Buku teks ini membincangkan isu-isu global dan antarabangsa yang berkaitan dengan pengurusan perniagaan, termasuk kelebihan dan cabaran operasi antarabangsa, perbezaan budaya dalam pengurusan antara Amerika Syarikat dan negara-negara lain, dan ciri-ciri budaya perniagaan yang penting di beberapa negara termasuk Mexico, Jepun, Brazil, Jerman, Mesir, China dan India.
Buku teks ini membincangkan konsep-konsep pengurusan strategik termasuk proses penggubalan strategi, pelaksanaan, dan penilaian. Ia menjelaskan kepentingan mengintegrasikan analisis dan gerak hati dalam membuat keputusan strategik dan mendefinisikan terma-terma seperti visi, misi, peluang dan ancaman, kekuatan dan kelemahan. Bab ini juga membincangkan manfaat pengurusan strategik bagi firma dan panduan untuk pelaksanaann
This document is from a chapter on business ethics, social responsibility, and environmental sustainability. It discusses key topics related to ethics within organizations like developing codes of conduct and addressing unethical behavior. It also covers how companies can be socially responsible to various stakeholders and ensure environmental sustainability through practices like reducing waste and developing green technologies. The chapter notes how firms are increasingly expected to consider ethics, social impacts, and environmental protection in their strategies and operations.
This document provides copyright information for the 13th edition of the textbook "Strategic Management: Concepts & Cases" by Fred David. It notes that the PowerPoint slides were created by Bonnie Fox Garrity and that all rights are reserved, as reproduction or distribution of the document is prohibited without written permission from the publisher.
This chapter discusses strategy review, evaluation and control. It is important for organizations to regularly review and evaluate their strategies to ensure they are still effective and aligned with the changing internal and external environments. The chapter outlines the key aspects of strategy evaluation, including examining the underlying bases of the strategy, comparing expected vs actual results, and taking corrective actions. It also discusses various quantitative and qualitative criteria that can be used to measure organizational performance and evaluate strategy effectiveness, such as financial ratios and the balanced scorecard approach. Contingency planning and auditing are also covered as important parts of the strategy evaluation process.
Buku teks ini membincangkan konsep-konsep pengurusan strategik termasuk proses penggubalan strategi, pelaksanaan, dan penilaian. Ia menjelaskan kepentingan mengintegrasikan analisis dan gerak hati dalam membuat keputusan strategik dan mendefinisikan terma-terma seperti visi, misi, peluang dan ancaman, kekuatan dan kelemahan. Bab ini juga membincangkan manfaat pengurusan strategik bagi firma dan panduan untuk pelaksanaann
This document is from a chapter on business ethics, social responsibility, and environmental sustainability. It discusses key topics related to ethics within organizations like developing codes of conduct and addressing unethical behavior. It also covers how companies can be socially responsible to various stakeholders and ensure environmental sustainability through practices like reducing waste and developing green technologies. The chapter notes how firms are increasingly expected to consider ethics, social impacts, and environmental protection in their strategies and operations.
This document provides copyright information for the 13th edition of the textbook "Strategic Management: Concepts & Cases" by Fred David. It notes that the PowerPoint slides were created by Bonnie Fox Garrity and that all rights are reserved, as reproduction or distribution of the document is prohibited without written permission from the publisher.
This chapter discusses strategy review, evaluation and control. It is important for organizations to regularly review and evaluate their strategies to ensure they are still effective and aligned with the changing internal and external environments. The chapter outlines the key aspects of strategy evaluation, including examining the underlying bases of the strategy, comparing expected vs actual results, and taking corrective actions. It also discusses various quantitative and qualitative criteria that can be used to measure organizational performance and evaluate strategy effectiveness, such as financial ratios and the balanced scorecard approach. Contingency planning and auditing are also covered as important parts of the strategy evaluation process.
This document discusses the key issues in implementing business strategies. It explains that strategy implementation requires managing operational forces and focuses on efficiency, coordination among many people, and leadership skills. Some of the main issues covered are establishing objectives and policies, allocating resources, matching organizational structure to strategy, managing resistance to change, and developing human resources and production/operations processes that support the strategy. The overall purpose is to outline the operational and management considerations essential for successfully implementing business strategies.
The document discusses various aspects of conducting an internal assessment for a company. It covers analyzing a company's internal strengths and weaknesses in key areas like management, marketing, finance, production, research and development, and management information systems. It also discusses distinctive competencies, the internal audit process, the resource based view, integrating strategy and organizational culture, the functions of management, and conducting audits of different business functions.
