Mintzberg’s Planning School

Rozz Joshua B. IgnacioKiera Lyn S. RoblesBA 190 - Strategic ManagementUniversity of the PhilippinesProf. Mita Angela M. Dimalanta

What is planning?

• Mintzberg defined Planning Schools as a formal process that encompasses a rigorous set of steps from the analysis situation to the execution of the strategy

Steps in creating an effective strategic plan

• Objective setting stage• External audit stage• Internal audit stage• Strategy evaluation stage• Strategy operationalization stage

Game Mechanics• The class will be divided into groups of four• Each group will be given Php 25 pesos• Using the fund given, the group will have to purchase

materials from the shop and build their own tower• BBQ sticks - Php 0.50, Green wire - Php 2.00, Tape - Php 2.00• Glue stick - Php 2.00, Rubber band - Php 0.50• Each group will be given 3 minutes to plan• During the game, the towers and groups will be tested by

different circumstances that usually happen in a company setting

• After 10 minutes, the group with the highest tower wins

The premises of planning school:1. Strategies result from a controlled, conscious process of formal planning, decomposed into

distinct steps, each delineated by checklists and supported by techniques.

2. Responsibility for that overall process rests with the chief executive in principle; responsibility for its execution rests with staff planners in practice.

3. Strategies appear from this process full blown, to be made explicit so that they can then be implemented through detailed attention to objectives, budgets, program, and operating plans of various kinds. [Mintzberg et al. 1998]

Contributions

• Gives clear direction• Enables resource allocation• Control

Disadvantages

• Can be too static• Risk of groupthink• Predicting is difficult• Top management must create strategy from an ivory tower

Recent Developments

• Scenario Planning• Levers of Control• Parenting Styles• Theory of Mechanistic and Organic Systems

References• Caldart, A. and J.E Roan [2006] “’Parenting Style’ and Performance” Retrieved from: http://www.ieseinsight.com/doc.aspx?id=560. Accessed: September 21, 2016

• Martin, J. [n.d] “Simon’s Levers of Control in Relation to the Balanced Scorecard” Retrieved from: http://maaw.info/ArticleSummaries/ArtSumSimon'sLeversofControl.htm. Accessed September 21, 2016

• Mintzberg, H., B. Ahlstrand and J. Lampel [1998] “Strategy Safari: A guided tour through the wilds of strategic management”, 48-80. Retrieved from https://www.academia.edu/1895549/Strategy_safari_A_guided_tour_through_the_wilds_of_strategic_management. Accessed September 19, 2016.

• Nabil, A. [n.d.] “Different schools of thought on Strategy” Retrieved from http://www.academia.edu/4493694/Different_schools_of_thought_on_Strategy. Accessed September 18, 2016.

• Ogilvy, J. [2015] “Scenario Planning and Strategic Forecasting” Retrieved from: http://www.forbes.com/sites/stratfor/2015/01/08/scenario-planning-and-strategic-forecasting/#5a460f4a6b7b. Accessed September 20, 2016

• “Summary of Organic and Mechanistic Organizations by Burn and Stalker” [n.d.]Retrieved from: http://www.valuebasedmanagement.net/methods_burns_mechanistic_organic_systems.html. Accessed September 21, 2016

• “Summary of Parenting Style Model by Goold and Campbell” [n.d.] Retrieved from: http://www.valuebasedmanagement.net/methods_goold_parenting_styles.html . Accessed September 21, 2016

• “Summary of Simon’s Model for Management Control” [n.d] Retrieved from: http://www.valuebasedmanagement.net/methods_simons_levers.html. Accessed September 20, 2016