1) The characteristic of this model is that the top leaders command the planners of human capital functional departments to formulate strategies, and then force the lower managers to implement them.
2) This model is suitable for enterprise groups whose strategists and executors have relatively consistent goals, and the strategy will not pose a threat to the enterprise operation system. The Group adopts a highly centralized management mode and the environment is relatively stable.
3) Its disadvantage is that the strategist is separated from the executor, which often leads to the lack of enthusiasm of the executor.
(2) transformation.
1) The characteristic of this model is that top managers focus on the implementation of the strategy.
2) The disadvantage of this model is that it overemphasizes the organizational structure and may lose strategic flexibility, so this model is suitable for enterprise groups with greater environmental certainty.
(3) cooperative type.
1) This model emphasizes giving full play to collective wisdom and using various means to make the top managers of the group participate in all stages of strategy formulation, implementation and control.
2) The disadvantage of this model is that the final strategic plan is a compromise product of different opinions because senior managers hold different opinions and viewpoints, which may reduce its economic rationality. This model is more suitable for a responsible and unstable environment.
(4) Cultural type.
1) This model emphasizes that all employees of the enterprise group participate in the formulation and implementation of the strategy together, so that all employees at all levels of the group and all member enterprises can reach a consensus and form a corporate culture with consistent vision and values, so that the strategy of the group can be implemented quickly with little risk and the group can develop rapidly.
2) Its disadvantage is that it requires high quality of employees, and the formulation and implementation of the strategy consumes a lot of manpower, material resources and financial resources. Unique and distinctive corporate culture and values may cover up some problems and deficiencies, making enterprises pay a certain price for it.
(5) growth.
1) The formulation and implementation of this strategy is a bottom-up process. The key is how senior managers motivate low-level managers to creatively formulate and implement strategies.
2) This model has high requirements for the general manager, because in the process of formulating and implementing the strategy, the general manager needs to correctly evaluate the suggestions of lower-level managers and make reasonable choices.