The process of strategic choice involves focusing on strategic alternatives through gap analysis, analyzing alternatives based on objective and subjective factors, evaluating alternatives against selection criteria, and making a final choice. Subjective factors considered in strategic choice include perceptions of critical success factors, commitment to past actions, decision styles and risk attitudes, and internal politics. Organizations develop contingency strategies in advance to deal with uncertainties and create strategic plans to implement chosen strategies.
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
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Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
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In this file, you can ref interview materials for promotion such as, promotion situational interview, promotion behavioral interview, promotion phone interview, promotion interview thank you letter, promotion interview tips …
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مدل های مرجع برای تحلیل استراتژیک بسیارند و البته هر یک برای تحلیل نوع خاصی از سازمان ها با توجه به شرایط محیطی و بازارشان مناسب است در این مقاله سعی
گردیده تمایز میان این مدل ها تشریح شود
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هدف از تهیه این فایل، آشنایی با ششرکت زیمنس، خط مشی، چشم انداز و ماموریت سازمانی این شرکت موفق آلمانی است. همچنین استراتژی و برنامه های رسیدن به اهداف کلان سازمانی زیمنس شرح داده شده است.
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
An organization needs to make a strategic plan so that it can achieve its objectives and goals. These strategic plan are needed to be control when there is a sudden or unexpected change in external environment. Strategic control is one such tool used by businesses to make sure that their plan is being as planned.
This step involves bringing together analysis carried out on the basis of subjective and objective factors. Successive iterative steps of analyzing different alternatives lie at the heart of such evaluation.
To select the best strategy among the Selected strategy the process adopted is known as strategic choices and there are some factors to be kept in mind before selecting the strategy they are known as subjective factors.
Week 1 Mandatory ResourcesEnvironmental factors to achieve stra.docxcelenarouzie
Week 1 Mandatory Resources/Environmental factors to achieve strategic objectives in companies.pdf
Bulletin of the Transilvania University of Braşov • Vol. 3 (52) - 2010
Series V: Economic Sciences
ENVIRONMENT FACTORS TO ACHIEVE
STRATEGIC OBJECTIVES IN COMPANIES
Lucian GUGA
1
Abstract: Strategic management begins with an evaluation of the
organization’s mission, goals, and strategy. This is followed by situation analysis
(sometimes called SWOT analysis) which examines opportunities and threats in
the external environment as well as strengths and weaknesses within the
organization. Situation analysis leads to the formulation of explicit strategic
plans, which then must be implemented.
This planning usually takes place in for-profit business organizations and
pertains to competitive actions on the market. Although some companies hire
strategic planning experts, the responsibility for strategic planning rests with line
managers. Seniors executives of companies want middle and lower-level line
managers to think strategically. Strategic thinking means to take the long-term
view and to see the big picture, including the organization and the competitive
environment and consider how they fit together. Understanding the strategy
concept, the levels of strategy, and strategy formulations versus implementation
is an important start towards strategic thinking.
Key words: strategic management, corporate - level strategy, business - level
strategy, functional - level strategy, situation analysis, departmentalization,
innovation and change.
1
Department of Management and Economic Informatics, Transilvania University of Braşov
1. Introduction
For the existing business to be capable of
innovation, it has to create a structure that
allows people to be entrepreneurial… This
means, first of all, that the entrepreneurial,
the new entity, has to be organized
separately from the old, existing one.
Whenever we have tried to make an
existing entity the carrier of the
entrepreneurial project, we failed. A
separate entity must be created, different
from the mainstream of the organization
that is responsible for developing and
initiating innovations. Allocation fund
providing resources from which
individuals and groups design and develop
new ideas, products, or businesses.
2. Overview Concepts of Strategic
Management
Strategic management begins with an
evaluation of the organization’s mission,
goals, and strategy. This is followed by
situation analysis (sometimes called
SWOT analysis) which examines
opportunities and threats in the external
environment as well as strengths and
weaknesses within the organization.
Situation analysis leads to the formulation
of explicit strategic plans, which then must
be implemented.
Bulletin of the Transilvania University of Braşov • Vol. 3 (52) - 2010 • Series V
1.
