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Name : Abdul Mateen

Id : SP10-MB-0003

Assignment : Types of Strategies

TypesofStrategies

1.TheplannedstrategyThe planned strategy is clear intentions back by formal control.The

leader is the centre of authority with their intentions being very clear andprecise and the goal is to transform the intention to collective action withminimumdistortion.Programsandsystemsarebuiltintotheplantoensure

thatnooneactsinanotherwaythenintended.Forthistypeofstrategicprocesstobeeffectivetheenvironmenthastob

eextremely stable or the organization has to be able to predict it with greataccuracy.Whenorganizationsputlargequantitiesofresourcesinamissionorproject they might nottolerate unstable environment. When they have planseveralyearsaheadanddontallowavoidingbehaviourandcommitthemselvesfirmly.Anexampleofthiscanbeminingcompanies.

2.EntrepreneurialstrategyThesecondtypeofstrategythereishastoleranceforalittleemergent

strategy,butisstillverymuchplanned.Theownercontrolstheorganizationtightlyandcanimposehisvisionordirectionontheorganization.Thistypeofstrategy is very common in young organizations and in entrepreneurialorganizations.Thecentralactoristheonethatplacestheorganizationwerehe/shewantstointheworld.Comparedtotheplannedstrategytheintentionsare harder to identify and are less specific, but as long the actors in theorganizationsrespondtothewilloftheleaderthestrategyappeartoberatherdeliberate.Becausethestrategycomesfromasinglepersontherecanbesudden

changes in it and reformulation isnt unusual. The adaptability of theentrepreneurialstrategyiswhatdistinguishesitfromtheplannedone.Visionsinthebrainofapersonaremoreflexiblethenarticulatedones.Theadoptionandemergentnessofplannedstrategiesarediscouragedbythearticulation.Psychologistshaveshownthatarticulationofstrategymanifestsit,impendingwillingnesstochangeit.

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3.IdeologicalStrategy

Visioncanbecollectivewhenthemembersofanorganizationsshareavisionandthemembersidentifysostronglywithitthattheypursueitasanideology.This leads to patterns in their behaviour so that clear realized

strategiescanbeidentified.Sinceanideologicalstrategyislikelytoovertandbecomingarticulatedonecanseeintentions.Thatiswhyonecansaythatthistype of strategy is deliberate. These intentions would be viewed asorganizational,differingfromtheentrepreneurialandplannedstrategybybeingembracedbyeveryoneintheorganizationandnotoriginatefromonecentreand then being accepted passively.The collective vision makes it harder tochange,becauseallmembersoftheorganizationhavetoacceptthechanges.Moreover,theideologyisrootedintraditionsandprecedents.Thereforepeopleresistchangingit.Mintzberg&Watershasnotyet studiedanyorganizationdominated by an ideology but such strategies seems to occur in certainorganizationsdescribeintheliterature.

4.UmbrellastrategyFortheumbrellaorganizationMintzberg&Watersrelaxtheconditionof

tightcontrolovertheactorsintheorganizationsandinsomecasescontrolovertheenvironment.Leadershaveonlypartialcontroloverthemembersoftheorganizationandcandesigntheumbrellatypeofstrategy.Anumbrellastrategyiswhentherearegeneralguidelinesforbehaviour,definedboundariesandtheotheractorsintheorganizationcanmanoeuvrewithinthem.Thismeansthatstrategiescanemergewithintheseboundaries.

The umbrella strategy can not only be labelled as deliberate and

emergentbutalsodeliberateemergentinthesensethatthecentralleadershipcreatesconditionswhichallowstrategiestoemerge.Liketheentrepreneurialstrategythereisacertainvisionemanatingfromthecentralleadership,butinthe umbrella strategy dont the ones controlling the vision also control therealization. OneexampleoftheumbrellastrategyisNASA duringthe1960,when they focused their efforts to put a man on the moonWithin this specific target several different strategies emerged, as varioustechnical problems were solved by thousands of different specialists.

5.ProcessStrategy

TheprocessStrategyissimilartotheumbrellastrategy.Theleadershipfunctionsinaorganizationsinwhichactorsmusthaveconsiderablediscretiontodeterminetheoutcome.Thisisbecausetheenvironmentisunpredictableanduncontrollable. Instead of controlling strategy on a general level withboundariesandtargettheleadershipinfluencesthestrategyindirectly.Inotherwordstheycontroltheprocessofstrategymakinginsteadofthecontentofthestrategy.Thisresultsinabehaviourthatwouldbedeliberateinonerespectbutemergentinanother.Theleadershipdesignsthesystemfromwhichpatternsof

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actionevolvefrom.

6.Unconnectedstrategy

Theunconnectedstrategyisperhapsthemoststraightforwardofall.One

partoftheorganization,asubunitorsometimesevenanindividualisableto

realize its own pattern in its stream of action. Since these unconnectedstrategiesdoesntcomefromthecentralleadershiporfromintentionsfromthewhole organization the can be considered relatively emergent. But for thesubunit/individualtheyclearlycanbedeliberateoremergentdependingonthepriorexistenceofintentions.Thustheunconnectedstrategymaybedeliberateoremergentfortheactorsinvolvedbutalwaysemergentfromtheperspectiveoftheorganization.

7.ConsensusstrategyInthisstrategytheconditionforpriorintentionsaretotallydropped,this

typeofstrategyisclearlyemergent.Inthisstrategydifferentactorsconvergeonthesamepatternorthemesothatitbecomespervasiveintheorganizations,withoutneedforcentraldirectionorcontrol.Theconsensusstrategygrowoutofthe mutual adjustment among the different actions as they learn from eachotherandfromtheirresponsestheenvironmentandtherebyfindsacommonpatternthatworksfortheorganization.Thismeansthattheconvergenceisnotdriven by intentions by management or by prior intentions shared by the

organizations as a whole; rather it evolves around the results of a host of

individualactions.Sometimesactorsmightpromotetheconsensusandtrytonegotiateotherstoacceptit,butthepointitthatthisstrategycomesmorefromcollectiveactionsthenfromcollectionintentions.Oneexampleofthiscouldbeauniversity that finds itself over the years favouring the sciences over thehumanitiesasitsmemberscametorealizethatthisiswhereitsrealstrengthslie.

8.ImposedstrategyThistimethestrategycomesfromoutsidetheorganization,itsimposed

ontheorganization.Thismeansthattheenvironmentcandirectlyforcetheorganizationintoapatterninitsstreamofactionsregardlesswhatthecentralcontroldoes.Theclearestcaseiswhenaexternalgrouporindividualwithagreatinfluenceovertheorganizationimposesastrategyontheorganization.For example, state-owned Air Canada was forced by the minister to buyaparticulartypeofplane.Thestrategywasclearlydeliberatebutnotbyanyonein

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theorganization.Giventheinabilitytoresist,theorganizationhadtopursuitthegivenstrategyandthusitbecamedeliberatefortheorganization.Sometimescan theenvironment rather than individual/group that imposestrategiesonorganizationsbyrestrictingtheiroptions.OnceagainAirCanadacanserveas

anexample.DidAirCanadareallychoosetoflyjetaeroplanesandlaterwidebodyaeroplanes? Couldany worldclassairlinedecideotherwise? Again theorganizationhastomaketheexternalstrategies,imposedonthem,internal.Inrealitytheorganizationshavetocompromisebetween determinismandfreechoice. Environment seldom pre-empt all choice and just as rare theenvironmentseldomoffersunlimitedchoice.Asmostrealworldstrategieshavesome umbrella strategy characteristics, so to does the environment setboundariesformostorganization.