This document discusses strategic management. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The stages of strategic management are strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation includes developing a vision and mission, identifying strengths/weaknesses and opportunities/threats, and choosing strategies. Strategy implementation requires setting objectives, devising policies, and allocating resources.
This document provides an overview of strategic management concepts discussed in Chapter 1. It defines strategic management as the formulation, implementation, and evaluation of cross-functional decisions to achieve organizational objectives. The strategic management process involves strategy formulation, implementation, and evaluation. Strategy formulation includes setting vision, identifying opportunities/threats, determining strengths/weaknesses, and choosing strategies. Implementation requires setting objectives, policies, and allocating resources. Benefits of strategic management include improved performance, communication, and decision-making. The document also discusses Sun Tzu's The Art of War and its relevance to strategic management.
This document discusses strategic management and strategic planning. Strategic management involves formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. A strategic plan is a company's game plan that results from difficult choices among alternatives and signals commitment to specific markets, policies, and operations. Businesses using strategic management concepts show improvements in sales, profitability, and productivity compared to those without systematic planning.
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALSShadina Shah
The document discusses strategic management, outlining its key stages and terms. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. Some key points covered include defining strategic management, discussing the need for strategic planning, explaining why some firms do not strategically plan, and comparing similarities between business and military strategy.
The document provides an overview of strategic management. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to enable an organization to achieve its goals. Strategic management focuses on integrating different functions, such as management, marketing, and finance, and involves strategic thinking, strategic planning, and implementing strategies. The document outlines the stages of strategic management, including developing vision and mission, performing external and internal assessments, establishing long-term objectives, generating and selecting strategies, and evaluating performance. It also discusses concepts like competitive advantage, vision, mission, strategies, and objectives.
Ch 1 2013QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
This chapter discusses strategic management and planning. It defines strategic management as making cross-functional decisions to achieve organizational objectives. The strategic management process involves formulation, implementation, and evaluation of strategies. Key terms are introduced, like vision, mission, strengths/weaknesses, opportunities/threats. The benefits of strategic management include improved performance, communication, and decision-making. Pitfalls can occur if not properly implemented.
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It includes three main stages: strategy formulation by analyzing external opportunities/threats and internal strengths/weaknesses; strategy implementation through setting objectives, policies, and allocating resources; and strategy evaluation by assessing performance and initiating corrective actions. Strategic management provides benefits such as improved strategic decisions, increased commitment through participation, and better financial and non-financial performance. However, some firms avoid it due to lack of knowledge, poor structures, or overconfidence.
What is Strategic Management? | Strategy Formulation | Implementation | Evalu...FaHaD .H. NooR
This document provides an overview of strategic management. It defines strategic management as formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three main stages: strategy formulation, implementation, and evaluation. Key terms in strategic management are also defined, such as vision/mission statements, SWOT analysis, objectives, strategies, and competitive advantage. Benefits of strategic management include improved performance and ability to shape the future. Some reasons why firms may not engage in strategic planning are also discussed.
This chapter discusses strategic management and strategic planning. It defines strategic management as formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The basic model of strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. Strategy formulation includes developing a vision/mission and identifying strengths/weaknesses and opportunities/threats. Implementation requires setting objectives, policies, and allocating resources. Evaluation assesses performance and makes corrections. Benefits include increased control and improved performance compared to non-planning firms.
This document provides an overview of strategic management concepts discussed in Chapter 1. It defines strategic management as the formulation, implementation, and evaluation of cross-functional decisions to achieve organizational objectives. The strategic management process involves strategy formulation, implementation, and evaluation. Strategy formulation includes setting vision, identifying opportunities/threats, determining strengths/weaknesses, and choosing strategies. Implementation requires setting objectives, policies, and allocating resources. Benefits of strategic management include improved performance, communication, and decision-making. The document also discusses Sun Tzu's The Art of War and its relevance to strategic management.
This document discusses strategic management and strategic planning. Strategic management involves formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. A strategic plan is a company's game plan that results from difficult choices among alternatives and signals commitment to specific markets, policies, and operations. Businesses using strategic management concepts show improvements in sales, profitability, and productivity compared to those without systematic planning.
