Deliberate strategy is a strategy that is made intentionally by an organization so as to achieve its intended strategy or final goals.
An intended strategy is planned and deliberate. It is the set of intentional acts that is contemplated and planned to accomplish a goal. An intended strategy is also sometimes called a deliberate strategy.
what are the promotional strategies for duracell? what push/pull strategies do duracell use?
what are the strategies of jollibee in their problem in food service
penetration pricing strategies
ELA strategies are plans that help you overcome your goals in that subject. Some ELA strategies are read, review, and practice.
In the context of Object-Relational Mapping (ORM), "deliberate" typically refers to the intentional and careful design or usage of mapping strategies between objects in code and database tables. It emphasizes making conscious choices about how data is represented and manipulated, ensuring that the ORM framework aligns well with the application's requirements and performance needs. Deliberate practices can include thoughtful schema design, query optimization, and efficient data retrieval strategies.
The comparative degree of "deliberate" is "more deliberate."
The five steps of the deliberate risk management process are: 1) Identify the risks, 2) Assess the risks, 3) Develop strategies to mitigate the risks, 4) Implement the risk management strategies, and 5) Monitor and review the effectiveness of the strategies. This structured approach ensures that risks are systematically identified, evaluated, and addressed. Regular monitoring allows for adjustments to be made as necessary, ensuring ongoing effectiveness.
This was a deliberate act of war.It was not deliberate, I swear.
The five steps of deliberate risk management are typically arranged as follows: Identify Risks - Recognize potential risks that could impact objectives. Assess Risks - Analyze and evaluate the likelihood and impact of identified risks. Develop Mitigation Strategies - Formulate plans to minimize or eliminate the risks. Implement Strategies - Put the mitigation plans into action. Monitor and Review - Continuously track the risks and the effectiveness of the strategies, making adjustments as necessary.
A possible antonym for "strategies" could be "spontaneity" or "randomness," as these terms suggest actions taken without careful planning or deliberate thought.
Mintzberg defined strategy as: "a pattern in a stream of decisions" - making it strategy operational and tangible. From here one could analyse the leader's plans and intended goals compared to what the organization actually did.Mintzberg and Waters argue that strategy can and must be seen in a wider perspective. They distinguish between deliberate strategies (realised as intended) and emergent strategies (strategies that emerge in an organization, but not guided by intentions.)DEFINITIONSDeliberate strategy: A perfectly deliberate and intended strategy must satisfy 3 conditions:Precise and articulated intentions must exist in a concrete level of detailSeeing organizations as collective action, intention must be common knowledge to virtually all the actors in the organization.These collective intentions must have been realized exactly as intended - (also meaning that no external forces could have interfered with them).Emergent strategy: A perfectly emergent strategy is characterised by order, but in the absence of intention about it. It is although difficult to imagine action in the total absence of intention. Emergent strategy does not mean chaos, but in essence unintended orderThe authors expect that purely emergent strategies are as rare as the purely deliberate one. It is more likely to find tendencies in the direction of deliberate and emergent strategies rather than perfect forms of either.As a consequence of the above, the authors see emergent and deliberate strategies as two poles, where different types of strategy can bee said to exist in the space between them.They introduce the following strategies, where the first strategies fall closest to the deliberate strategy-pole and ending in the last strategies closest to reflecting the characteristics of emergent strategies.STRATEGYMAJOR FEATURESPlannedStrategies originate in formal plans: precise intentions exist, formulated and articulated by central leadership, backed up by formal controls to ensure surprise-free implementation in benign, controllable or predictable environment; strategies most deliberate.EntrepreneurialStrategies originate in central vision: intentions exist as personal, unarticulated vision of single leader, and so adaptable to new opportunities; organization under personal control of leader and located in protected niche in environment; strategies relatively deliberate but can emerge.IdeologicalStrategies originate in shared beliefs; intentions exist as collective vision of all actors, in inspirational form and relatively immutable, controlled normatively through indoctrination and/or socialization; organization often proactive vis-à-vis environment; strategies rather deliberate.UmbrellaStrategies originate in constraints: leadership, in partial control of organizational actions, defines strategic boundaries or targets within which other actors respond to own forces or to complex, perhaps also unpredictable environment; strategies partly deliberate, partly emergent and deliberately emergent.ProcessStrategies originate in process: leadership controls, process aspects of strategy (hiring, structure, etc.), leaving content aspects to other actors; strategies partly deliberate, partly emergent (and, again, deliberately emergent).UnconnectedStrategies originate in enclaves: actors(s) loosely coupled to rest of organization produce(s) patterns in own actions in absence of, or in direct contradiction to, central or common intentions; strategies organizationally emergent whether or not deliberate for actors(s).ConsensusStretegies originate in consensus: through mutual adjustment, actors converge on patterns that become pervasice in absence of central or common intentions: strategies rather emergent.ImposedStrategies originate in environment: environment dictates patterns in actions either through direct imposition or through implicityly pre-empting or bounding organizational choice; strategies most emergent, although may be internalized by organization and made deliberate.The fundamental difference between deliberate and emergent strategy is that whereas the deliberate focuses on direction and control - getting desired things done - the emerging strategy opens up for the notion of "strategic learning"CONCLUSIONEmergent strategies do not mean that management is out of control - it is just more open, flexible, responsive and willing to learn. This is an important strategy in a complex, uncertain and changing environment. It best case scenario, it enables management to act before everything is fully understood.Deliberate strategies help to manage, to impose intentions on the organization and to provide a sense of direction.The conclusion is therefore, that strategy formation walks on two feet, one deliberate, and the other emergent. And the relative emphasis on one or the other may shift from time to time, but not the requirement to attend to both sides of this phenomenon.
I deliberate whether or not to answer this question.
Deliberate, just as you have it, is the correct spelling.
The graffiti appeared to be deliberate. How long can it take for the jury to deliberate? What deliberate acts can you add to these charges?
The incorrect spelling is "deliberate." The correct spelling is "deliberately."
The public humiliation by the teacher was deliberate.