Gassemi ppt 1

8/12/2019 Gassemi ppt 1

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Management stratgiqueTravail de Synthse numro 1

Ralis par :Driss ZEMMOURI

Encadr par :

Mr. Karim GASSSEMI


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The main differences between the two schools :

1- The

formality of themodel

3-Originality

of strategies

2- The

position ofthe CEO in

the process


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1- The formality of the model :

In the Design School

The model of strategy formation must be kept simple

and informal, to ensure that strategy is controlled in one

mind.

In the Planning School

Strategies result from a controlled, conscious process of

formal planning, decomposed into distinct steps, each

delineated by checklists and supported by techniques.


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2- The position of the CEO in the process:

In the Design School In thePlanning School

Responsibility for that control

and consciousness must rest with

the chief executive officer: that

person is the strategist. In their

view, the CEO is the key of theprocess of making-decision.

Responsibility for that overall

process rests with the chief

executive in principle;

responsibility for its execution

rests with staff planners inpractice, which means that the

planning school put gradually the

staff planners in the front of the

stage.


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3- Originality of strategies:

In the Design School

Strategies should be one of a kind: the best ones resultfrom a process of individualized design.

In the Planning School

Creativity and originality are gradually deleted in theface of formalized efforts imposed.


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2- Strategic Thinking :

The author conceives of strategic thinking as a set of ideas,

principles, policies, concrete rules and operational procedures that

shape the way managers think about their role and that guide theirdaily actions.

This set of ideas and rules is more malleable than corporate

ideology or organizational identity, which are more permanent. Also,

strategic thinking is different from operational plans, which

represent more concrete commitments and specific actions at

particular points in time.


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Therefore, strategic thinking contains features of both aprocess and a state of mind. It begins with deliberatesearch, continues with the building of a shared frameworkin managers minds, moves on to implementation in dailyactivity, and finally includes a review and update of its basiccontents as conditions change outside and inside the

company.


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Figure : Type of frames of reference

Individual

Collective

Habits Values Insights decisions

Drifted frameof reference Reflectedframe of

reference

Enduringorganizational

mindsetStrategicthinking


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the first type is characterized as a drifted frame of reference and

represents an individual mindset which is modified on the basis ofpersonal experience, values, beliefs and habits. In this case, the leader

who has held a position of power, since he adopt a way of behaving that is

comfortable for him, he makes difficult the change of the corporate mind.

Individual

Collective



reference




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The reflectedframe of referenceis the second type and is updated on a

continuous and deliberate basis, which means that the manager, in light of

new events that catch his attention, ponders the circumstances and

adjusts his mindset to fit the new reality.

Individual

Collective



reference




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The third type is described as an enduring organizational mindset, an

essentially inflexible collective mind that changes only gradually. Yet, its

certainly possible that organizational members will act according to the

leadersset of beliefs, but, wontgrasp those beliefs as their own.

Individual

Collective



reference




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At last, the latter type constitutes the strategicthinkingwhich represents

a flexible frame of reference that is refined as a result of reflection,

reconsideration and new insights, and which places objectives and priorities

as the common ground with the frames of reference of the other managers

with whom the focal manager has to interact.

Individual

Collective



reference




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3- Introduction la stratgie :

It is based on the approaches of context, content and process, that the

authors of the book Strategique defined strategic model. Indeed, it

includes the strategic diagnosis of the organization (context), evaluation of

strategic choices (content) and the strategic deployment (process), such

elements define a practical approach to the study of strategic situations.

The strategicdiagnosis

Strategicdeployment

Strategicchoices


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Thus, according to the authors of the book, the three components of the

strategy are defined as follows :

The strategic diagnosis:consists in

understanding the strategic impact of the

external environment, strategic capability of the

organization, its goals and its culture, to define

its strategy.


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Strategic choices:concern strategic possible options

for an organization, both in terms of guidelines and

procedures to achieve them.


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Strategic deployment:is to put the strategy into

practice. Indeed, a strategy exists only when it is

effectively implemented and translated into

operational actions.


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Albeit in a logical sequence, the strategic diagnosis precedes

strategic choices, which precedes in turn the strategic deployment,

Mintzberg notes that in reality, the components of the strategy do

not follow this linear routing, and that choices must often be

performed while the diagnosis is not completed.

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