100% de satisfacción garantizada Inmediatamente disponible después del pago Tanto en línea como en PDF No estas atado a nada
logo-home
Buscado previamente por ti
Buscado previamente por ti
logo
Aantekeningen Strategic Management of Organizations $5.54
Añadir al carrito
Navegar rápidamente a
Vista previa
  2.  
  3. Vrije Universiteit Amsterdam (VU)
  4.  
  5. Strategic Management Of Organizations

Notas de lectura

Aantekeningen Strategic Management of Organizations

1 revisar
 1 veces vendidas
  • Grado
  • Strategic Management Of Organizations
  • Institución
  • Vrije Universiteit Amsterdam (VU)

Uitgebreide en volledige aantekeningen van de verplichte knowledge clips voor het vak Strategic Management of Organizations (SMOO), studiejaar 2021/2022. In het Engels geschreven.

Vista previa 3 fuera de 16  páginas

Información del documento

  • 14 de diciembre de 2021
  • 16
  • 2022/2023
  • Notas de lectura
  • Yiannis kyratsis and maike tietschert
  • Todas las clases

Temas

  • strategic management
  • strategy
  • dimensions
  • wicked problems
  • missioning
  • visioning
  • innovation
  • business model
  • leadership
  • vrin
  • networks
  • strategic center

Escuela, estudio y materia

  • Vrije Universiteit Amsterdam (VU)
  • Bestuurs- En Organsatiewetenschappen
  • Strategic Management Of Organizations
Todos documentos para esta materia (5)

1  revisar

review-writer-avatar

Por: rickremmen • 3 año hace

Vendedor

avatar-seller
IBS2000

Comentarios recibidos

Vista previa del contenido

Strategic Management of Organizations 2021/2022
Lecturers: Dr. Yiannis Kyratsis en Dr. Maike Tietschert

Knowledge clips week 1
Strategy and Strategic Management
Origins of contemporary business strategy, many terms we associate today with ‘strategy’
(e.g., objectives, mission, strengths, weaknesses) were developed by the military. Starting at
the time of the ancient Greek.

Development of strategic management
 Long-range planning
 Strategic planning
 Strategic management

The main principle, or discipline, that inspired a lot of writings and insights in early strategic
management came from the field of economics, especially the industrial economics. The
focus was on profit maximization, making rational decisions and competitive rivalry.
 Alfred Chandler, considered one of the founding fathers of strategic management,
he wrote a groundbreaking book “strategy and structure” (1969)
 He stated that companies need to look into the future, that is important for their
survival and success
 It showed that a long-term coordinated strategy was necessary in order to give an
organization order, direction and focus

What is strategy? Alfred Chandler: “The determination of the long-run goals and objectives of
an enterprise and the adoption of courses of action and the allocation of resources necessary
for carrying out these goals”.

Peter Drucker: “A firm’s theory about how to gain competitive advantages”. Michael
Porter: “Competitive strategy is about being different, it means deliberately choosing a
different set of activities to deliver a unique mix of value”. Henry Mintzberg: “A pattern in a
stream of decisions”.
 All different types of definitions of what strategy is from different scholars

Strategy is the direction and scope of an organization over the long term which achieves
advantage for the organization through its configuration of recourses and capabilities within
a changing environment to meet the needs of markets and to fulfil stakeholder expectations.

The ten schools of strategy (Mintzberg)
1. Design: a process of conception  A DESIGN
2. Planning: a formal process  A PLAN 1, how it should be
done
3. Positioning: an analytical process  A POSITION

1

, 4. Entrepreneurial: a visionary process  A VISION
5. Cognitive: a judgmental process  A PERCEPTION
6. Learning: a emergent process  A PATTERN 2, how it’s actually
done
7. Power/political: a process of negotiation  AN AGENDA
8. Cultural: a collective  A BELIEF
9. Environmental: a reactive process  A RESPONSE
10. Configuration: a process of transformation  A STAGE

Strategy as a plan, it’s conscious and purposeful. It is made in advance of action, calculated
towards achieving objectives and it specifies future choices. The strategy is intended, it was
looking forward.
Strategy as a pattern, focusses on the consistency in behavior over time, whether it is
intended or not. They look at wat is really realized. It is without preconception and it is driven
by actions, not design. We look back, not ahead.
Strategy as a position, we look outside into the marketplace to find a fitting strategy. A
match between organization and context, a unique place in the environment, a niche, intention
is to beat the competition or avoid direct competition.
Strategy as a perspective, focusses more on what happens inside the heads of the
decisionmakers, the philosophy. A collective concept, a world view, intensely shared, the
character of an organization.

