Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/217867 
Year of Publication: 
1984
Citation: 
[Journal:] South African Journal of Business Management [ISSN:] 2078-5976 [Volume:] 15 [Issue:] 3 [Publisher:] African Online Scientific Information Systems (AOSIS) [Place:] Cape Town [Year:] 1984 [Pages:] 162-168
Publisher: 
African Online Scientific Information Systems (AOSIS), Cape Town
Abstract: 
The research outlined had as primary objective the testing of managers' perceptions of those areas taught in the business policy programmes. A significant finding is the cognitive linking of strategy and structure without prior exposure to the literature or concepts. Among top managers this linking was related to resource orientation, a conclusion previously held by Bower (1970). The perceptual positioning of a political orientation suggests that the emphasis given to intra-organizational political strategies is of little relevance to managers who prefer organizations without a political atmosphere. Finally the 'fire-fighting' aspect which often makes the case-study method pedagogically exciting is questioned, because the aspect is closely related to the functional duties of executives rather than the strategic nature of the executive function. 'Fire-fighting' problems are per se short-term and are radically different to strategic problems which require a broader long-term view.
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Creative Commons License: 
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Document Type: 
Article

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