Strategic Management Culture and Planning



The aim of this research is to critically evaluate two schools of thoughts of Strategic Management, culture and planning. The role of culture and planning has been increased in the productivity, developments and then perfection of the national as well as the multinational organisation in this globalization world. In this respect, this study will initially consider the origin and the basic principles of each of the school of thought. This paper will also present a critique of each school of thought, in addition with the example of an organisation that has either successfully or unsuccessfully pursued this cultural and planning observation. It is observed that a manager of the organisation can effectively performed and be a successful in employing leadership management performance by critically and sincerely considering the leading principles originated from the cultural and planned context of the organisation.

1. Origin of each SoT (Cultural and Planning

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Culture is the outcome of widespread knowledge and backgrounds that really drives the culture in its essence-are the wise, distributed, taken-for-granted assumptions on which persons groundwork their every day behaviour. Culture is the outcome of mutual knowledge and backgrounds. It works out one-by-one demeanour, collective demeanour, and the procedures of seeing, concern patterns and values (Zammunto and Krakower, 2001, 83-114.). The source of the formation of culture is a highly pragmatic, junction discovering method over time where a certain set about was taken to overwhelm a difficulty, to deal with a kind of connection or to fit into the organisation's natural environment and the outcome was successful. Historically thriving advances get grooved and become cultural assumptions that misplace their source and can be misapplied. The bias should habitually be to outlook your culture as power, because it is a composite of the seen determinants to which past achievements are attributed. Culture builds up a specific society's behaviour. Business organizations, like communal schemes need a very fast and productive connection scheme method in alignment to effectively come to their targets. In the Citigroup organisation, the enterprise culture is personal to the demeanour of each one-by-one employee (Jenkins and Collier, 2007, 1-7). The enterprise tends to "overemphasize interior determinants and underemphasize external causes. Culture is the addition total of all the distributed, taken-for-granted, often subconscious assumptions that an assembly has wise all through its history. Its evolution can be traced all the way back to the organisation's initial "reason for being" or raison d'etre and the one-by-one culture of the founders.

On the other location the planning set about to management is as vintage as warfare, and it even has infantry origins. From the infantry origins as it was the foremost ground of the very vintage conflicts, strategic planning has habitually directed at the "big picture." The aim is on outcomes or conclusions, other than goods or outputs. Strategic planning is less worried with how to accomplish conclusions than with characterising what those conclusions should be. Through the late 1950's strategic planning's aim moved away from organisational principle and structure (Ager, 2008, 58-214.) in the direction of the management of risk, commerce development, and market share. In the up to designated day world the strategic planning has became a benchmark management equipment in nearly every large-scale and numerous lesser businesses as well.

2. The basic tenets of each SoT (Cultural and Planning)

Basic tenets of Cultural school of thoughts


Communication in the workplace is vital. It is the base for achievement in a cultural management organisation. Poor connection can be mortal to the achievement of a enterprise or organisation. "Good connection double-checks persons understand what is anticipated of them and double-checks coordination inside the organisation" (Bowling, 2007, 74-147)

Communication inside the Citigroup organisation is productive most of the time. Anytime a change in principle is broadcast, a CIB (Change in business) newsletter is dispatched out to the management employees to broadcast with their teams. The employees are granted accelerate observe and taught on how the data should be broadcast to the customers. Communication can be advanced on the supervisor to supervisor level. When tasks require to be accomplished, an allotment of times very little main heading is granted to entire the task (Schein, 109-119, 2000). It is the blame of the management employees to competently consign direction on how they would like a task or task accomplished and is eager to response inquiries if they arise.

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Each organisation should take into concern the benefits and handicaps, when concluding how to organise and accomplish a varied work force in a cultural organisation. Bringing a broad kind of concepts into the enterprise is a foremost advantage. The more varied persons, then the more varied concepts you have. Research suggests, varied assemblies are inclined to be more creative and present better on problem-solving jobs than homogeneous assemblies, but they furthermore emerge to have smaller grades of communal integration and higher revenue than homogeneous groups.