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALSShadina Shah
The document discusses strategic management, outlining its key stages and terms. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. Some key points covered include defining strategic management, discussing the need for strategic planning, explaining why some firms do not strategically plan, and comparing similarities between business and military strategy.
The document provides an overview of strategic management. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to enable an organization to achieve its goals. Strategic management focuses on integrating different functions, such as management, marketing, and finance, and involves strategic thinking, strategic planning, and implementing strategies. The document outlines the stages of strategic management, including developing vision and mission, performing external and internal assessments, establishing long-term objectives, generating and selecting strategies, and evaluating performance. It also discusses concepts like competitive advantage, vision, mission, strategies, and objectives.
Ch 1 2013QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
This chapter discusses strategic management and planning. It defines strategic management as making cross-functional decisions to achieve organizational objectives. The strategic management process involves formulation, implementation, and evaluation of strategies. Key terms are introduced, like vision, mission, strengths/weaknesses, opportunities/threats. The benefits of strategic management include improved performance, communication, and decision-making. Pitfalls can occur if not properly implemented.
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It includes three main stages: strategy formulation by analyzing external opportunities/threats and internal strengths/weaknesses; strategy implementation through setting objectives, policies, and allocating resources; and strategy evaluation by assessing performance and initiating corrective actions. Strategic management provides benefits such as improved strategic decisions, increased commitment through participation, and better financial and non-financial performance. However, some firms avoid it due to lack of knowledge, poor structures, or overconfidence.
What is Strategic Management? | Strategy Formulation | Implementation | Evalu...FaHaD .H. NooR
This document provides an overview of strategic management. It defines strategic management as formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three main stages: strategy formulation, implementation, and evaluation. Key terms in strategic management are also defined, such as vision/mission statements, SWOT analysis, objectives, strategies, and competitive advantage. Benefits of strategic management include improved performance and ability to shape the future. Some reasons why firms may not engage in strategic planning are also discussed.
This chapter discusses strategic management and strategic planning. It defines strategic management as formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The basic model of strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. Strategy formulation includes developing a vision/mission and identifying strengths/weaknesses and opportunities/threats. Implementation requires setting objectives, policies, and allocating resources. Evaluation assesses performance and makes corrections. Benefits include increased control and improved performance compared to non-planning firms.
This document provides an overview of strategic management. It discusses the three main stages of strategic management: strategy formulation, implementation, and evaluation. Key aspects of strategy formulation include developing vision and mission statements, assessing external opportunities and threats as well as internal strengths and weaknesses, and determining long-term objectives and strategies. Strategy implementation involves setting annual objectives and policies. Effective strategic planning is an ongoing process that involves people at all levels and adapts to changes in the internal and external environment.
The document discusses strategic management, which involves formulating, implementing, and evaluating cross-functional decisions to help a company achieve its objectives. It describes the strategic management process as having three stages: strategy formulation, strategy implementation, and strategy evaluation. It also defines key terms in strategic management and discusses the benefits of good strategic management, such as improved financial and non-financial performance.
The document discusses the key concepts of strategic management. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. It also outlines several key terms used in strategic management, such as vision/mission statements, objectives, strategies, and internal/external analysis. Finally, it discusses the benefits of strategic management for companies and some common pitfalls that firms should avoid.
The document discusses the key concepts of strategic management. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. It also outlines several key terms used in strategic management, such as vision/mission statements, objectives, strategies, and internal/external analysis. Finally, it discusses the benefits of strategic management for companies and some common pitfalls that firms should avoid.
The document discusses the key concepts of strategic management. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. It also outlines several key terms used in strategic management, such as vision/mission statements, objectives, strategies, and internal/external analysis. Finally, it discusses the benefits of strategic management for companies and some common pitfalls that firms should avoid.
The document discusses strategic management, which involves formulating, implementing, and evaluating cross-functional decisions to help a company achieve its objectives. It describes the strategic management process as having three stages: strategy formulation, strategy implementation, and strategy evaluation. It also defines key terms in strategic management and discusses the benefits of good strategic management, such as improved financial and non-financial performance.
The document outlines the basic concepts of strategic management including:
- The strategic management process consists of environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
- Strategic management helps organizations match their strategy to their external environment which improves performance.
- Globalization, innovation, and sustainability impact how organizations approach strategic management.
