ABSTRACT
This chapter looks at the issue of who formulates objectives and strategy, and who makes decisions. It analyzes how strategies are formulated, and focuses on the generation of strategic alternatives. The chapter looks at process issues associated with strategy formulation. It describes a variety of decision-making roles. It also deals with issues of strategic fit or congruence. The chapter focuses on target or expected level of achievement. It summarizes the process of allocating resources that follows the making of enterprise decisions. It also deals with issues of resource allocation. The chapter examines the process of strategy formulation and strategic decision-making being analyzed the allocation of finance, people, leadership, willpower, and resources to those activities by which the enterprise implements its strategies and attempts to achieve its objectives. The process of strategy formulation may be based on target or expected levels of achievement.
