Strategy formation and the policy context

Article Abstract:

Maintaining rationality in strategy formation while following subjective and value-based corporate policies is a task fraught with difficulty. The first problem in the formation of a rational strategy is the ambiguity of policy objectives. Uncertainties abound because corporations may have no policy at all and if there is a policy at all, it may be contradictory, not communicated or open to different interpretations. A second problem with rational strategy formation occurs when policy objectives are not complied with, particularly if they undermine personal or group ambitions, objectives and values. A third difficulty emerges out of the fact that strategists cannot be completely rational because they are human and are therefore subjected to cognitive, cultural and sociopsychological stimuli. In addressing these problems, there should be clear policy objectives, active political management of the strategy process and objectivity.

Rationalism

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Some factors involved in determining strategic decision success

Article Abstract:

The success of CEOs in strategic decision-making can be determined using factors that gauge decision quality and decision implementation. The factors that determine the decision quality function of CEOs' decisions are agreeability with operating restraints, closeness to optimum time for decision, closeness to optimum amount of information and CEO's influence on the decision. The factors that determine the decision implementation function are avoidance of the conflict of interest, risk-reward factor and degree of understanding. These factors were derived from a study that sought to replicate and further expound on a 1960s' study conducted by Samuel Trull. Compared to Trull's study, the present findings gave greater definition to CEO decisions by focusing only on strategic decisions and by using a sampling of CEOs taken from a cross-section of firms in the industrial and services sector.

Chief executive officers

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Evaluating public sector programs

Article Abstract:

A method is presented to help decision-makers evaluate public sector programs. The method is intended for decision-makers who do not have the resources to undertake extensive program evaluations, but who still want to set the standards for evaluating the program and communicate with the specialists involved. The method, called the S-CAD approach, allows for subjective perceptions on the part of those involved in the program. Tests for revealing the internal logic of public sector programs are also discussed.

Public sector

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