- Strategic decisions are rare, consequential, and directive in guiding an organization's long term goals.
The document outlines the basic concepts of strategic management including:
- The strategic management process consists of environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
- Strategic management helps organizations match their strategy to their external environment which improves performance.
- Globalization, innovation, and sustainability impact how organizations approach strategic management.
- Strategic decisions are rare, consequential, and directive in guiding an organization's long term goals.
This document outlines the course contents for a Strategic Management course taught by Dr. Sabeeh Zaidi at the National University of Computers & Emerging Sciences in Lahore, Pakistan. The course covers key topics in strategic management including defining strategic management, the strategic management process and model, external and internal assessments, strategy formulation, implementation, and evaluation. It also discusses concepts like competitive advantage, vision and mission statements, and the benefits of taking a strategic approach to management.
The document provides an introduction to strategic management. It discusses the three big strategic questions of where the organization is now, where it wants to go, and how it will get there. It defines strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives. Strategic management involves developing a vision and mission, analyzing the internal and external environment, formulating strategies, implementing strategies, and evaluating performance. The key tasks are setting objectives, crafting a strategy, implementing the strategy, and monitoring results.
Five stages of strategic management process
identifying and analyzing internal and external strengths and weaknesses; formulating action plans; executing action plans; and. evaluating to what degree action plans have been successful and making changes when desired results are not being produced.
This document provides an overview of strategic business management. It defines strategic business management as the activities associated with running a company, such as planning, organizing, leading, controlling and monitoring. It then discusses the key components of strategic management including defining goals and strategy, analyzing internal strengths and weaknesses as well as external opportunities and threats, developing functional strategies, gaining a competitive advantage and implementing and evaluating performance. The document also outlines the typical strategic management process which involves understanding the business, developing a mission statement, conducting internal and external audits, translating the mission into strategic goals, formulating and implementing a strategy, and evaluating performance.
This document provides an overview of strategic management concepts. It defines strategic management as involving formulation, implementation, and evaluation of cross-functional decisions to achieve organizational objectives. The strategic management process consists of three main stages: strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation includes developing a vision, identifying external opportunities/threats and internal strengths/weaknesses, and choosing strategies. Strategy implementation requires establishing objectives, policies, and allocating resources. Strategy evaluation assesses strategy effectiveness and drives corrective actions. The document also outlines various business strategies like market penetration, product development, diversification, and defensive strategies.
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. It includes developing a mission, objectives, and strategies. The strategic management process consists of strategy formulation, implementation, evaluation, and monitoring environmental changes to enable adaptation. Effective strategic planning is an ongoing learning process that challenges assumptions, welcomes diverse perspectives, and strengthens ethical business practices.
Strategic management provides direction for whole organizations and involves managing change. It examines business, technology, consumer trends and the shift from agricultural to service economies. Strategic management ensures long-term growth and profits by developing competitive advantages globally. Only a small portion of the largest 20th century companies still exist today due to failing to maintain their competitive positions. Strategic management concerns decisions that impact long-term survival and profits amid uncertainty and competition.
The balanced scorecard was introduced in 1992 by Robert Kaplan and David Norton. It aims to provide organizations with a more 'balanced' view of performance than traditional financial measures alone. The balanced scorecard augments financial measures with non-financial metrics in key areas like customer satisfaction, internal processes, and learning and growth. It helps companies translate their mission and strategy into objectives and measures across these four perspectives and align initiatives, resource allocation, and individual goals to the strategic goals.
This document provides an overview of strategic management. It defines strategic management as the process of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. It also discusses key concepts in strategic management like vision and mission statements, external opportunities/threats, internal strengths/weaknesses, objectives, strategies, policies, and competitive advantage. The document outlines benefits of strategic management such as improved financial performance, identification of opportunities, and effective allocation of resources.
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
Introduction of Strategic Management.pptxKhubaibHikmat
This document provides an introduction to strategic management. It defines key terms like strategy, strategic management, and strategic planning. It outlines the stages of strategic management as strategy formulation, implementation, and evaluation. It also discusses strategic management models and the benefits of strategic management for organizations. Finally, it notes some reasons why firms may not implement strategic planning and potential pitfalls to avoid in the strategic planning process.
Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. In strategy formulation, companies determine their vision, mission, external opportunities and threats, internal strengths and weaknesses, long-term objectives, and alternative strategies. In strategy implementation, companies develop annual objectives, policies, and allocate resources to achieve the strategic plan. In strategy evaluation, companies conduct internal and external reviews to measure performance and make corrective actions. Effective strategic management provides benefits such as enhanced awareness of threats and improved understanding of competitors' strategies.
The document discusses international labor standards and principles that govern supply chain governance. It begins by outlining the objectives of understanding key instruments from international organizations related to social development and labor principles in supply chains. It then categorizes the different types of standards that exist, including those from intergovernmental organizations, multi-stakeholder initiatives, industry associations, and individual companies. The bulk of the document focuses on describing the principles and guidelines from intergovernmental organizations like the ILO, OECD, UN Global Compact, and UN Framework on Business and Human Rights. It also provides an overview of various multi-stakeholder initiative standards and the universal principles they reference.
The document discusses the meaning and concepts of industrial relations. It defines industrial relations as the relationships between employees and management within organizations, including relationships between workers, between workers and employers, and between employer organizations. It outlines three main actors in industrial relations - employees, employers, and the state - and describes their roles. The state establishes labor policies and laws, while employees unionize to negotiate terms and conditions, and employers negotiate with unions and share decision-making with workers. The document also covers approaches to industrial relations like unitary, pluralist, and Marxist, and factors that influence the relationships between employers and employees.
This document provides an overview of strategic management. It discusses the three main stages of strategic management: strategy formulation, implementation, and evaluation. Key aspects of strategy formulation include developing vision and mission statements, assessing external opportunities and threats as well as internal strengths and weaknesses, and determining long-term objectives and strategies. Strategy implementation involves setting annual objectives and policies. Effective strategic planning is an ongoing process that involves people at all levels and adapts to changes in the internal and external environment.
The document discusses strategic management, which involves formulating, implementing, and evaluating cross-functional decisions to help a company achieve its objectives. It describes the strategic management process as having three stages: strategy formulation, strategy implementation, and strategy evaluation. It also defines key terms in strategic management and discusses the benefits of good strategic management, such as improved financial and non-financial performance.
The document discusses the key concepts of strategic management. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. It also outlines several key terms used in strategic management, such as vision/mission statements, objectives, strategies, and internal/external analysis. Finally, it discusses the benefits of strategic management for companies and some common pitfalls that firms should avoid.
The document discusses the key concepts of strategic management. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. It also outlines several key terms used in strategic management, such as vision/mission statements, objectives, strategies, and internal/external analysis. Finally, it discusses the benefits of strategic management for companies and some common pitfalls that firms should avoid.
The document discusses the key concepts of strategic management. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. It also outlines several key terms used in strategic management, such as vision/mission statements, objectives, strategies, and internal/external analysis. Finally, it discusses the benefits of strategic management for companies and some common pitfalls that firms should avoid.
The document discusses strategic management, which involves formulating, implementing, and evaluating cross-functional decisions to help a company achieve its objectives. It describes the strategic management process as having three stages: strategy formulation, strategy implementation, and strategy evaluation. It also defines key terms in strategic management and discusses the benefits of good strategic management, such as improved financial and non-financial performance.
The document outlines the basic concepts of strategic management including:
- The strategic management process consists of environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
- Strategic management helps organizations match their strategy to their external environment which improves performance.
- Globalization, innovation, and sustainability impact how organizations approach strategic management.
- Strategic decisions are rare, consequential, and directive in guiding an organization's long term goals.
The document outlines the basic concepts of strategic management including:
- The strategic management process consists of environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
- Strategic management helps organizations match their strategy to their external environment which improves performance.
- Globalization, innovation, and sustainability impact how organizations approach strategic management.
- Strategic decisions are rare, consequential, and directive in guiding an organization's long term goals.
This document outlines the course contents for a Strategic Management course taught by Dr. Sabeeh Zaidi at the National University of Computers & Emerging Sciences in Lahore, Pakistan. The course covers key topics in strategic management including defining strategic management, the strategic management process and model, external and internal assessments, strategy formulation, implementation, and evaluation. It also discusses concepts like competitive advantage, vision and mission statements, and the benefits of taking a strategic approach to management.
