Task 1

Emergent view and classical model of strategic management

A key component of organizational performance is strategic management, which includes the
creation and application of plans for achieving long-term goals. The emergent view and the
classical model are the two basic methods that have developed over time to direct strategic
management. The emergent approach prioritizes flexibility, adaptation, and learning from
experience while the classical model emphasizes meticulous planning and top-down control. Each
strategy is briefly described in this article.

Classical Model of Strategic Management

The foundation of the traditional approach to strategic management is the idea that a strategy
should be well thought out and planned out beforehand. This strategy places a strong emphasis on
logical decision-making procedures, in-depth analysis, and a distinct structure of power. The
classical model's essential components are as follows:

Strategic planning is the systematic and organized process of developing a strategy. Typically, it
involves outlining the organization's goals and mission, analyzing the internal and external
environment thoroughly, and developing plans of action to bring about the intended effects.

Top-Down Control

In the traditional paradigm, senior executives at the top of the organizational structure make
strategic decisions. Lower-level managers and staff are then in charge of carrying out the plans
after these decisions have been made and cascade down through the company.

Formal Organizational Structure and Well-Defined Processes

The classical model supports a formal organizational structure and clear processes to facilitate
effective strategy implementation. This comprises roles and tasks that are precisely defined,
consistent processes, and performance metrics to gauge advancement.

The traditional model places a strong emphasis on stability and long-term planning. By carefully
examining market trends, seeing opportunities, and making strategic decisions to maintain a
competitive position over time, it seeks to create sustainable competitive advantages.
Emergent View of Strategic Management

The emergent perspective on strategic management casts doubt on the idea of predefined planning
and places a strong emphasis on the necessity for adaptability and flexibility in a volatile and
changing business environment. This method acknowledges that strategy frequently develops as a
result of ongoing learning and testing. The emergent view's main components are as follows:

Environmental Adaptation

The emergent perspective recognizes the value of keeping an eye on environmental changes and
adapting as necessary. It highlights the necessity for businesses to be sensitive and nimble,
changing their plans as fresh possibilities or risks present themselves.

Bottom-Up Decision-Making

The emergent perspective promotes participation and input from all levels of the organization, in
contrast to the top-down strategy of the classical model. It acknowledges that people and groups
at all levels possess important knowledge and skills that may aid in the creation of successful
strategies.

Continuous Learning

The emergent perspective emphasizes the significance of ongoing experimentation and learning.
Organizations are urged to experiment with new concepts, learn from mistakes, and modify their
plans as necessary. This iterative procedure enables continuous innovation and development.

Organic Structure

According to the emergency approach, organizations should have a more adaptable and organic
structure to promote communication, exchange of knowledge, and quick decision-making. Cross-
functional teams, decentralized decision-making, and a supportive atmosphere can all be examples
of this.

Two different ways of directing organizational strategy are represented by the classical model and
emergent perspective of strategic management. The emergent approach prioritizes flexibility,
adaptability, bottom-up decision-making, and continual learning while the classical model stresses
meticulous preparation, top-down control, and long-term orientation. Organizations frequently
combine components from each perspective to best suit their unique context and strategic
objectives. Both methods have advantages and drawbacks.

Emergent View of strategy and classical view

By highlighting the dynamic and unpredictable character of the corporate environment, the
emergent perspective of strategy undermines the conventional paradigm of strategic management.
The emergent approach acknowledges the significance of flexibility, adaptability, and learning in
strategic decision-making, in contrast to the classical model, which places emphasis on intentional
and planned actions to attain preset goals.

The traditional approach to strategic management, which is frequently linked to Michael Porter's
writings, presupposes a logical and linear process in which organizational strategies are developed
at the top level and then cascaded down to lower levels. To build a sustained competitive
advantage, it places a focus on analysis, long-term planning, and a purposeful alignment of
resources and skills.

The emergent view, in contrast, recognizes how complicated, unpredictable, and ever-changing the
business environment is. It acknowledges that learning, adapting, and experimenting are frequently
the processes through which tactics are developed. The classical model's fundamental
predictability and stability are questioned by this viewpoint.

The emergent approach places a strong emphasis on the value of ongoing external environment
scanning and monitoring to spot new possibilities and risks. It promotes businesses to be adaptable
and nimble, changing their plans as soon as fresh information becomes available. This contrasts
with the traditional approach, which presupposes complete comprehension and advanced
prediction of the external world.
Additionally, the emergent perspective acknowledges the significance of internal dynamics and
learning in the development of strategy. It recognizes that when people and teams inside the
business make independent decisions and gain knowledge from their mistakes, strategy may
develop from the bottom up. This contradicts the traditional model's top-down approach, which
views strategy as the outcome of purposeful planning by top management.

The emergent perspective emphasizes the value of strategy creation through trial and exploration.
It encourages businesses to experiment with new concepts, learn from mistakes, and modify their
plans in response to market input. Contrary to the classical paradigm, which tends to support a
more risk-averse and analytical approach, this experimental attitude encourages experimentation.

The emergent approach also acknowledges the shortcomings of established strategic planning
procedures. It accepts that formal processes alone cannot fully prescribe and govern strategy.
Instead, it highlights the necessity for strategic leaders to forge a common sense of purpose and
direction, giving people and teams the freedom to make independent decisions that are in line with
the overarching strategic goal.

The traditional model of strategic management is put to the test by the emergent perspective of
strategy, which emphasizes the need for adaptation, flexibility, and responsiveness in a challenging
and unpredictable corporate environment. It acknowledges that strategy is not entirely driven by
purposeful planning, but rather evolves via a dynamic and iterative process of experimenting,
learning, and adaptation. Organizations may better handle the difficulties of today's constantly
changing business world by embracing uncertainty and change.

