Mintzberg's Crafting Approach to Organizational Strategy
Mintzberg uses the potter's metaphor in the article Crafting a strategy to advance the idea that crafting tactics is the most effective means of addressing organizational strategic problems. Managers, in his opinion, are analogous to artisans that need expertise, capabilities, and present perception of the demand environment in order to produce actual goods and potential predictions. Administrators typically involve the development of specific attributes through studies and day-to-day hands-on experience. Mintzberg (1987, p.67) proposes that systematic strategic analysis only leads to deficiencies in corporate processes. In the case of large organizations, the assumed efforts to build strategy is not realistic due to complexity in management and several sources of new ideas that render formal planning obsolete. The primary purpose of the article comes into sharp differences with strategic planning proponents who view formally outlays as a critical success factor in an organization. Kim and Mauborgne (2015, p.1) contend that it is the role of strategists to create what they call a blue ocean that lifts them out of competition systematically. Their principal purpose indicates that strategic approaches are deliberate efforts that are predetermined. Similar thoughts are also apparent in the works of Polster (2010, p.S246) whereby, strategic planning is a cornerstone to public sector improvements in the mid-term future that is 2020. In as much as the Mintzberg seeks to justify unpopular understanding of the organizational strategy, his primary purpose develops the crafting approach as a new approach to managers has a sound bearing.
Methodology and Research Limitations
Notably, there are significant concerns in the methodology that results in Mintzberg conclusions. The arguments are based on two approaches which are relatively personal encounters. First is the experience of his wife as a porter who he claims to have implemented comparable strategies in her work over the years since 1967. The observation based on the craftwork which draws most changes from new strategies. In this case, the errors and limitations become the sources of creativity and opportunity respectively. Secondly, the conclusions are built on the grounds of research conducted in McGill University involving 11 organizations over an unspecified period (Mintzber 1987, p.75). In both cases, Mintzberg had a personal attachment which could have compromised his impartiality in deriving conclusions. As a result, most of the arguments are drawn from general knowledge without significant support from a comprehensive data. Moreover, there is lack of a theoretical framework to guide the author in developing concepts. The stated drawbacks in the study methodology point to the likely biases and lack of credibility of the assumptions.
Validity and Reliability of the Findings
On the contrary, the limited evidence used in concluding clearly represents realities that faced organizations in the past and consistently affect management in the current setting. Whittington (2002, p.10) agree to the existence of both emergent and deliberate strategies are the primary source of intended outcomes. Moreover, Kim and Mauborgne (2015, p.30) contend that emotional and intellectual attributes are the key drivers of successful strategies. Other research works involving the use of extensive data also reveal similar outcomes that are the balance between emergent influences and deliberate efforts in the strategic planning processes (Wolf& Floyd 2013, p.2, Papke-Shield & Boyer-Wright 2016, p.171). It implies that the limited scope of research that Mintzberg employed had relatively small implication on the validity of the outcomes. The convergence of various research conclusions toward Mintzberg findings is an indication of in-depth analysis and reliability in the use of observation and surveys.
Insights from Mintzberg's Conclusions
Assessment of the conclusions reveals critical insight that demonstrates variations and similarities to the existing theoretical frameworks and contemporary trends. Mintzel advanced the need for craft strategy among managers in organizations and suggested four main steps that are continuity detection, business knowledge, managing patterns as well as reconciling change and continuity. The article captures agreeable concerns in its conclusion including the fact that businesses may experience discontinuities which seldom occur. Langley et al., (2013, p.3) view the concept of change in organizations as resulting in entirely different entities. On the contrary, the idea that environment lacks regularity and orderliness is contrary to the existing evidence. Moreover, change has distinct order that is categorized as incremental or drastic. The stated lack of procedure also conflicts with Mintzberg's concept of change stability and need for constant improvement in the organization. Secondly, the role of business knowledge among managers is an indisputable asset in leveraging competitiveness. Kim and Mauborgne (2015, p.34) voiced the need to identify alternatives as an effective blue ocean strategy that is needful in beating competitors.
The third concept proposed by Mintzberg that is managing patterns is an essential aspect of the incremental change. Notably, managers are not the custodian of knowledge. They need to create a favorable environment in which strategies can grow especially from the ideas of the junior staff and customer feedback (Sonenshein 2010, p.479). Buitelaar, Galle, and Sorel (2010, p.25) also contend that change results from institutional discourses. The suggestions of managing patterns are the basis of emergent changes that results into the development process of organizations. Whittington (2002, p.11) pointed out that managers have a prime role in controlling and formulating strategies that result in success. The final aspect is the organizational need for striking a balance between continuity and change. Notably, Smith et al., (2017, p.9) advance similar arguments that the past experiences are equally important in building the prospects of the future. Therefore, Mintzberg concept of organizational strategy provides an essential insight that managers can apply to identify and implement practical approaches.
Bibliography
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