The Four Strategy Perspectives of Pulte Homes

1 . Introduction

a . Overview

Strategy , very much among the most significant influencer of the actions of contemporary business organizations , has remained the subject of intense business and social research for the past few decades . While many businesses , especially in the small and medium sectors , have done comfortably well without putting great emphasis on their strategy (preferring to progress on simple business sense , and on taking opportunities that they could spot , others have consciously adopted predefined and specific strategies to run their firms . Management theorists like Peter Drucker , Igor Ansoff , and Michael

Porter have contributed to study strategy through the conduct of intense and perceptive research , formulation of widely accepted and applied theories , and by popularizing its use not only in business schools , but also in actual business life

Strategy , concisely put , deals with the business policies adopted by firms for achieving the objectives of companies , as elaborated in mission statements , or in other documents that detail objectives ethics , and value systems of organizations . Strategies are difficult to formulate without organizational objectives , which need to articulate define , and describe the purpose of the company , in clear and unambiguous terms . Objectives need to be specific , and relate to clearly defined periods , for effective formulation and adoption of strategies They should , furthermore (a ) focus on results (b ) be consistent (c be specific (d ) be measurable , and (e ) be attainable . Improperly articulated and extravagantly worded objectives , ostensibly cosmetic in nature , often pose difficulties in strategy formulation , and lead to operating confusion

Strategic decisions are associated with the direction of the company and affect its primary objectives . Organisational strategy depends upon factors like environmental forces , availability of resources , and the values and expectations of the stakeholders . In many respects , it indicates the beliefs of those who have most influence on organizations .Strategies integrate an organization 's goals , guiding principles decision and sequences of action into a cohesive whole . They can be relevant at all levels and relate to different areas of management , for example , the production , financial , marketing , personnel and corporate functions . Strategy relates to effectiveness rather than efficiency and works on (a ) the process of analyzing the environment and (b ) designing the fit between the organization , its resources and objectives , and the environment . It often needs to deal with political , environmental and economic issues that can directly influence the operations of firms This issue is fundamental to strategic decisions and concerns the perception of how those in power perceive its boundaries (Procter 2000

Strategic decisions are complex in nature , involve allocation of resources and influence a number of other decisions , most of which are operational in nature . Strategies need to consider existing organizational resources and their adequacy or suitability in implementing specific decisions . Strategic decisions thus consider the resources available and their use for creation and availing of opportunities , as well as to counter threats and strategic decisions They are also often complex because they involve high degrees of uncertainty , demand an integrated approach to management (crossing departmental and functional boundaries , and are likely...