Task 2

Leadership and strategy

Fundamental components that propel the development and success of people, teams, and
organizations are leadership and strategy. While strategy refers to the purposeful plans and
activities made to reach those goals, effective leadership requires encouraging and directing others
to do the same. Leadership and strategy work well together to help people and organizations
overcome obstacles, take advantage of opportunities, and find long-term success.
Leadership is the capacity to persuade and inspire people to work toward a common goal or vision.
A leader gives direction, sets objectives, and motivates people to strive toward those objectives.
Leadership may be shown at every level of an organization or in any area of life; it is not just
reserved for those in positions of power or with titles. Integrity, empathy, resilience, and the
capacity for successful communication and teamwork are just a few of the traits that make a leader
effective. They set an exemplary example, gain others' respect and trust, and enable them to reach
their greatest potential.

Contrarily, strategy is the act of creating and carrying out plans to accomplish particular objectives.
It entails making decisions on resource allocation, how to stand out from the competition, and how
to benefit stakeholders. A clearly defined strategy acts as a road map for decision-making and
directs resources toward the most important goals. It necessitates a thorough comprehension of
both the internal and external environments, including market dynamics, the competitive
environment, consumer wants, and technological improvements.

Leadership and strategy go hand in hand and reinforce one another. A leader's capacity to create
and implement a strong plan is essential for success. A well-defined strategy is used by effective
leaders to create a clear sense of direction and purpose in addition to inspiring others. They ensure
that everyone is working toward the same vision by coordinating the actions of individuals and
teams towards shared objectives. While strategy without leadership may lack the essential passion
and execution to achieve desired results, leadership without strategy may result in dispersed efforts
and missed opportunities.

In a variety of contexts, including business, politics, sports, and personal growth, leadership and
strategy are crucial. To promote development and profitability in the workplace, leaders must
manage diverse teams, traverse complicated market conditions, and reach difficult judgments. A
well-defined strategy aids decision-making allows for flexibility in response to shifting market
conditions, and positions businesses for long-term success.

In order to succeed in any activity, leadership and strategy are essential. Effective leadership
motivates and directs people toward shared objectives, while strategy offers the road map for
accomplishing those objectives. Both strategy and leadership require a blend of abilities, vision,
and execution. Individuals and organizations may overcome obstacles, grasp opportunities, and
achieve sustained growth and success by combining great leadership with a well-defined plan.
Strategy development and leadership

The effectiveness of any organization's strategy formulation and execution process depends
heavily on leadership. Effective leaders offer the inspiration, direction, and vision needed to lead
teams into alignment and move the business closer to its strategic goals. This article examines the
importance of leadership in developing and implementing strategies, emphasizing important facets
such encouraging a strategic attitude, setting clear goals, forming a strong team, and instigating
change.

Fostering a Strategic mentality

By encouraging a strategic mentality across the whole business, leadership sets the tone for
strategy creation. Leaders contribute to the development of a culture that favors innovation, long-
term planning, and constant improvement. Leaders inspire staff members to challenge the status
quo, think critically, and explore new ideas by encouraging a strategic attitude. They foster an
atmosphere that supports strategic goals and fosters proactive problem-solving, allowing the
company to adjust to shifting market conditions and exploit opportunities.

Establishing a Clear Direction

Leadership is essential in determining and conveying the strategic direction of the business.
Employees at all levels are given clarity, direction, and purpose by a clearly stated plan. Effective
leaders ensure that everyone knows the organization's goals, objectives, and priorities by
compellingly articulating the strategic vision. Individuals who have clear direction are better able
to coordinate their efforts and make judgments that support the overall plan, which results in
coordinated and synergistic activities throughout the business.

Building a Cohesive Team

Building a cohesive team that can carry out the strategy requires strong leadership. Leaders seek
out and nurture those with the aptitude, knowledge, and outlook needed to advance strategic goals.
They promote a supportive, diverse workplace where team members are inspired, engaged, and
empowered. Effective communication, information sharing, and cross-functional cooperation are
all made possible by a cohesive team, all of which are essential for successful plan execution.
Driving Change

In order to bring about change and get over opposition to strategic goals, leadership is essential.
Organizational and cultural changes that are frequently required for strategy execution might
encounter resistance and hesitation. Effective leaders foresee these difficulties and deal with them
by motivating and persuading people to accept change. They actively include employees in the
process, resolve issues, and highlight the advantages of the plan. Leaders also inspire people to
follow their lead by setting a good example for others to follow. Leaders who manage change well
enable the successful implementation of the plan and guarantee its long-term viability.

Leadership offers continuous monitoring and adaption to make sure the plan stays applicable and
efficient. Effective leaders set up systems for monitoring progress, evaluating results, and getting
feedback. They provide an environment where teams and individuals are held accountable for their
actions and results. Leaders discover possible gaps via routine evaluation and review, make
necessary strategy adjustments, and take informed decisions to keep the company moving in the
direction of its goals. The strategy is continually monitored and adjusted to ensure that it is flexible
and responsive to both internal and external forces.

In conclusion, the creation and execution of a plan heavily rely on leadership. A strategic attitude
is promoted by effective leaders, and they also provide a clear direction, create cohesive teams,
and promote change. They give the company the vision, direction, and motivation needed to
overcome difficult obstacles and direct efforts toward its strategic goals. Leaders promote the
effective implementation and longevity of the plan by fostering an environment that encourages
innovation, sharing the strategic vision, and promoting change. Strong leadership is essential for
an organization's capacity to adapt, compete, and grow in a business environment that is
continually changing.