - Geogrpahic - Ambidexterity, 3 models of
strategische overwegingen uit weak ties emerged. Weak ties Kritiek: - Psychographic adaption
het zicht. provide access to non- - Geen strategie - Managing temporality - - Structural differentiation
redundant information. - Verloren strategie industry development, 3 types - Behavioral integration
3. Competence-based trust - Verkeerde strategie 1 Differentiation > confor. - Structural vacillation
was important for the receipt - Nauwgezet leren 2 Conformity > different.
of tacit knowledge 3 Differen. <> conformity
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