CHAPTER 7

STRATEGIC MANAGEMENT MODELS

The Resurgence of Models

Management being fundamentally anchored on the idea of the need

to do planning, organizing, staffing, directing, controlling and evaluating
is somehow too broad a coverage as if of these aspects of management
function or tasks require the application of elements and theories
related to strategizing. Because planning a task is a matter of
anticipating or putting down a series or sets of activities to be done
sometime in the future based on certain sets of assumptions, the task is
considered difficult as predicting the future is not a perfect science. Built
into the inherent difficulty In planning and predicting the future or
market scenarios are the elements nature of force majeure which by its
nature is unpredictable, and if so as in certain cases, predictions or
presumed scenarios are considered not a solid and firm basis for
guarantying a successful plan.

Strategic Management Models

A number of authors have profounded a variety of models identifying a
series of tasks or activities that need to be done to put forward the idea of
strategic management. Among these models are those espoused by ,
• Whelen and Hunger (2004)
• Thompson and Strickland (1999)
• F.R. David (1998)
• Rayport and Jaworski (2004)
• Wright, Kroll and Parnell (1992)and etc.
The Wright, Kroll and Parnell Model