Strategic management has grown into a vital aspect in the dynamic healthcare setting of today since major change originates from numerous sources. Leaders in the health care setting have to take care of multifaceted and occasionally conflicting trends and matters. It is expected that there would be new threats and opportunities to institutions which are not recognized or wholly assessed yet. Besides, it appears definite that there would be more transformation in the healthcare sector in the succeeding one decade or so than there has existed in the last decade (Ginter, Duncan & Swayne, 2018). The current paper seeks to assess the differences and similarities of the emergent and analytical approaches to strategic management, as well as assess the advantages of combining the two models.
To begin with, the emergent model is subject to intuitive thinking, learning, and leadership (that is to say, lateral thinking). On the other hand, the analytical approach to strategic management is subject to the development of the rational sequence of processes or steps (that is to say, linear thinking) (Ginter, Duncan & Swayne, 2018). It is not a matter of which approach is superior or right, but under what situations and when they are beneficial to comprehend what administrators do or must do. The emergent and analytical approaches are both contradictory and complementary, that is, an analytical approach is reminiscent of a map while an emergent approach is reminiscent of a compass. The two models can be utilized to plan a path to a definite destination however in certain circumstances they might show dissimilar directions (Lega et al., 2013). In recognized worlds, maps are superior, while compasses are more useful when there remains less certainty and simply the universal sense of direction is shown.
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The two methods are useful in clarifying a company’s strategy (Naldemirci et al., 2017). Neither method is sufficient on its own, though. The two models are necessary. It is hard to introduce and sustain business action minus a rational plan. Within the health care sector, management should anticipate to absorb and create novel directions as they develop. There are three elements of strategic management, that is, strategic planning, strategic thinking, as well as management the strategic impetus. These actions are codependent and actions in one component influence and are influenced by the other elements. The model combines the emergent or learning view and the analytical or planning methods of strategic management. In general, managing the strategy is the externally-focused viewpoint of managing and leading a firm using episodic strategic planning and strategic thinking. Strategic thinking denotes a manner of mentality or thinking underlying a strategic management viewpoint. On the other hand, strategic planning denotes an episodic procedure of generating a plan or strategy through strategic thinking (Hughes et al., 2011). Strategic management entails the active execution of a strategic plan through strategic thinking. Strategic thinking takes place at the individual level, on the other hand, strategic planning is typically an episodic team undertaking, while strategic impetus managing is an uninterrupted company-wide procedure of actively following strategic objectives (Ginter, Duncan & Swayne, 2018; Garrido, Silveira and Silveira, 2018). Strategic management denotes a phrase generally utilized to define all three undertakings.
In a nutshell, healthcare managers will be forced to deal with transformation and position their institutions to exploit emergent opportunities and at the same time evading outside threats. Strategic management has grown into a key drive directing the running of every kind of modern-day institution. Businesses adopted strategic management as an approach to forestall and manage a range of outside influences beyond their power. The emergent and analytical approaches to strategic management have both differences and similarities. The two methods are useful in clarifying a company’s strategy. Neither method is sufficient on its own, though. The two models are necessary. Therefore, combining the two models is beneficial to an organization.
References
Garrido, G., Silveira, M. A., & Silveira, R. D. (2018). Human Capital and Competitiveness: Analytical Method to Strategic Management of the Man-Organization interaction. Revista de Negócios, 23(1), 55–69.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations . John Wiley & Sons.
Hughes, J., Reilly, S., Berzins, K., Abell, J., Stewart, K., & Challis, D. (2011). Emergent Approaches to Care Coordination in England: Exploring the Evidence From Two National Organizations. Care Management Journals, 12(4), 194–201.
Lega, F., Longo, F., & Rotolo, A. (2013). Decoupling the use and meaning of strategic plans in public healthcare. BMC Health Services Research, 13(1), 1–11.
Naldemirci, Ö., Wolf, A., Elam, M., Lydahl, D., Moore, L., & Britten, N. (2017). Deliberate and emergent strategies for implementing person-centred care: a qualitative interview study with researchers, professionals and patients. BMC Health Services Research, 17, 1–10.