The document summarizes key concepts from Chapter 3 of the textbook Strategic Management: Concepts & Cases. It discusses performing an external assessment of the industry environment through an external audit. This involves analyzing factors such as economic, social, technological and competitive forces. Tools like the External Factor Evaluation Matrix and Competitive Profile Matrix are presented to help evaluate opportunities and threats in the external environment. The five forces model of competition is also introduced to analyze industry rivalry, potential new entrants, substitute products, supplier power and buyer power.
The document discusses global and international issues that companies may face when operating internationally. It covers topics such as cultural differences between regions, challenges of operating in foreign countries, and considerations for global strategy. It also provides examples of differences in business cultures across countries like Mexico, Japan, and others. The document is from a textbook on strategic management and international business.
This document discusses strategic management concepts including long-term objectives, financial vs strategic objectives, the balanced scorecard, levels of strategies for large and small companies, vertical, intensive, diversification, and defensive strategies. It also covers Porter's five generic strategies, means for achieving strategies, and strategic management in non-profit and governmental organizations. Key points covered include setting objectives that are quantitative, measurable, realistic, understandable, challenging, hierarchical, and obtainable.
This document discusses issues related to implementing strategies in marketing, finance/accounting, research and development (R&D), and management information systems (MIS). It provides examples of decisions that must be made in each area, such as how to segment markets, position products, acquire capital, evaluate business worth, approach R&D, and utilize MIS functions. The key challenges of strategy implementation are also noted, such as the fact that less than 10% of formulated strategies are successfully implemented.
The document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from companies like Tyson Foods, General Motors, and PepsiCo. The document also provides examples of mission statements and explains that a mission statement answers what the business is and who it serves. Developing a clear vision and comprehensive mission statement can provide benefits like improved financial results and establishing a unified culture and purpose for a company.
This document provides an overview of strategic management and strategy formulation frameworks. It discusses various tools used in strategic analysis and choice, including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, Grand Strategy matrix, and QSPM. The frameworks involve input, matching, and decision stages. The matching stage aims to find the best alignment between internal resources and external opportunities/risks. Various matrices are used to evaluate strategies based on factors like competitive position, market growth, and financials. The document emphasizes generating alternatives, objective analysis, and selecting the best strategy to achieve organizational goals.
This document discusses strategic analysis techniques for case studies. It provides an overview of several financial analysis metrics and economic indicators that are useful for case study analysis, including liquidity ratios, profitability ratios, and Altman's Z-Value bankruptcy formula. It also discusses approaches for researching the case situation, analyzing financial statements, and accounting for inflation and constant dollars when evaluating case information.
The Competitive Profile Matrix (CPM) is a tool that compares a firm and its rivals to reveal their relative strengths and weaknesses. It identifies critical success factors in an industry and rates competitors on each factor. Weights are assigned to factors based on importance. A firm's score on each factor is the weight multiplied by the rating. The total scores reveal the relatively strongest competitor. The CPM helps firms assess where they are strong or weak compared to rivals and determine strategic priorities. An example CPM compares Android, iOS, and Windows Phone operating systems.
The document discusses various aspects of conducting an internal assessment or audit of a company. It covers evaluating the strengths and weaknesses in key functional areas like management, marketing, finance, production, research and development, and management information systems. The internal audit helps identify distinctive competencies and resources that can provide a competitive advantage. It also involves analyzing internal forces and capabilities to determine objectives, strategies and the company's mission.
Dokumen tersebut membahas tentang isu-isu global dan budaya bisnis di berbagai negara. Secara ringkas, dokumen menjelaskan bahwa (1) pertimbangan global berdampak pada keputusan strategis perusahaan, (2) terdapat perbedaan budaya bisnis antara Amerika Serikat dengan negara lain seperti waktu, komunikasi, dan nilai-nilai, (3) setiap negara memiliki budaya bisnis yang berbeda seperti kesetiaan kelompok di Jep
Bisnis global menghadapi berbagai hambatan seperti perbedaan ekonomi, hukum, dan politik antarnegara yang dapat mempengaruhi kegiatan perdagangan internasional. Untuk beroperasi di pasar global, perusahaan perlu memahami lingkungan sosial budaya serta merespons berbagai kebijakan seperti tarif, kuota, dan peraturan kandungan lokal.
Ringkasan dokumen tersebut adalah:
1. Dokumen tersebut membahas tentang tantangan manajemen strategis internasional dan komponen-komponen manajemen strategis internasional seperti kompetensi unik, lingkup operasi, penggunaan sumber daya, dan sinergi.
2. Juga membahas tentang menyusun strategi internasional meliputi pernyataan misi, analisis lingkungan dan SWOT, sasaran strategis, dan kerangka kerja pengukuran.
