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Essay / Research Paper Abstract
This 11 page paper examines Whittington’s (1993) four approaches to strategic management. The paper looks at how the strategies are placed and used by management along with their application. The strategies are considered in the general context, in comparison with each other and individually. The bibliography cites 8 sources.
Page Count:
11 pages (~225 words per page)
File: TS14_TE4stratap.rtf
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Unformatted sample text from the term paper:
that environment and the attitudes of the management. The development of strategy may be argued as very important to the future of a company, but the way strategy is developed
can vary widely between organisations. When examining strategy and different approaches to strategy the first stage is to consider what strategy means. A dictionary definition of strategy reads "1.
The art of war. 2a, The management of an army or armies in a campaign..... 3, A plan of action or policy in business or politics" (Oxford Concise English Dictionary
1991:1205). These are not all directly related to business; however, in some strategy approaches there are some close parallels. When looking at how strategy was formatted Whittington (1993) divided
strategy into four main approaches; classical, evolutionary, processual or systematic. The classical approach to strategy may be seen as the oldest, with a high reliance on traditional planning techniques, the
evolutionary approach draws on the biological theory of evolution with the law of the jungle being substituted for the law of the marketplace. The processual approach accepts that all human
nature and the results of human nature will result in imperfect results; this is a pragmatic approach to strategy that accommodates the way in which the planners and the markets
are highly fallible (Thompson, 2005). The last of the four approaches is that of systematic this is one of the more flexible approaches that is relativistic and links the means
and goals of strategy as linked to culture and social systems within which it takes place (Thompson, 2005). When examining these they are all different and can be placed
at different points along two dimensions of outcomes and processes, the outcomes are what the strategy is used to achieve and are placed along the scale between profit maximisation and
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