l1 the strategy labyrinth s00_jw
DESCRIPTION
jhjhTRANSCRIPT
![Page 1: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/1.jpg)
1
SIM336 Strategic Management
Lecture 1 -The Strategy Labyrinth
Sunderland Business School
Personally I'm always ready to learn, although I do not always like being taught. Sir Winston Churchill, British politician (1874 - 1965)
18
![Page 2: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/2.jpg)
2
Management History
![Page 3: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/3.jpg)
Development of Major Management Theories
![Page 4: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/4.jpg)
Historical Background of Management
• Ancient Management– Egypt (pyramids) and China (Great Wall)– Venetians (floating warship assembly lines)
• Adam Smith– Published “The Wealth of Nations” in 1776– Advocated the division of labor (job specialization)
to increase the productivity of workers• Industrial Revolution
– Substituted machine power for human labor– Created large organizations in need of
management
![Page 5: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/5.jpg)
How pyramids were built
• http://www.youtube.com/watch?v=MpR7AKKN87E
• http://www.youtube.com/watch?v=Z4t4qHOeilo
• http://www.youtube.com/watch?v=5wwohIUxals
• http://www.youtube.com/watch?v=uQ5j058avZg
![Page 6: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/6.jpg)
The Great Wall
• http://www.youtube.com/watch?v=1feTm36eMUU
• http://www.youtube.com/watch?v=HRmSFlQgINQ
• http://www.youtube.com/watch?v=Hxa0k6jWsxo
• http://www.youtube.com/watch?v=0ghGZSdKcCw
• http://www.youtube.com/watch?v=4YJlLwNh1Ys
![Page 7: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/7.jpg)
Industrial Revolution
• http://www.youtube.com/watch?v=zhL5DCizj5c
• http://www.youtube.com/watch?v=d4joqYycnqM
![Page 8: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/8.jpg)
Group Discussion
• Choose one historical event from this century and do some research on it.
• Describe the impact that this event might be having or has had on how workplaces are managed.
![Page 9: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/9.jpg)
Activity
• Choose an organization with which you are familiar and describe the job specialization used there.
• Is it efficient and effective? Why or why not?
• How could it be improved?
![Page 10: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/10.jpg)
Major Approaches to Management
• Scientific Management• General Administrative Theory• Quantitative Management• Organizational Behavior• Systems Approach• Contingency Approach
![Page 11: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/11.jpg)
Scientific Management• Fredrick Winslow Taylor
– The “father” of scientific management– Published Principles of Scientific Management (1911)– The theory of scientific management
– Using scientific methods to define the “one best way” for a job to be done:
• Putting the right person on the job with the correct tools and equipment.
• Having a standardized method of doing the job.
• Providing an economic incentive to the worker.
![Page 12: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/12.jpg)
Taylor’s Five Principles of Management
1. Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method.
2. Scientifically select and then train, teach, and develop the worker.
3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.
4. Divide work and responsibility almost equally between management and workers.
5. Management takes over all work for which it is better fitted than the workers.
![Page 13: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/13.jpg)
Scientific Management (cont’d)
• How Do Today’s Managers Use Scientific Management?– Use time and motion studies to increase
productivity– Hire the best qualified employees– Design incentive systems based on output
![Page 14: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/14.jpg)
Activity
• Can scientific management principles help you be more effective?
• Choose a task that you do regularly (e.g. laundry, fixing dinner, grocery shopping, studying for exams, etc.).
• Analyze it by writing down the steps involved in completing that task.
• See if there are activities that could be combined or eliminated.
• Find the “one best way” to do this task.
![Page 15: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/15.jpg)
General Administrative Theorists
• Henri Fayol– Believed that the practice of management was
distinct from other organizational functions – Developed fourteen principles of management
that applied to all organizational situations
![Page 16: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/16.jpg)
Fayol’s 14 Principles of Management
1. Division of work.
2. Authority.
3. Discipline.
4. Unity of command.
5. Unity of direction.
6. Subordination of individual interest to the interests of the organization.
7. Remuneration.
8. Centralization.
9. Scalar chain.
10. Order.
11. Equity.
12. Stability of tenure of personnel.
13. Initiative.
14. Esprit de corps.
![Page 17: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/17.jpg)
Fayol’s 14 Principles of Management
• Division of Work – When employees are specialized, output can increase because they become increasingly skilled and efficient.
• Authority – Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.
• Discipline – Discipline must be upheld in organizations, but methods for doing so can vary.
![Page 18: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/18.jpg)
Fayol’s 14 Principles of Management
• Unity of Command – Employees should have only one direct supervisor.
• Unity of Direction – Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated.
• Subordination of Individual Interests to the General Interest – The interests of one employee should not be allowed to become more important than those of the group. This includes managers.
![Page 19: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/19.jpg)
Fayol’s 14 Principles of Management
• Remuneration – Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.
• Centralization – This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.
• Scalar Chain – Employees should be aware of where they stand in the organization's hierarchy, or chain of command.
