This essay is going to take a critical analysis on Mintzberg’s schools of thought. It’s going to take a closer look at Design school as well as contrasting it with Planning school, Entrepreneurial school and Power School. "Strategy is the pattern plan that integrates an organisation major goals, policies, and action sequences as a whole. A well formulated strategy help to allocate an organisations resources into unique and viable posture based on its relative internal competencies and shortcomings, anticipate change in the environment, and contingent moves by intelligent opponent." The main role of strategy is to plan the course of an organisation in order for it to move swiftly through its environment. Strategic direction can also serve as a set of blinders to hide potential dangers. The Design School
The design school is the most influential view of the strategy-formation process and sees strategy as a process of conception. It’s a clear and unique strategies are formulated in a deliberate process. In this process, the internal situation of the organization is matched to the external situation of the environment. The original view sees strategy formation as achieving the essential fit between internal strengths and weaknesses and external threats and opportunities. Senior management formulates clear and simple strategies in a deliberate process of conscious thought - which is neither formally analytical nor informally intuitive - and communicates them to the staff so that everyone can implement the strategies. This was the dominant view of the strategy process at least into the 1970s given its implicit influence on most teaching and practice. To the design school, ultimately, there is only one strategist, and that is the manager who sits at the top of the organisational pyramid. There are times when organisations do need grand designs: a chief executive who is highly capable of synthesis can take full charge of a process of designing strategy. Furthermore...
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