SM ch 1

Analytical/Ratonal Approach
rely on the development of a logical sequence of steps (linear thinking).

“similar to a MAP”

Corportate-level strategy
address the question”what business should we be in?”
Directional Strategies
“what the organization WANTS to do”
Divisional-Level Strategy
more focused and provide direction for a single business type

concerned with positioning the division to compete

often referred to as SBUs(strategic business units) or SSUs(strategic service units)

Emergent Strategy
an org. may end up with a strategy that was quite unexpected as a result of having been “swept away by events”
Health Policy
intent is to provide the context for the development of the HC infrastructure as a whole

determines the rules of the game that apply to all consumers and providers in the field

Implementatation Plans
made up of strategies developed in the key areas that create value for an organization (service delivery and support activities) and are typically discussed as part of strategic planning
Managing Strategic Momentum
a philosophy and process of continuously leading and managing an organization using strategic thinking and periodic strategic planning

concerns the day-to-day activities of managing the strategy to achieve the strategic goals of the org

Maps = analytical approach (“worlds that have been charted before”)

Compasses = emergent model (“help leader who aren’t sure where they are but have a sense of direction”)

Organizational – level strategy
within a division, these typically concern one organization competing within a specific well-defined service area
rational approach
see “analytical/rational” approaches
situational analysis
part of “strategic planning” process

includes internal/external analysis and directional strategies

Strategic Business Unit
strategic management
Fundamental in leading organizations in dynamic environments.
Provides direction and momentum for change
strategic planning
the periodic process of creating organizational momentum (a strategy)

accomplishes mission and vision using strategic thinking

strategic service units
strategic thinking
an individual intellectual process, a mindset, or method of intellectual analysis that asks people to position themselves as leaders and see the “big picture”
strategic thinking map
external orientation, analyze data, new ideas

Situational Analysis
external/internal analysis, directional strategies
Strategy Formulation
Directional,adaptive,mkt entry, competitive strategies
Planning the Implementation
service delivery/support strategies, action plans
managerial action,strategy evaluation, emergent learning

set of guidelines or plan an org. chooses to ensure decision consistency and move it from where it is today to a desired state some time in the future – “the road map to the future”
strategy formulation
involves decision making that uses information to create a plan

involves directional, adaptive, market entry, and competitive strategy decisions which are normally made during strategic planning sessions

systems approach
requires strategic managers to define the org. in broad terms and to identify the important variables and interrelationships the will affect decisions
unit-level strategies
support organizational strategies through accomplishing specific objectives
unrealized strategies
when rational strategies don’t always work out as planned
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