User:Camelia Plazas/sandbox

= The schools of thought on strategy formulation = You article needs a lead section.

The schools of thought on strategy formulation, were created by the academic Henry Mintzberg, (please note there are 2 other authors to the S. Safari book!!) in his book Strategy Safari; A Guided Tour through the Wilds of Strategic Management. Mintzberg proposes a Strategy Formulation process with ten school of thoughts. he believed that any type of business needs to be driven by a strategy.

Contents (you only have 2 sections in your article!)

 * 1Strategy Formulation Process
 * 2The levels of strategy
 * 2.1The prescriptive school
 * 2.2The descriptive school
 * 3References

Strategy Formulation Process[edit source]
Strategy formulation is part of a strategic management process (I believe this sentence is incomplete!). Strategic management focuses in creating future-oriented strategies that allow an organization to achieve its objectives, considering its capabilities, constraints, and the environment in which it operates (here you should add a source of references!). A strategy has to be S.M.A.R.T. (based in which theory ... make sure this information is accurate!) (Specific, Measurable, Attainable, Realistic and Time based) is a way to make sure the organization's vision is made concrete If an organization wants to succeed, it has to accomplish the following phases.

1. Definition of the organization,

2. Definition of the strategic mission,

3. Definition of the strategic objectives,

4. Definition of the competitive strategy,

5. Implementation of the strategies

6. Evaluation progress

The levels of strategy[edit source]
Mintzberg divided strategy into two groups which are prescriptive schools and the descriptive schools. The former contains the design, the planning and the positioning schools. The latter, the entreprenurial (entrepreneurial), cognitive, learning, power, cultural, environmental, and the configuration school. (add source of reference and ensure accuracy!)

The prescriptive school[edit source]
Is emphacized (grammar and spelling!!) on the appraisals of the external and internal situation the former uncovering threats and opportunities in the environment the latter revealing strengths and weaknesses of the organization. This means developing a SWOT analysis, where the results can be used to analyse strategic options which both exploit the internal opportunities Recomends (grammar and spelling!!) the analysis of the situation of the business, taking into account external and internal factors. Here the innovation and the colaborative (grammar and spelling!!) learning are encouraged. Is based on the Porter's five forces analysis. This approach sees strategy formation as an analytical process. Supporters of this school analyse the business context of the industry they are in and look for ways that their organisation can improve their competitive position within it. Is driven like both the programmatic and consultancy driven.
 * The design school
 * The planning school
 * The positioning school

The descriptive school[edit source]
Suggests that organizations that follow this path, have a visionary leader that adapts previous atrategies (grammar and spelling!!) of the company to the contemporary times. Here the environment is not a stable factor it can be influenced and manipulated This approach sees strategy formation as a mental process, using cognitive psychology to get into the strategist’s mind. According to Mintzberg, the Cognitive School’s approach is less than perfect. “This school is characterised (grammar and spelling!!) more by its potential than by its contribution…The central idea is valid – that the strategy formation process is also fundamentally one of cognition…but strategic management, in practice, if not in theory, has yet to gain sufficiently from cognitive psychology. Cognitive psychology has yet to address adequately the questions of prime interest to strategic management, especially how concepts form in the mind of the strategist.” Strategy is percived (grammar and spelling!!) as an emergent process  with the organisation coming to realise (grammar and spelling!!)over time what does and doesn’t work for them. What they learn is then fed back into their overall strategy. Is focused on self-interest, here the strategy formation is shaped by power and politics, whether as a process inside the organization or as the behavior of the organization itself in its external environment. The strategies are emergent and partial . Enterprises achieve their goals by persuation (grammar and spelling!!), lobbying and bargaining. this approach sees strategy formation as a collective process, involving co-operation between various groups and departments within an organisation. The resulting strategy can be seen as a reflection of the organisation’s corporate culture This believes that the strategies and the companies have a life cycle and it rotates continually. So it seems important to understand the demand and supply of the products that are being used under the policies of the organization or a company and there is a viable strategy to exist is needed. The individuals acquire the organizations beliefs by a process of socialization reinforce by the formal training session The transformation process viewed as the strategy for the company in order to undertake such revolutionary alteration. The strategy is one of the most important aspects of the enterprise. Most of the enterprises state it as stable like adopting a particular structure for a number of strategies. The stability time durations are like a life cycle in the organization or company
 * The entrepreneurial school
 * The cognitive school
 * The learning school
 * The power school
 * The cultural school
 * The environmental school
 * The configuration school

Bibliografía (grammar and spelling!!) Please add sources of references to all your sections / sub sections!
'INFORMATION IS DESCRIBED IN SPANISH... This is incorrect! Make sure your Academic References are cited with APA format'

Links related to google docs are not considered academic references!
 * Chakravarty, M. (01 de 09 de 2005). Rediff. Recuperado el 05 de 2017, de http://www.rediff.com/getahead/2005/sep/01strategy.htm


 * Community talk box. (2016). Recuperado el 05 de 2017, de http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/develop-action-plans/main


 * Iqbal, N. (s.f.). Academy. Recuperado el 05 de 2017, de http://www.academia.edu/4493694/Different_schools_of_thought_on_Strategy


 * Mintzberg, H. (1998). Strategy Safary. New York: The Free Press.
 * Prescriptive And Descriptive Schools Of Strategy Business Essay. (23 de 03 de 2015). Recuperado el 05 de 2017, de https://www.ukessays.com/essays/business/prescriptive-and-descriptive-schools-of-strategy-business-essay.php
 * Rex, M. (2010). California State Northridge. Recuperado el 05 de 2017, de www.csun.edu/~hfmgt001/formulation.doc
 * Saleh, D. (s.f.). Princes Nourah Bint Abdulrafman University. Recuperado el 05 de 2017, de http://www.pnu.edu.sa/ar/SP/Documents/lectures/2.pdf
 * Saylor Academy. (12 de 01 de 2016). Recuperado el 05 de 2017, de https://learn.saylor.org/course/view.php?id=88&sectionid=866
 * UKessays. (23 de 03 de 2015). Recuperado el 05 de 2017, de https://www.ukessays.com/essays/business/differences-and-similarities-between-prescriptive-and-descriptive-schools-of-strategy-business-essay.php
 * Volverda, H., & Elfring, T. (Edits.). (2001). Rethinking Strategy. London: SAGE Publications. Obtenido de https://books.google.com.ec/books ? id=OzNapApDNFEC&pg=PA3&lpg=PA3&dq=difference+between+prescriptive+and+descriptive+schools+of+strategy&source=bl&ots=P8yIZtB6aq&sig=qIEM_I3KpwRcQiTk-2p3A6k4sNs&hl=en&sa=X&redir_esc=y#v=onepage&q=difference%20between%20pres