• Order – The workplace facilities must be clean, tidy and safe for employees. Everything should have its place.
![Page 20: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/20.jpg)
Fayol’s 14 Principles of Management
• Equity – Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate.
• Stability of Tenure of Personnel – Managers should strive to minimize employee turnover. Personnel planning should be a priority.
• Initiative – Employees should be given the necessary level of freedom to create and carry out plans.
• Esprit de Corps – Organizations should strive to promote team spirit and unity.
![Page 21: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/21.jpg)
???
• Do you think do Vietnamese managers adapt the 14 principles in their businesses?
• Which ones are usually appreciated and emphasized more or less?
• Discuss with your classmates
![Page 22: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/22.jpg)
General Administrative Theorists
• Max Weber– Developed a theory of authority based on an ideal
type of organization (bureaucracy)– Emphasized rationality, predictability,
impersonality, technical competence, and authoritarianism
![Page 23: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/23.jpg)
Weber’s Ideal Bureaucracy
![Page 24: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/24.jpg)
Quantitative Approach to Management
• Quantitative Approach– Also called operations research or
management science– Evolved from mathematical and statistical
methods developed to solve WWII military logistics and quality control problems
– Focuses on improving managerial decision making by applying:
– Statistics, optimization models, information models, and computer simulations
![Page 25: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/25.jpg)
Video
• Joy of Stats• Miracle of Laundry Machine
![Page 26: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/26.jpg)
What is Quality Management?
• Intense focus on the customer• Concern for continual improvement• Process focused• Improvement in the quality of
everything the organization does• Accurate measurement• Empowerment of employees
![Page 27: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/27.jpg)
???
• Is Quality Management expensive for business?
27
![Page 28: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/28.jpg)
Discussion
• Discuss whether the following organizations are adapting the quality management philosophy based on the previous slides.– Vietnam Airline– CGV – Tous Les Jours– Phong Vu Computer– MOF– Or find a good example
![Page 29: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/29.jpg)
Understanding Organizational Behavior
• Organizational Behavior (OB)– The study of the actions of people at
work; people are the most important asset of an organization
![Page 30: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/30.jpg)
The Hawthorne & Mayo’s Studies
• Initially the Hawthorne studies were designed to examine the effect of various lighting levels on worker productivity. – “something else” might affect the productivity
level– Different role and its impact in organization
• Mayo studied about the redesign of jobs, changes in workday and workweek length, introduction of rest periods, and individual versus group wage plans.– Significance of group factors and standards
![Page 31: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/31.jpg)
???
• What is a system?• Give some examples of System• How does it work?
![Page 32: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/32.jpg)
The Systems Approach• System Defined
– A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
• Basic Types of Systems– Closed systems
– Are not influenced by and do not interact with their environment (all system input and output is internal).
– Open systems– Dynamically interact to their environments by
taking in inputs and transforming them into outputs that are distributed into their environments.
![Page 33: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/33.jpg)
The Organization as an Open System
![Page 34: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/34.jpg)
???
• So, what is the environment we concern in business?
![Page 35: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/35.jpg)
Activity
• Analyze an organization you are familiar with by Open System in a group
![Page 36: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/36.jpg)
Implications of the Systems Approach
• Coordination of the organization’s parts is essential for proper functioning of the entire organization.
• Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.
• Organizations are not self-contained and, therefore, must adapt to changes in their external environment.
![Page 37: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/37.jpg)
The Contingency Approach
• Contingency Approach Defined
– Also sometimes called the situational approach.
– There is no one universally applicable set of management principles (rules) by which to manage organizations.
– Organizations are individually different, face different situations (contingency variables), and require different ways of managing.
![Page 38: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/38.jpg)
WHAT IS STRATEGY?
38
![Page 39: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/39.jpg)
39
![Page 40: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/40.jpg)
40
![Page 41: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/41.jpg)
41
![Page 42: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/42.jpg)
Activity
• Read the extract of Sun Tzu’s strategy• Try to compare between Sun Tzu’s and
contemporary business strategies.• Is there any similarity or difference?
42
![Page 43: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/43.jpg)
43
![Page 44: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/44.jpg)
44
![Page 45: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/45.jpg)
45
![Page 46: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/46.jpg)
46
![Page 47: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/47.jpg)
47
![Page 48: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/48.jpg)
48
![Page 49: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/49.jpg)
49
![Page 50: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/50.jpg)
50
![Page 51: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/51.jpg)
51
![Page 52: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/52.jpg)
52
![Page 53: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/53.jpg)
53
![Page 54: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/54.jpg)
54
![Page 55: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/55.jpg)
55
Approach
• Most of the approaches to strategy are based on Hegel’s model of :-
Thesis, antithesis, synthesisWhich can become…..
– Where are we now?– Where do we want to be?– How do we get there?
