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Lack of leadership is most damaging at the level of strategic management where it can paralyze an entire organization. [132] According to Corner, Kinichi, and Keats, [133] strategic decision making in organizations occurs at two levels: individual and aggregate. They developed a model of parallel strategic decision making.
Strategic planning is an organization's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals. Furthermore, it may also extend to control mechanisms for guiding the implementation of the strategy.
Larger organizations generally have three hierarchical levels of managers, [1] in a pyramid structure: Senior management roles include the board of directors and a chief executive officer (CEO) or a president of an organization. They set the strategic goals and policy of the organization and make decisions on how the overall organization will ...
This is the least effective of the four strategies. It is without direction or focus. Miles, Snow et al. (1978) have identified three reasons why organizations become reactors: Top management may not have clearly articulated the organization's strategy. Management does not fully shape the organization's structure and processes to fit a chosen ...
A strategic leader influences “the organization by aligning their systems, culture, and organizational structure to ensure consistency with the strategy” (Beatty and Quinn, 2010, p. 7). Influencing employees to voluntarily make decisions that enhance the organization is the most important part of strategic leadership.
Therefore, when building a strategy, it is vital to use analytic tools based on the level of uncertainty the organization is facing (decision analysis, scenario planning, alternative futures), [2] this will enable the organization to identify the origin and the nature of the uncertainty and act upon it. [6]
Organizational strategy explores the relationship between unit and the environment. It involves action—matching skills and resources with opportunities and threats. According to Michael Porter, a professor from Harvard Business School and leading expert in organizational strategy, the basics of a competitive model have Five Forces:
Managerial Role in Strategy Making Lower-level managers have a voice in strategy-making, as well as greater latitude to respond opportunistically to developing conditions. Senior executives obtain the needed information from lower-level managers, and then use it to create a plan which is, in turn, disseminated to managers for implementation ...