Planned, Entrepreneural, Idelogical, Umbrella, Process, Unconnected, Consensus, and Imposed.
The strategies that should be developed to address spoilage and obsolescence, overstocking the warehouse, availability of human physical resources, and slow-downs in the supply chain include inventory management standards, marketing methods, and alignment of demand and supply.
It can be centralised or decentralised. In 1998, Mintzberg developed these five types of management strategy into 10 "schools of thought" and grouped them into three categories. The first group is normative. It consists of the schools of informal design and conception, the formal planning, and analytical positioning. The second group, consisting of six schools, is more concerned with how strategic management is actually done, rather than prescribing optimal plans or positions. The six schools are entrepreneurial, visionary, cognitive, learning/adaptive/emergent, negotiation, corporate culture and business environment. The third and final group consists of one school, the configuration or transformation school, a hybrid of the other schools organized into stages, organizational life cycles, or "episodes".
Classical management theorists, such as Frederick Taylor, Henri Fayol, and Max Weber, significantly contributed to the development of management principles and practices. Taylor introduced scientific management, emphasizing efficiency and productivity through time studies and standardized tasks. Fayol developed a comprehensive framework of management functions, including planning, organizing, and controlling, which provided a systematic approach to organizational management. Weber's concept of bureaucracy highlighted the importance of structured hierarchies and clear rules, laying the groundwork for modern organizational theory. Together, these contributions helped formalize management as a discipline and improved organizational effectiveness.
Problems of successful implementation centre around how well or badly the existing organization responds and how adequate its reporting proves to be.According to Arthur,In practice there are four problem areas associated with the successful implementation of strategies: The first problem is that, although strategies need to be developed around the business units (SBUs), of the corporation, these units often do not correspond to parts of the organizations structure. Business units have an external market-place for goods and services, and their management can plan and execute strategies independent of other pieces of the company.
Action plans are developed to facilitate the achievement of specific goals by outlining clear steps, responsibilities, and timelines. They serve as a roadmap to guide individuals or teams in executing strategies effectively and monitoring progress. By breaking down larger objectives into manageable tasks, action plans enhance accountability and ensure that resources are allocated efficiently. Ultimately, they help transform strategic visions into actionable outcomes.
GOQ
The Egyptians, Hittites, Assyrians, Greeks and Romans developed advanced weapons and strategies.
the latter! Organisation is developed to implement stategy
Sumerians
The Organizational Effectiveness Questionnaire (OEQ) was developed to specifically assess organizational effectiveness issues. This survey tool helps organizations measure various aspects of their effectiveness, such as leadership, communication, teamwork, and performance.
Use of scientific methods
civil right leaders
i think he developed vertical integration...
Describe the strategies you have developed to avoid confusing the use of adverbs and adjectives in the future.
Sumerians :)
Sumerians
The elaboration likelihood model was developed by psychologists Richard E. Petty and John Cacioppo in the 1980s. It describes how individuals process persuasive messages based on their level of motivation and ability to think critically about the message.