Organisation and Environment - Week 1 - Chapter 2: Design School

As a process of conception, where the school seeks to attain a match or fit between internal capabilities and external possibilities.

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The SWOT analysis:
- Strengths
- Weaknesses
- Opportunities
- Threats

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The appraisals of the external and internal situations and contains the parts of the SWOT.

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1. Managerial values= the beliefs and preferences of those who formally lead the organization.
2. Social responsibilities= the ethics of the society in which the organization functions, but within this school must authors do not accord a lot of attention to values and ethics.

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1. Consistency= the strategy must not represent mutually inconsistent goals and policies.
2. Consonance= the strategy must represent an adaptive response to the external environment and to the critical changes occurring within it.
3. Advantage= the strategy must provide for the creation and/or maintenance of a competitive advantage in the selected area of activity.
4. Feasibility= the strategy must neither overtax available resources nor create unsolvable subproblems.

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1. Deliberate process of conscious thought.
2. CEO is the strategist.
3. Simple and informal.
4. One of a kind (unique).
5. Fully formulated and complete.
6. Explicit.
6. Structure must follow strategy.

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1. The capacity to learn is ignored.
2. Structure follows strategy is not always possible.
3. Promotion of inflexibility.
4. Assumption of universality.
5. Detachment of thinking from acting.

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1. One brain can manage all the information relevant for strategy formation.
2. That brain is able to have full, detailed, intimate knowledge of the situation in question.
3. The relevant knowledge must be established before a new intended strategy has to be implemented. The situation must remain relatively stable or at least predictable.
4. The organization in question must be prepared to cope with a centrally articulated strategy.

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