Strategic management and Business policy
unit 1 ( BBA 3RD year 6th sem)
Prepared by - Dipankar Dutta
Faculty, Dev Bhoomi Group of Institution Saharanpur
email- dipankarpharma1@gmail.com
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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2. Content
Introduction
Strategic Choice- A Definition
Process of Strategic Choice
Subjective Factors in Strategic Choice
Contingency Strategies
Strategic Plan
3. Introduction
Organizations continually face the challenge
of exercising choice among alternatives.
Strategic choice is an inalienable part of the
decision making process. The process of
strategic choice is essentially a
decision making process.
4. STRATEGIC CHOICE
“The decision to select from among the grand
strategies considered, the strategy which will
best meet the enterprise’s objective. The
decision involves focusing on a few
alternatives considering the selection
factors, evaluating the alternatives against
these criteria and making the actual choice.”
- Prof. Azhar Kazmi
6. Focusing on strategic alternatives
Focusing on alternative could be done by
visualizing the future state and working
backwards. This done through gap analysis.
8. Gap Analysis For Focusing on
Strategic Alternatives
Desired
Performance performance
Present Performance
gap
performance
T1 T2
TIME
9. Strategic Alternative
At the corporate level:
2.Expansion Strategy
3.Stability Strategy
4.Retrenchment Strategy
5.Combination Strategy
10. Expansion Strategy
If the performance GAP is large due to
expected environmental opportunity,
Expansion Strategy would be seem to be a
feasible alternative.
11. Stability Strategy
If the “Performance Gap” is narrow then
Stability Strategy would be seem to be a
feasible alternative.
12. Retrenchment Strategy
If the performance GAP is large due to Past
and expected bad performance then
Retrenchment Strategy would be seem to be a
feasible alternative.
13. Combination Strategy
In the complex scenario, where the multiple
reason for the performance GAP then
Combination Strategy would be seem to be a
feasible alternative.
14. Strategic Alternatives
At the business level:
Organization need to think alternative ways of
competing.
Choice is essentially between positioning the
business as being low-cost, differentiated or
focused.
15. Strategic Alternatives
At the business level:
It needs to understand the conditions of the
industry’s risk and benefit of each competitive
positioning before making a choice.
By reverting business definition (Page 40-44),
(3 dimensions)
–Customer group
–Customer functions and
–Alternative technologies.
16. Analyzing the strategies Alternatives
An analysis has to rely on certain factors.
These factors are termed as selection factors.
The Objective Factors- Based on analytical
techniques and hard facts or data.
The Subjective Factors- Based on one’s
personal judgment, collective or descriptive
factors.
17. Evaluating the strategic
Alternatives
Evaluation of strategic alternatives basically
involves bringing together the analysis done
on the basis of the objective and subjective
factors.
To observe what is important, both the factors
have to be consider together.
18. Choosing From Among the Strategic Alternative
This is the final step of making the strategic
choice. One or more strategies have to be
chosen for implementation. Also a blue print
has to be made that will describe the strategy
and the condition under which they operates.
19. Subjective Factors in Strategic Choice
Subjective factors are essentially intuitive and
descriptive in nature. Here no “cut and dried”
analytical models can be used. It consider
many of the issues that can not probably
should not be dealt within the application of
analytical models.
20. Subjective Factors in Strategic Choice
Consideration for Government Policies.
Perception of critical success factors (CSFs) and dist
.
Commitment to past strategic actions.
Strategist’s decision styles and attitude to risk.
Internal Political Considerations.
Timing and Competitor Considerations.
21. Consideration for Government Policies
Strategies within organizations are aware of
the crucial role the Government plays in
setting down politics and priorities. In fact
Government policies are the deciding factor
which impact on the future prospects of
companies.
22. Perception of critical success factors and
distinctive competencies
For consider several strategic alternatives, strategist
could be guided by the distinctive competencies
that the organization possesses and the CSFs that
ensure success in any industry.
2–22
23. Commitment to past strategic actions
Past strategic action shows that they move in an
incremental fashion. By this strategist are more
likely to start from where the organization is, and
work up in the way that had been adopted by it to
reach where it was.
24. Strategist’s decision styles and attitude to
risk
The decision style adopted by strategist,
particularly by CEO and their attitude to risk is a
determining subjective factors in strategic choice.
25. Internal Political Considerations.
When strategy formulation is viewed as a political
process, strategist are viewed as a coalition of
interest. A dominant CEO is able to affect strategic
choice a decisively.
26. Timing and Competitor Considerations
When to exercise a strategic choice?
When a particular strategic choice is to be
made?
For what time period is a strategic choice to
be made?