![Page 56: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/56.jpg)
ExternalAudit
InternalAudit
Long-TermObjectives
Generate,Evaluate,
SelectStrategies
ImplementStrategies:
Mgmt Issues
ImplementStrategies:Marketing,Fin/Acct,R&D, CIS
Measure &Evaluate
Performance
Vision&
Mission
Comprehensive strategic management model
![Page 57: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/57.jpg)
5757
StrategicDirection
Strategy Formulation(corporate and business level)
Strategy Implementationand Control
Strategic Restructuring
Internal and External Analysis
![Page 58: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/58.jpg)
58
THE DESIGN SCHOOL
THE PLANNING
SCHOOL
THE POSITIONING
SCHOOL
THE ENTREPRENEURIAL
SCHOOL
THE COGNITIVE
SCHOOL
THE LEARNING
SCHOOL
THE POWER SCHOOL
THE CULTURAL
SCHOOL
THE ENVIRONMENTAL
SCHOOL
Strategy - Some of the Schools of thought
THE CONFIGURATION
SCHOOL
Source: Adapted from Mintzberg, H., Ahlstrand, B., Lampel, J.,(2009,) Strategy Safari, your complete guide through the wilds of Strategic Management, , 2nd Edition, Pearson Education Limited;
Many more Schools….
![Page 59: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/59.jpg)
59
Voluntarism or Determinism?
• Do these influence strategy?– Voluntarism
• Create own destiny• Free will• “Predict and prepare” (Ackoff, 1983:59)
– Determinism• Destiny “In the hands of the Gods”• All events and human actions & choices are fully
determined by preceding events• Freedom of choice is an illusion
![Page 60: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/60.jpg)
60
The Battle of Waterloo• Size of the armies:
– 23,000 British troops with 44,000 allied troops and 160 guns
– against 74,000 French troops and 250 guns • Voluntarism -Was it a campaign classic of
brilliant military strategy by the Duke of Wellington?
• Was it because it rained heavily on the night of the 17th June 1815 forcing Napoleon to delay the action of the superior French artillery until 11 am that morning?
• Determinism or Voluntarism?– Was Wellington a formidable strategist / commander?– Was Wellington - In the hands of the Gods (it rained..)
![Page 61: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/61.jpg)
61
Voluntarism?• Food Retailers very powerful last ten years – Tesco,
Asda, Sainsbury…Very profitable….– Buy One Get One Free (BOGOF) - generally the food
manufacturer actual pays for this & not the food retailer!
• Are the Food Retailers operating in a Voluntarist mode?
• Supply Chain - Food manufacturer - SME– Small Medium sized Enterprise (SME) under constant price
(reduction) pressure from the Food Retailers – SME under price pressure from the raw materials’ suppliers for
price increases - Flour etc..– Major impact upon food manufacturers
Source Derek Harwood
![Page 62: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/62.jpg)
Determinism?• What strategic choices do these particular SMEs have?
– Very High portion of their food output sold to Food Retailers– High manufacturing equipment costs– High energy costs ….ovens– High switching costs
• So are the Food manufacturers operating in a Deterministic mode?
• Jan 2010 UK Government approves Food Ombudsman to review the industry.
62
![Page 63: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/63.jpg)
63
Competition Commission
Source, Market investigation into the supply of groceries in the U.K., Competition Commission, Page 5, 31 Oct 07
![Page 64: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/64.jpg)
Discussion
• Shrimp Farming in Vietnam– Demand – Price– Global Market
• What would you do for the crisis?
64
![Page 65: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/65.jpg)
65
Strategy?
• There are many schools of thought with regard to strategy
“This has most likely reflected the influence of academic writers and the consultants. It is they who have been driving the thinking in this field. Like butchers they chop up reality for their convenience, in some cases using one part of the beast while ignoring the rest, just as poachers grab the tusks of the elephant and leave the carcass to rot”
Source: Mintzberg, H., Ahlstrand, B., Lampel, J.,(2009,) Strategy Safari, your complete guide through the wilds of Strategic Management, , 2nd Edition, Pearson Education Limited, p382.
![Page 66: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/66.jpg)
66
The Strategy Labyrinth• “…the greatest failings of strategic management have
occurred when managers took one point of view (with regard to schools of thought) too seriously”
• So are you able to find your way through the labyrinth of strategy?
• Have you learnt about strategy formation?
• “We shall never find it, never really see it all. But we can certainly see it better”
Source: Mintzberg, H., Ahlstrand, B., Lampel, J.,(2009,) Strategy Safari, your complete guide through the wilds of Strategic Management, , 2nd Edition, Pearson Education Limited, p382
Source: Mintzberg, H., Ahlstrand, B., Lampel, J.,(2009,) Strategy Safari, your complete guide through the wilds of Strategic Management, , 2nd Edition, Pearson Education Limited, p396.
![Page 67: L1 the Strategy Labyrinth S00_jw](https://reader033.vdocument.in/reader033/viewer/2022051316/5695d29d1a28ab9b029b1548/html5/thumbnails/67.jpg)
Seminar 1 and 2
67