The Citigroup organisation accepts as factual that a varied work force best assists the concerns of the employees and the customers. They furthermore accept as factual employees from all backgrounds should accept as factual that possibilities for expert development and advancement are accessible in the work environment (Quinn and Spreitzer, 2001, 115-142.). Citigroup sustains affirmative activity programs. These programs engage supervising work force representation, paid work programs and policies.

Dress and Language

Dress attire and look should habitually contemplate the largest benchmark of professionalism. The look of the employees performances a significant part in how the public perceives the company. In the Citigroup organisation, an enterprise casual dress has been adopted. Business casual dress entails apparel befitting for the office. It furthermore entails "dressing professionally, looking calm yet tidy and dragged together" (Quinn and Spreitzer, 2001, 115-142.). The reason of an enterprise casual principle is to supply a snug work natural environment while still projecting an expert image. The employees are needed to dress in enterprise casual attire Monday thru Thursday. They are permitted to dress casual Friday, Saturday, and Sunday.

Language is absolutely crucial to encouraging professionalism in an organisation. Language and culture are intimately intertwined as dialect is the vehicle through concepts and insights expressed. Some facets of a community's culture are conveyed in the dialect they use. The Citigroup organisation focuses on sustaining an expert work natural environment and double-checking that their employees are sustaining a befitting likeness when talking to our 'internal and external' customers(Zammunto and Krakower, 2001, 83-114.).

Basic tenets of planning school of thought

There are numerous distinct types of organisational planning tenets. The four rudimentary grades of goals are the objective, strategic, tactical, (Mintzberg, Ahlstrand, 1998, 85-258) and the organisational goals. Contingency planning is another absolutely crucial kind of planning.

The first tenet is the strategic plan it evolves strategic goals. This universal plan summarise the established goals that contemplate effectiveness (appropriate outputs) and effectiveness (high ratios yields to inputs) (Schein, 109-119, 2000). Effective scheme is a convention of activities and asset shares conceived to accomplish organisational goals. Strategic designs have powerful external orientation these bosses are to blame for development. There are five rudimentary inquiries that should be responded in alignment to for productive scheme to occur:

1. Where will we be active?

2. How will we get there (ex. Increasing sales)?

3. How will we win the marketplace (keep charges low/offer the best services)?

4. How very fast will we proceed and in what sequence will we make changes

5. How will we get economic comes back (low costs/premium prices)?

These designs are conceived by the presidents; CEO's and board of controllers, who are at peak management of companies.

The second tenet is the tactical plan which is calculated to accomplish tactical goals to put into procedure components of the strategic plan. Tactical designs are a set of activities for converting very broad strategic goals into exact goals. Tactical designs aim mainly on foremost activities than on in writing designs to fulfill strategic plans; in other phrases focusing on persons and action. Effective tactical planning engages both development and execution. The key players are middle-level managers comprising of the vice leader of operations (Bowling, 2007, 74-147).

The third tenet is the operational plan which has a focal issue of bearing out the tactical designs to complete the operational goals. The managers having these names are supervisors or sales managers. The functions of the front-line/lower-level managers are crucial to the planning method for some reasons. First, these managers are a precious source of interior data for other managers as designs are formulated and applied by being exactly engaged with non-management. Second, managers at the middle and frontline grades of numerous organizations generally execute the designs urbanized by the top-level managers.

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The last tenet is the contingency plan which is furthermore renowned as the crises management. These designs are of alternate techniques of activity to be taken if an proposed plan is suddenly disturbed or rendered inappropriate. Contingency planning is evolving progressively significant for most organizations (Xenikou and Furnham, 2006, 349-371.). This Contingency planning is a helpful technique for assisting managers contend with doubt and change.

3. Strategic tools SoT (Cultural and Planning)

Cultural tools

Cultural tools and technique are the main building blocks are deep-rooted and durable of an organisation. They stimulate behaviour and touching responses. They underpin the very way people approach their work, make choices and decisions, and deal with each other (Quinn and Spreitzer, 2001, 115-142.).