Strategies deliberate and emergent
 Intended strategy: conscious and purposeful, calculated and intended
 Deliberate strategy: arises from intended strategy, the ability of action intentionally,
thinking before acting
 Emergent strategy: not intended, emerges out of the blue because it is necessary,
ability of thinking and acting at the same time and letting strategy emerge
 Realized strategy: a combination of intended and emergent strategies

Deliberate strategizing advantages: without plans organizations would be adrift, plans enable
early commitment, plans have the benefit of coordinating strategic initiatives to a cohesive
pattern, plans facilitate optimal resource allocation and plans are a mean for programming
activities in advance.
 Direction, commitment, coordination, optimization and programming

Emergent strategizing advantages: organizations must keep an open mind to spot unseen
opportunities, keeping options open and not committing to early, give it a try, different people
have different ideas, understanding political and cultural dynamics.
 Opportunism, flexibility, learning, entrepreneurship and support

Benefits of strategic management:
 Ties the organization together with a common sense of purpose and shared values

2

,  Provides the organization with a clear self-concept, specific goals and guidance
 Helps managers understand the present, think about the future and recognize the
signals that suggest change
 Requires managers to communicate both vertically and horizontally
 Encourages innovation and change within the organization to meet the needs of
different kinds of dynamic situations, improves overall coordination withing the
organization

Knowledge clips week 1
Dimensions of Strategy & Strategizing
Four dimensions of strategy:
1. Strategy context, conditions surrounding strategy activities: where?
2. Organizational purpose, impetus for strategy activities (input): why?
3. Strategy process, flow of strategy activities (throughput): how, by who?
4. Strategy content, result of strategy activities (output): what?

The limits of strategy: complexity, wicked problems. Strong connections link each problem
to other problems. Wicked problems have numerous elements with relationships among them,
they exist in a dynamic environment and can be seen in different ways. Trade-off between
good and bad, social, organizational and political constraints
 Interconnectedness, complicatedness, uncertainty, ambiguity, conflict and social
constraints

The limits of strategy: contradictions. Strategies must respond to different demands from
actors with different and potential contradictory interests. There is a big need for distributive
results and balanced trade-offs.

The limits of strategy: surprises. Global financial crisis, a major example of strategy gone
wrong. Did strategy predict it, no. Did strategy contribute to producing it, yes. Where did
these strategies come from?
 Business elites and top management teams trained in the most elite business
schools
 Capturing serendipity rather than letting it pass unnoticed, essential to emergent
strategy, the ‘discovery’ of post-it notes are examples
 Serendipity, luck and chance are excluded from rational planning views of strategy

How do strategist deal with strategic problems and tension? Tension as a puzzle as only one
optimal solution point. Tension as a dilemma has two ‘either-or’ solution points. Tension as a
trade-off has one optimal solution line and tension as a paradox has multiple innovative
reconciliations (best of both worlds).

Elements of a strategic reasoning process
 Identifying, recognizing, sense-making: what is a problem?
 Diagnosing, analyzing, reflecting: what is the nature of the problem?
3

Los beneficios de comprar resúmenes en Stuvia estan en línea:

Garantiza la calidad de los comentarios

Garantiza la calidad de los comentarios

Compradores de Stuvia evaluaron más de 700.000 resúmenes. Así estas seguro que compras los mejores documentos!

Compra fácil y rápido

Compra fácil y rápido

Puedes pagar rápidamente y en una vez con iDeal, tarjeta de crédito o con tu crédito de Stuvia. Sin tener que hacerte miembro.

Enfócate en lo más importante

Enfócate en lo más importante

Tus compañeros escriben los resúmenes. Por eso tienes la seguridad que tienes un resumen actual y confiable. Así llegas a la conclusión rapidamente!

Preguntas frecuentes

What do I get when I buy this document?

You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.

100% de satisfacción garantizada: ¿Cómo funciona?

Nuestra garantía de satisfacción le asegura que siempre encontrará un documento de estudio a tu medida. Tu rellenas un formulario y nuestro equipo de atención al cliente se encarga del resto.

Who am I buying this summary from?

Stuvia is a marketplace, so you are not buying this document from us, but from seller IBS2000. Stuvia facilitates payment to the seller.

Will I be stuck with a subscription?

No, you only buy this summary for $5.54. You're not tied to anything after your purchase.

Can Stuvia be trusted?

4.6 stars on Google & Trustpilot (+1000 reviews)

45,681 summaries were sold in the last 30 days

Founded in 2010, the go-to place to buy summaries for 15 years now

Empieza a vender

Vistos recientemente

Examen ·

(0)

Bacterial colonization || All Answers Are Correct 100%.

Examen ·

(0)

CPA Becker A3 Detailed Questions And Expert Answers

Lote ·

(0)

BUNDLED EXAMS FOR MEDICAL TERMINOLOGY FINAL EXAMS

Examen ·

(0)

Bio 198 Exam 5 Review Questions and Correct Answers

Resumen ·

(0)

(Handgeschreven) Samenvatting Organische Chemie (H1-H3)

Examen ·

(0)

TOEFL Tactics for Listening Developing Student Book

Resumen ·

(0)

A-Level Spanish module 5 - Los medios de comunicación

Resumen ·

(0)

Biologie Thema 7 Interacties organismen en omgeving

Resumen ·

(0)

Samenvatting hoorcollege's rechts- en moraalfilosofie

$5.54  1x  vendido
  • (1)
Añadir al carrito
Añadido