3. Terakh
Dokumen tersebut membahas tentang Rudolf Carter yang belajar menjadi manajer internasional dari Gonzales. Carter mempelajari pentingnya turun ke lapangan dan memperhatikan kesejahteraan pekerja, seperti yang dilakukan Gonzales, sehingga dihormati pekerjanya. Carter kemudian mampu menjadi manajer kompeten dengan cepat menganalisis masalah perusahaan dan bekerja sama dengan Gonzales.
This document discusses the key issues in implementing business strategies. It explains that strategy implementation requires managing operational forces and focuses on efficiency, coordination among many people, and leadership skills. Some of the main issues covered are establishing objectives and policies, allocating resources, matching organizational structure to strategy, managing resistance to change, and developing human resources and production/operations processes that support the strategy. The overall purpose is to outline the operational and management considerations essential for successfully implementing business strategies.
The document discusses various aspects of conducting an internal assessment for a company. It covers analyzing a company's internal strengths and weaknesses in key areas like management, marketing, finance, production, research and development, and management information systems. It also discusses distinctive competencies, the internal audit process, the resource based view, integrating strategy and organizational culture, the functions of management, and conducting audits of different business functions.
The document summarizes key concepts from Chapter 3 of the textbook Strategic Management: Concepts & Cases. It discusses performing an external assessment of the industry environment through an external audit. This involves analyzing factors such as economic, social, technological and competitive forces. Tools like the External Factor Evaluation Matrix and Competitive Profile Matrix are presented to help evaluate opportunities and threats in the external environment. The five forces model of competition is also introduced to analyze industry rivalry, potential new entrants, substitute products, supplier power and buyer power.
The document discusses global and international issues that companies may face when operating internationally. It covers topics such as cultural differences between regions, challenges of operating in foreign countries, and considerations for global strategy. It also provides examples of differences in business cultures across countries like Mexico, Japan, and others. The document is from a textbook on strategic management and international business.
This document discusses strategic management concepts including long-term objectives, financial vs strategic objectives, the balanced scorecard, levels of strategies for large and small companies, vertical, intensive, diversification, and defensive strategies. It also covers Porter's five generic strategies, means for achieving strategies, and strategic management in non-profit and governmental organizations. Key points covered include setting objectives that are quantitative, measurable, realistic, understandable, challenging, hierarchical, and obtainable.
This document discusses issues related to implementing strategies in marketing, finance/accounting, research and development (R&D), and management information systems (MIS). It provides examples of decisions that must be made in each area, such as how to segment markets, position products, acquire capital, evaluate business worth, approach R&D, and utilize MIS functions. The key challenges of strategy implementation are also noted, such as the fact that less than 10% of formulated strategies are successfully implemented.
The document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from companies like Tyson Foods, General Motors, and PepsiCo. The document also provides examples of mission statements and explains that a mission statement answers what the business is and who it serves. Developing a clear vision and comprehensive mission statement can provide benefits like improved financial results and establishing a unified culture and purpose for a company.
This document provides an overview of strategic management and strategy formulation frameworks. It discusses various tools used in strategic analysis and choice, including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, Grand Strategy matrix, and QSPM. The frameworks involve input, matching, and decision stages. The matching stage aims to find the best alignment between internal resources and external opportunities/risks. Various matrices are used to evaluate strategies based on factors like competitive position, market growth, and financials. The document emphasizes generating alternatives, objective analysis, and selecting the best strategy to achieve organizational goals.
This document discusses strategic analysis techniques for case studies. It provides an overview of several financial analysis metrics and economic indicators that are useful for case study analysis, including liquidity ratios, profitability ratios, and Altman's Z-Value bankruptcy formula. It also discusses approaches for researching the case situation, analyzing financial statements, and accounting for inflation and constant dollars when evaluating case information.
The Competitive Profile Matrix (CPM) is a tool that compares a firm and its rivals to reveal their relative strengths and weaknesses. It identifies critical success factors in an industry and rates competitors on each factor. Weights are assigned to factors based on importance. A firm's score on each factor is the weight multiplied by the rating. The total scores reveal the relatively strongest competitor. The CPM helps firms assess where they are strong or weak compared to rivals and determine strategic priorities. An example CPM compares Android, iOS, and Windows Phone operating systems.
The document discusses various aspects of conducting an internal assessment or audit of a company. It covers evaluating the strengths and weaknesses in key functional areas like management, marketing, finance, production, research and development, and management information systems. The internal audit helps identify distinctive competencies and resources that can provide a competitive advantage. It also involves analyzing internal forces and capabilities to determine objectives, strategies and the company's mission.
