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现代科技时代的战略管理 [5]

论文作者:www.51lunwen.org论文属性:短文 essay登出时间:2015-12-16编辑:zhaotianyun点击率:7328

论文字数:2136论文编号:org201511262221518146语种:英语 English地区:美国价格:免费论文

关键词:市场营销strategic management战略管理

摘要:本文是商务管理作业,主要讲述了现代科技中的战略管理,文中详细阐述了市场营销行动的计划。

decisions were highly intuitive. Executives often sensed what they were going to do before they could explain why.[90] He claimed in 1986 that one of the reasons for this is the complexity of strategic decisions and the resultant information uncertainty.[91]

Shoshana Zuboff (1988) claims that information technology is widening the divide between senior managers (who typically make strategic decisions) and operational level managers (who typically make routine decisions). She claims that prior to the widespread use of computer systems, managers, even at the most senior level, engaged in both strategic decisions and routine administration, but as computers facilitated (She called it 'deskilled') routine processes, these activities were moved further down the hierarchy, leaving senior management free for strategic decions making.

In 1977, Abraham Zaleznik identified a difference between leaders and managers. He describes leadershipleaders as visionaries who inspire. They care about substance. Whereas managers are claimed to care about process, plans, and form.[92] He also claimed in 1989 that the rise of the manager was the main factor that caused the decline of American business in the 1970s and 80s.The main difference between leader and manager is that, leader has followers and manager has subordinates. In capitalistic society leaders make decisions and manager usually follow or execute.[93] Lack of leadership is most damaging at the level of strategic management where it can paralyze an entire organization.[94]

According to Corner, Kinichi, and Keats,[95] strategic decision making in organizations occurs at two levels: individual and aggregate. They have developed a model of parallel strategic decision making. The model identifies two parallel processes both of which involve getting attention, encoding information, storage and retrieval of information, strategic choice, strategic outcome, and feedback. The individual and organizational processes are not independent however. They interact at each stage of the process.

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