The document provides an introduction to strategic management. It discusses the three big strategic questions of where the organization is now, where it wants to go, and how it will get there. It defines strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives. Strategic management involves developing a vision and mission, analyzing the internal and external environment, formulating strategies, implementing strategies, and evaluating performance. The key tasks are setting objectives, crafting a strategy, implementing the strategy, and monitoring results.
Five stages of strategic management process
identifying and analyzing internal and external strengths and weaknesses; formulating action plans; executing action plans; and. evaluating to what degree action plans have been successful and making changes when desired results are not being produced.
This document provides an overview of strategic business management. It defines strategic business management as the activities associated with running a company, such as planning, organizing, leading, controlling and monitoring. It then discusses the key components of strategic management including defining goals and strategy, analyzing internal strengths and weaknesses as well as external opportunities and threats, developing functional strategies, gaining a competitive advantage and implementing and evaluating performance. The document also outlines the typical strategic management process which involves understanding the business, developing a mission statement, conducting internal and external audits, translating the mission into strategic goals, formulating and implementing a strategy, and evaluating performance.
This document provides an overview of strategic management concepts. It defines strategic management as involving formulation, implementation, and evaluation of cross-functional decisions to achieve organizational objectives. The strategic management process consists of three main stages: strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation includes developing a vision, identifying external opportunities/threats and internal strengths/weaknesses, and choosing strategies. Strategy implementation requires establishing objectives, policies, and allocating resources. Strategy evaluation assesses strategy effectiveness and drives corrective actions. The document also outlines various business strategies like market penetration, product development, diversification, and defensive strategies.
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. It includes developing a mission, objectives, and strategies. The strategic management process consists of strategy formulation, implementation, evaluation, and monitoring environmental changes to enable adaptation. Effective strategic planning is an ongoing learning process that challenges assumptions, welcomes diverse perspectives, and strengthens ethical business practices.
Strategic management provides direction for whole organizations and involves managing change. It examines business, technology, consumer trends and the shift from agricultural to service economies. Strategic management ensures long-term growth and profits by developing competitive advantages globally. Only a small portion of the largest 20th century companies still exist today due to failing to maintain their competitive positions. Strategic management concerns decisions that impact long-term survival and profits amid uncertainty and competition.
The balanced scorecard was introduced in 1992 by Robert Kaplan and David Norton. It aims to provide organizations with a more 'balanced' view of performance than traditional financial measures alone. The balanced scorecard augments financial measures with non-financial metrics in key areas like customer satisfaction, internal processes, and learning and growth. It helps companies translate their mission and strategy into objectives and measures across these four perspectives and align initiatives, resource allocation, and individual goals to the strategic goals.
This document provides an overview of strategic management. It defines strategic management as the process of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. It also discusses key concepts in strategic management like vision and mission statements, external opportunities/threats, internal strengths/weaknesses, objectives, strategies, policies, and competitive advantage. The document outlines benefits of strategic management such as improved financial performance, identification of opportunities, and effective allocation of resources.
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
Introduction of Strategic Management.pptxKhubaibHikmat
This document provides an introduction to strategic management. It defines key terms like strategy, strategic management, and strategic planning. It outlines the stages of strategic management as strategy formulation, implementation, and evaluation. It also discusses strategic management models and the benefits of strategic management for organizations. Finally, it notes some reasons why firms may not implement strategic planning and potential pitfalls to avoid in the strategic planning process.
Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. In strategy formulation, companies determine their vision, mission, external opportunities and threats, internal strengths and weaknesses, long-term objectives, and alternative strategies. In strategy implementation, companies develop annual objectives, policies, and allocate resources to achieve the strategic plan. In strategy evaluation, companies conduct internal and external reviews to measure performance and make corrective actions. Effective strategic management provides benefits such as enhanced awareness of threats and improved understanding of competitors' strategies.
The document discusses international labor standards and principles that govern supply chain governance. It begins by outlining the objectives of understanding key instruments from international organizations related to social development and labor principles in supply chains. It then categorizes the different types of standards that exist, including those from intergovernmental organizations, multi-stakeholder initiatives, industry associations, and individual companies. The bulk of the document focuses on describing the principles and guidelines from intergovernmental organizations like the ILO, OECD, UN Global Compact, and UN Framework on Business and Human Rights. It also provides an overview of various multi-stakeholder initiative standards and the universal principles they reference.