Dokumen tersebut membahas tentang isu-isu global dan budaya bisnis di berbagai negara. Secara ringkas, dokumen menjelaskan bahwa (1) pertimbangan global berdampak pada keputusan strategis perusahaan, (2) terdapat perbedaan budaya bisnis antara Amerika Serikat dengan negara lain seperti waktu, komunikasi, dan nilai-nilai, (3) setiap negara memiliki budaya bisnis yang berbeda seperti kesetiaan kelompok di Jep
Bisnis global menghadapi berbagai hambatan seperti perbedaan ekonomi, hukum, dan politik antarnegara yang dapat mempengaruhi kegiatan perdagangan internasional. Untuk beroperasi di pasar global, perusahaan perlu memahami lingkungan sosial budaya serta merespons berbagai kebijakan seperti tarif, kuota, dan peraturan kandungan lokal.
Ringkasan dokumen tersebut adalah:
1. Dokumen tersebut membahas tentang tantangan manajemen strategis internasional dan komponen-komponen manajemen strategis internasional seperti kompetensi unik, lingkup operasi, penggunaan sumber daya, dan sinergi.
2. Juga membahas tentang menyusun strategi internasional meliputi pernyataan misi, analisis lingkungan dan SWOT, sasaran strategis, dan kerangka kerja pengukuran.
3. Terakh
Dokumen tersebut membahas tentang Rudolf Carter yang belajar menjadi manajer internasional dari Gonzales. Carter mempelajari pentingnya turun ke lapangan dan memperhatikan kesejahteraan pekerja, seperti yang dilakukan Gonzales, sehingga dihormati pekerjanya. Carter kemudian mampu menjadi manajer kompeten dengan cepat menganalisis masalah perusahaan dan bekerja sama dengan Gonzales.
Faktor sosial-budaya seperti budaya, bahasa, agama, tingkat pendidikan, preferensi pelanggan, dan sikap masyarakat terhadap bisnis asing memiliki pengaruh besar terhadap kinerja perusahaan multinasional. Perusahaan harus memahami perbedaan budaya di negara-negara yang berbeda dan menyesuaikan produk serta strategi pemasarannya untuk memenuhi preferensi masyarakat lokal. Sikap masyarakat terhadap bisnis
1. Dokumen ini membahas perencanaan strategis dan tantangan bisnis global. Termasuk posisi perencanaan dalam manajemen strategis, kelebihan dan tantangan berbisnis secara global, serta variasi tingkat keanggotaan serikat buruh di Eropa.
Dokumen tersebut membahas tentang pemasaran internasional, meliputi definisi, tantangan, contoh, permasalahan, dan tujuannya. Secara ringkas, pemasaran internasional adalah aktivitas bisnis untuk mengarahkan barang dan jasa ke konsumen internasional dengan menghadapi berbagai tantangan seperti kompetisi, hukum, dan budaya yang berbeda-beda.
Komunikasi bisnis lintas budaya melibatkan komunikasi verbal dan nonverbal yang memperhatikan faktor budaya di berbagai daerah dan negara. Pemahaman budaya mitra bisnis penting untuk ekspansi bisnis ke wilayah lain. Perbedaan budaya tidak menghalangi komunikasi jika kita memahami dan menghargai budaya lain.
Bab enam membahaskan rangka kerja tiga peringkat untuk memilih antara strategi alternatif, termasuk matriks SWOT, SPACE, BCG, IE dan QSPM. Ia juga membincangkan faktor-faktor seperti etika dan budaya organisasi yang perlu dipertimbangkan dalam analisis strategi dan pemilihan."
Microsoft word leadership in living organizations sengezayanie Syazwanie
This document discusses leadership in living organizations and provides an alternative view of leadership compared to typical views. It argues that viewing organizations as machines limits perceptions of leadership, and that leadership should be understood in the context of organizations as living systems that are continually adapting. The document critiques common views of leaders as top managers who drive change, arguing this diverts attention from developing leadership more broadly and reinforces institutions that lurch from crisis to crisis. It suggests a shift is needed to understand that what we seek to change is alive, not a machine, and that foundations for understanding leadership in living systems already exist prior to the machine age metaphor.
11. Advantages of International
Operations
4. Pesaing dalam pasaran asing tidak wujud, atau
persaingan mungkin kurang kuat daripada dalam
pasaran domestik.
5. Operasi asing boleh mengakibatkan tarif
dikurangkan, cukai yang lebih rendah, dan rawatan
politik yang menggalakkan.
6. Usahasama membolehkan firma-firma untuk
mempelajari teknologi, budaya dan amalan
perniagaan orang lain dan membuat hubungan
dengan pelanggan yang berpotensi, pembekal,
pemiutang, dan pengedar di negara-negara asing.
11-11