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    Strategic Management: Leadership, Buffering, Structure, Culture

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    1. What is the relationship between strategy, structure, leadership and culture? How does each affect strategy formulation and strategy implementation?

    2. Differentiate between a leader and a manager - what role does each play in the strategic management process?

    3. How does one "manage around culture?" How can a firm's culture be changed? If so, how?

    4. Thompson (1967) talks about managers "buffering" their workers from the environment - how can they do that? Does this create a "fit" or a "misfit"? Ramifications?

    5. When should a leader actually "lead"? Why?

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    Strategic Management

    1. What is the relationship between strategy, structure, leadership and culture? How does each affect strategy formulation and strategy implementation?

    The relationship between strategy, structure, leadership and culture lies in that they are all intertwined within the firm's direction. Each of them exists in liaison with the other, each being a product of the others. As such, the strategy of a firm lays down how the firm intends to go about its business. In the course of this, structure is formulated to carry this out and leadership is required to spearhead the process. Ultimately, in carrying out the former, culture is born, which is the way in which a people do things.

    Each of them affects strategy formulation from the way they are driven or managed. In this sense, both the formulation and implementation of strategy cannot do without a cohesively uniting structure, leadership and culture. Each of the latter three are instrumental to the overall workings of strategy; any gap in which, strategy formulation and ...

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    This 670 word solution provides detailed answers to five strategic management questions.

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