The document discusses the meaning and concepts of industrial relations. It defines industrial relations as the relationships between employees and management within organizations, including relationships between workers, between workers and employers, and between employer organizations. It outlines three main actors in industrial relations - employees, employers, and the state - and describes their roles. The state establishes labor policies and laws, while employees unionize to negotiate terms and conditions, and employers negotiate with unions and share decision-making with workers. The document also covers approaches to industrial relations like unitary, pluralist, and Marxist, and factors that influence the relationships between employers and employees.
The document provides an overview of strategic management concepts including:
- The canoe theory is introduced to explain how organizations work towards a shared destination when all members contribute.
- Key models and concepts in strategic management are outlined such as Built to Last, Good to Great, differences between private and public organizations, and features of successful strategic management.
- The strategic management process is defined including scanning the external and internal environment, formulating strategy through developing a vision, mission, values, goals and objectives, implementing strategies, and measuring performance.
This chapter introduces the study of industrial relations and outlines three main perspectives: pluralist, unitarist, and radical. It defines industrial relations and discusses approaches like neo-institutionalism, human resource management, and the labor process theory. It also notes criticisms of each perspective and observes that the textbook adopts a pluralist/neo-institutionalist approach.
The document summarizes the Heckscher-Ohlin theory of international trade. The theory was developed by Eli Heckscher and Bertil Ohlin and proposes that countries will export goods that make intensive use of their abundant and cheap factors of production, and import goods that make intensive use of their scarce and expensive factors. It outlines the key assumptions of the theory, including two countries, two goods, two factors of production (labor and capital), and differences in relative factor abundance between the countries. The theory predicts that the capital-abundant country will specialize in and export capital-intensive goods, while the labor-abundant country will specialize in and export labor-intensive goods.
This document discusses classical trade theories, including supply side theories proposed by Adam Smith and David Ricardo and demand side theory by J.S. Mill. It focuses on Adam Smith's theory of absolute advantage, which argues that countries should specialize in producing goods for which they have a natural advantage and trade for other goods, maximizing total global output. It provides assumptions of the theory and uses an example to illustrate how two countries can both benefit from specializing in and trading the good they have absolute advantage in producing. However, it notes the theory fails to explain trade between advanced and backward countries.
This document discusses the history of currency diplomacy between China and the US regarding the Renminbi-Dollar exchange rate. It provides a timeline of key events from 1973 to 2010, including China's currency policies and US pressure to appreciate the Renminbi. The author argues that China should allow its currency to gradually appreciate, as this would be in China's own long-term economic interests, such as reducing overheating and managing its excessive foreign reserves. However, a mutually beneficial agreement between the US and China may also be possible, where both countries agree to policies that address trade imbalances.
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Strategic management is defined as the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives
Strategic management in this text is used synonymously with the term strategic planning.
Sometimes the term strategic management is used to refer to strategy formulation, implementation, and evaluation, with strategic planning referring only to strategy formulation.
A strategic plan results from tough managerial choices among numerous good alternatives, and it signals commitment to specific markets, policies, procedures, and operations in lieu of other, “less desirable” courses of action.
The strategic-management process consists of three stages: strategy formulation, strategy implementation,
and strategy evaluation.
Strategy formulation includes developing a vision and mission, identifying an organization’s external opportunities and threats, determining internal strengths and weaknesses, establishing long-term objectives, generating alternative strategies, and choosing particular strategies to pursue.
Deciding what new businesses to enter
What businesses to abandon
How to allocate resources
Whether to expand operations or diversify
Whether to enter international markets
Whether to merge or form a joint venture
How to avoid a hostile takeover.
Strategy implementation requires a firm to establish annual objectives, devise policies, motivate employees, and allocate resources so that formulated strategies can be executed and is often called the action stage.
Internal strengths and internal weaknesses are an organization’s controllable activities that are performed especially well or poorly
and are determined relative to competitors.
Objectives are specific results that an organization seeks to achieve in pursuing its basic mission.
Long-term means more than one year.
They should be challenging, measurable, consistent, reasonable, and clear.
Strategies are the means by which long-term objectives will be achieved.