What are the competitor action?
28. Internal Political Consideration
Here it means, Inter-relationship and power
structure and balance.
The political behavioral in organisation is
perfectly naturally legitimate… politics and
power are neither good nor bad. They are
natural.
29. Critical success factor (CSF)
This is the term for an element that is necessary
for an organization or project to achieve
its mission. CSF are those few things that must go
well to ensure success for a manager or an
organization, and, therefore, they represent those
managerial or enterprise area, that must be given
special and continual attention to bring about high
performance. CSFs include issues vital to an
organization's current operating activities and to
its future success.“
Source- Wikipedia
30. Distinctive competence
Distinctive competence of a firm refers to a
set of activities or capabilities that a company
is able to perform better than its competitors
and which gives it an advantage over them.
Distinctive competence can lie in different area
such as technology, marketing activities, or
management capability.
Source- Wikipedia
31. Decision making process
Because it consists of:
–Setting objectives
–Generating alternatives.
–Choosing one or more alternatives.
–Finally implementing the chosen
alternatives.
32. Intuitive
Webster: It feels that it is true although it
have no evidence or proof of it.
Oxford: having or, perceived by intuition.
33. Contingency strategies
This strategy is formulate in advance to deal
with uncertainties that are a natural part of
business. There are few approach to help
companies to develop and implement this
strategy i.e. model of contingency planning
process:
Identifying contingency events;
Establishing the trigger points and;
Developing strategies and tactics.
34. Strategic Plan
Strategic plan (also called a corporate, group
or perspective plan), is a document which
provides information regarding the differences
elements of strategic management and the
manner in which an organization and its
strategist propose to put the strategies into
action. Basic steps in a strategic planning
process are as follows:
35. Step One - Getting Ready
An organization that determines it is indeed ready to
begin strategic planning must perform five tasks to
pave the way for an organized process:
– Identify specific issues or choices that the planning
process should address.
– Clarify roles (who does what in the process).
– Create a Planning Committee.
– Develop an organizational profile.
– Identify the information that must be collected to help
make sound decisions.
36. Step Two - Articulating Mission and Vision
It is like an introductory paragraph. a mission statement
must communicate the essence of an organization to
the reader. It describes an organization in terms of its:
Purpose - why the organization exists, and what it seeks
to accomplish.
Business - the main method or activity through which the
organization tries it fulfil this purpose.
Values - the principles or beliefs that guide an
organization's members as they pursue the organization's
purpose.
37. Step Three - Assessing the Situation
Once an organization has committed to why it
exists and what it does, it must take a clear-
eyed look at:
- Its current situation.
- Part of strategic planning, thinking, and
management is an awareness of resources and
- An eye to the future environment, so that an
organization can successfully respond to
changes in the environment.
38. Step Three - Assessing the Situation
- Situation assessment (means obtaining
current information about the organization's
strengths, weaknesses, and performance
information) that will highlight the critical
issues that the organization faces and that its
strategic plan must address.
39. Step Four - Developing Strategies, Goals,
and Objectives
Once an organization's mission has been
affirmed and its critical issues identified, it is
time to figure out what to do about them. The
broad approaches to be taken and the general
and specific results to be sought (the goals
and objectives). This strategies may come
from individual inspiration, group discussion,
formal decision-making techniques, and so on.
40. Step Five - Completing the Written Plan
The mission has been articulated, the critical
issues identified, and the goals and strategies
agreed upon. This step essentially involves
putting all that down on paper!
41. Format for a Strategic Plan
1. INTRODUCTION
1.1 Background and organizational profile
2. MISSION STATEMENT
2.1 Vision
2.2 Mission
2.3 Values
3. ASSESSING THE SITUATION
3.1 Introduction
3.2 Review of Past Performance
3.3 Strengths, Weaknesses, Opportunities and Threats
Analysis
3.4 Critical Issues
42. Format for a Strategic Plan
4. STRATEGIES, GOALS AND OBJECTIVES
4.1 Approaches to be taken (Strategies)
4.2 General and specific results (Goals and Objectives)
5. IMPLEMENTATION STRATEGY
5.1 Implementation of the strategies
5.2 Action Planning (activities, budget & financing etc.)
*Source- IGNOU Book
43. References
Strategic Management and Business Policy-
-Prof. Azhar Kazmi
Strategic management (IGNOU Books)
www.wikipedia.com
www.google.com