Essay Available:
Pages:
2 pages/≈550 words
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-1
Style:
MLA
Subject:
Management
Type:
Essay
Language:
English (U.S.)
Document:
MS Word
Date:
Total cost:
$ 9.72
Topic:
Dynamic Decision Making: A model of Senior Leaders Managing Paradoxes
Essay Instructions:
• Write 2 pages: 1-inch margins, 12-font, single-spaced
• Answer and include the following topics in your written assignment:
o Explain what the author is indicating with the word “paradox” in describing the establishment of an organization’s strategy.
o Describe the “model of dynamic decision making” that the author used in explaining the ways in which “strategic paradoxes” can be engaged.
o Write about the article’s presentation of “leadership practices”.
o What did you think of the final proposed “dynamic decision-making model”?
o What statements do you agree with? Explain you answer
o What statements do you disagree with? Explain your answer
o What did you learn about strategic management from this article?
Essay Sample Content Preview:
Student's Name
Professor's Name
Course
Date
Dynamic Decision-Making
Organizations and leaders are often presented with circumstances characterized with contradictions yet crucial for organizational change and competitiveness. Smith used the term strategic paradox to infer the managers' or leaders' ability to make sense of the tensions arising from within the organization due to the contrasting yet interrelated circumstances. The ability of a leader to ensure the co-existence of the contradicting scenarios rather than choosing either is a demonstration of excellence in engaging the strategic paradoxes (Smith 1592). Challenges might arise while trying to strike a balance with the contradictions, especially with resource allocation, and leaders might want to consider a more efficient decision-making model to effectively engage the strategic paradoxes.
The dynamic decision-making model championed by the author refers to a system of interrelated practices consisting of differentiating and integration to match the inconsistent paradoxes (Smith 1613). Differentiating practices serve the purpose of expressing the distinction between the contrasting scenarios, whereas integration accentuates the similarities and instances of interdependence in the paradox (Smith 1613). The interrelated concepts of differentiating and integration help the managers to impart an element of flexibility in the decision-making process. Without taking into consideration the interdependent practices or rather the dynamic decision-making model, leaders risk making hell-bent decisions marked with conflicts between exploration and exploitation (Smith 1614). The dynamic decision making, in essence, enhances flexibility by shifting decisions based on the differential characteristics and the interdependencies, allowing leaders to engage the paradoxes more effectively.
According to Smith, strategic leadership practices also follow the ...
Professor's Name
Course
Date
Dynamic Decision-Making
Organizations and leaders are often presented with circumstances characterized with contradictions yet crucial for organizational change and competitiveness. Smith used the term strategic paradox to infer the managers' or leaders' ability to make sense of the tensions arising from within the organization due to the contrasting yet interrelated circumstances. The ability of a leader to ensure the co-existence of the contradicting scenarios rather than choosing either is a demonstration of excellence in engaging the strategic paradoxes (Smith 1592). Challenges might arise while trying to strike a balance with the contradictions, especially with resource allocation, and leaders might want to consider a more efficient decision-making model to effectively engage the strategic paradoxes.
The dynamic decision-making model championed by the author refers to a system of interrelated practices consisting of differentiating and integration to match the inconsistent paradoxes (Smith 1613). Differentiating practices serve the purpose of expressing the distinction between the contrasting scenarios, whereas integration accentuates the similarities and instances of interdependence in the paradox (Smith 1613). The interrelated concepts of differentiating and integration help the managers to impart an element of flexibility in the decision-making process. Without taking into consideration the interdependent practices or rather the dynamic decision-making model, leaders risk making hell-bent decisions marked with conflicts between exploration and exploitation (Smith 1614). The dynamic decision making, in essence, enhances flexibility by shifting decisions based on the differential characteristics and the interdependencies, allowing leaders to engage the paradoxes more effectively.
According to Smith, strategic leadership practices also follow the ...
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