They may include geographic expansion, diversification, acquisition, product development, market penetration, retrenchment, divestiture, liquidation, and joint ventures.
Annual objectives are short-term milestones that organizations must achieve to reach long-term objectives.
They should be measurable, quantitative, challenging, realistic, consistent, and prioritized.
They should be established at the corporate, divisional, and functional levels in a large organization.
Policies are the means by which annual objectives will be achieved.
They include guidelines, rules, and procedures established to support efforts to achieve stated objectives.
Policies are guides to decision making and address repetitive or recurring situations.
These are three important questions to answer in developing a strategic plan:
Where are we now?
Where do we want to go?
How are we going to get there?
The framework illustrated in Figure 1-1 is a widely accepted, comprehensive
model of the strategic-management process. This model does not guarantee success, but
it does represent a clear and practical approach for formulating, implementing, and evaluating strategies.
Relationships among major components of the strategic-management process are shown in the
model, which appears in all subsequent chapters with appropriate areas shaped to show the particular
focus of each chapter.
Historically, the principal benefit of strategic management has been to help organizations formulate better strategies through the use of a more systematic, logical, and rational approach to strategic choice.
Figure 1-2 illustrates the intrinsic benefit of a firm engaging in strategic planning. Note that all firms need all employees on a
mission to help the firm succeed.
Businesses using strategic-management concepts show significant improvement in sales, profitability, and productivity compared to firms without systematic planning activities.
High-performing firms seem to make more informed decisions with good anticipation of both short- and long-term consequences.
It allows for identification, prioritization, and exploitation of opportunities.
It provides an objective view of management problems.
It represents a framework for improved coordination and control of activities.
It minimizes the effects of adverse conditions and changes.
It allows major decisions to better support established objectives.
It allows more effective allocation of time and resources to identified opportunities.
It allows fewer resources and less time to be devoted to correcting erroneous or ad hoc decisions.
It creates a framework for internal communication among personnel.
• Lack of knowledge or experience in strategic planning—No training in strategic planning.
• Poor reward structures—When an organization assumes success, it often fails to reward
success. When failure occurs, then the firm may punish.
• Firefighting—An organization can be so deeply embroiled in resolving crises and firefighting
that it reserves no time for planning.
• Waste of time—Some firms see planning as a waste of time because no marketable product
is produced. Time spent on planning is an investment.
• Too expensive—Some organizations see planning as too expensive in time and money.
• Laziness—People may not want to put forth the effort needed to formulate a plan.
• Content with success—Particularly if a firm is successful, individuals may feel there is no
need to plan because things are fine as they stand. But success today does not guarantee
success tomorrow.
• Fear of failure—By not taking action, there is little risk of failure unless a problem is
urgent and pressing. Whenever something worthwhile is attempted, there is some risk of
failure.
• Overconfidence—As managers amass experience, they may rely less on formalized
planning. Rarely, however, is this appropriate. Being overconfident or overestimating
experience can bring demise. Forethought is rarely wasted and is often the mark of
professionalism.
• Prior bad experience—People may have had a previous bad experience with planning, that
is, cases in which plans have been long, cumbersome, impractical, or inflexible. Planning,
like anything else, can be done badly.
• Self-interest—When someone has achieved status, privilege, or self-esteem through effectively
using an old system, he or she often sees a new plan as a threat.
• Fear of the unknown—People may be uncertain of their abilities to learn new skills, of
their aptitude with new systems, or of their ability to take on new roles.
• Honest difference of opinion—People may sincerely believe the plan is wrong. They may
view the situation from a different viewpoint, or they may have aspirations for themselves
or the organization that are different from the plan. Different people in different jobs have
different perceptions of a situation.
• Suspicion—Employees may not trust management.
Table 1-3 summarizes important guidelines for the strategic-planning process to be effective.
A fundamental difference between military and business strategy is that business strategy is formulated, implemented, and evaluated with an assumption of competition, whereas military strategy is based on an assumption of conflict.
Both business and military organizations must adapt to change and constantly improve to be successful.
War is a matter of vital importance to the state: a matter of life or death, the road either to survival or ruin. Hence, it is imperative that it be studied thoroughly.
Know your enemy and know yourself, and in a hundred battles you will never be defeated.
Skillful leaders do not let a strategy inhibit creative counter-movement.