To setting an organisational culture, the managers and the management should learn the following tools to:

  • Learn more about each other as persons and enable closer and more successful working partnerships;
  • Understand and respect diversity (Ager, 2008, 58-214) and individual differences;
  • Hire new staff who 'fit' into the organisation;
  • Create and function better in teams; and
  • Align their actions towards organisational goals with motivation and commitment (Ager, 2008, 58-214.)

Several studies indicate that the primary reason for an organisation's lack of success is a neglect of their organisational culture.

Planning tools

There is a wide range of strategic planning tools available -- in essence mental approaches and procedures to apply to develop effective strategic plans. This section pointed some of these in the following of this strategic planning information base. The most of the strategic planning tools can be overlie, (Mintzberg, Ahlstrand, 1998, 85-258)so if when setting up a strategic planning process is going on, no need to practice all of them, even most of them. Simply those strategic planning tools will be using that seem to make sense for the organisation and the tools that an organsiation feel to really good for them. The toos of planning process are as the following:

  • SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)
  • PEST Analysis (Political, Economic, Social, and Technological analysis)
  • Scenario Planning
  • Competitive Analysis
  • Goals Grid
  • Supply Chain Analysis (or Supply Chain Strategic Planning)
  • Focus Groups as Part of Strategic Planning
  • STP (Situation - Target - Path Method or Model for Strategic Planning)

4. Critique of each SoT(Cultural and Planning)

Critique of Cultural

Culture as an origin metaphor moves to the delineation of organisation and what it entails to be organized. The methodology is founded on widespread activities of employees and researchers. Insiders (employees) are compelled to articulate their rudimentary assumptions, and investigators understand verbal and non-verbal cues founded on the values/norms of the insiders. The method of investigation has to be interactive and iterative. Having a powerful culture permits an organisation to function with their view on the future that should be sustained by well evolved and well broadcast convictions and values (Ager, 2008, 58-214.). In every organisational culture there are effortlessly recognizable facets for example diversity, connection practices, observable organisational principles, confrontation management, ethical measures, behaviors, schemes, objectives, directions, principles, and repsonse are some of the facets that might have influence

Critique of Planning

Strategic planning is a dynamic planning tool. Its practitioners frequently consider and reassess ecological components and use evaluative data about the former year's undertakings to modify the plan's strategic goals and objectives. If utilised appropriately, it is an action-oriented, futuristic, and innovative management tool (Mintzberg, Ahlstrand, 1998, 85-258). One should be aware; although, that strategic planning will have an result on diverse constituents of management functioning systems--such as making allowance for, organisational structure, staffing configurations, and staff evaluation.

5. Example of organisations SoT(Cultural and Planning)

Culture example

Organisational culture is a key in the achievement or malfunction of organizations, as is apparent in up to designated day society. Although organizations disagree in power of culture and those with powerful, affirmative cultures are inclined to be the most effective and creative, powerful cultures can furthermore become contradictory and powerfully leverage an organisation in a contradictory way. Such is the case with the Enron Corporation, a one time huge power business that endured arguably the most horrific economic disintegrate in American history (Xenikou and Furnham, 2006, 349-371.). The Enron malfunction started with the development of a flawed business (organisational) culture, and was fulfilled by the unchanging reinforcement of that culture. From the peak down, Enron's business culture damned the company's achievements and double-checked it for eventual collapse

The Enron case is a clear demonstration of how organisational culture can contrary sway a company. The vigilance that is paid to very careful development of organisational culture can be the keeping grace of a labouring business or the source of corruption in a hungry one. Enron failed to conceive a thriving business culture from the start there was not anything in its set of convictions and standards that accounted for clientele service, enterprise ethics, or integrity. It was in detail Enron's malfunction to evolve the right business culture that directed to its collapse.

Planning Example

The demonstration is, not long before gas consuming vehicles was a family's illusion car. Due to the financial downfall, the increase in petrol charges, and the ecological catastrophic consequences to the earth's air fuel effective automobiles are actually the new tendency over the nation. CEO's and Board of Director's have evolved strategic designs in the development of a more economical and effective vehicle (Ager, 2008, 58-214.).