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
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
In this presentation, we will discuss elaborately on strategic operations management, concept of strategy, five tasks of strategic management, strategic management process and importance of strategic management. We will also talk about role of operations in strategic management and elements of operations strategy,.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
this presentation is on Strategic management.
It covers following topics in detail -
Introduction of strategic management
Definition of strategic management
Mintzberg’s Views of Strategy
Features of strategic management
Role of strategic management
Process of strategic management
Need of Strategic management
Benefits of Strategic management
Limitations of strategic management
Mission & Vision
Organization development (OD) is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
"This presentation provides an introduction into Competence-based Strategic Management.
Competence-based Strategic Management is a relatively new way of thinking about how organizations gain high performance for a significant period of time. Established as a theory in the early 1990’s, competence-based strategic management theory explains how organizations can develop competitive advantage in a systematic and structural way. In other words, a competent organization has the ability [being capable of] to structurally and systematically coordinate and commit resources for respectively the realization of the organizations goals and objectives and the creation and distribution of customer value, in order to develop competitive advantage. For developing an integrated system of resources, management needs extraordinary analytic and appraisal skills. Furthermore, the idea behind competence-based strategic management is that the difference of the mix available resources between organizations, the speed with which resources are exploited and are develop, plus the costs which are involved, is determinative for the realisation of the organizations competitive advantage. Resources are all elements, tangible or intangible, which an organization can use for the arrangement of products and bring services on the market. The resources an organization can use may be either organization-specific of organization-addressable. An organization from a competence-based perspective is seen as an open social system. Open social system = dynamic and complex collection of elements, interacting as a structured functional entity that continuously interacts with its environment.
Five challenges play a central role in the application of competence-based strategic management in order to realize continuous value creation and distribution [strategic logic]:
- Recognize market opportunities
- Define product offers that create value for customers with targeted preferences
- Attract, retain and improve the best available resources for creating and realizing product offers
- Manage uncertainties in creating and realizing product offers
- Distribute value created to providers of required resources
When managing these challenges management can choose two approaches: statically and dynamically. The focus of the static approach to competence-based management is at entirely exploiting existing resources to develop competitive advantage in the short term. In this case strategy means a maximum exploitation of the current organizational competences of the organization. Answering the three central questions from the static interpretation the central issue is to maintain the existing resources of the organization in order to develop competitive advantage.
The primary aim of the dynamic approach of the competence-based management is realising competitive advantage by constantly improving the existing resources and obtaining new resources. In this case strategy means a fit between exploiting the available resources and obtaining and developing [modify] new resources. At answering the three central questions from the dynamic interpretation the central issue is not only to maintain the existing resources of the organization but also the replacement or modification of these resources, in order to develop competitive advantage."
In this presentation, we will discuss elaborately on strategic operations management, concept of strategy, five tasks of strategic management, strategic management process and importance of strategic management. We will also talk about role of operations in strategic management and elements of operations strategy,.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
this presentation is on Strategic management.
It covers following topics in detail -
Introduction of strategic management
Definition of strategic management
Mintzberg’s Views of Strategy
Features of strategic management
Role of strategic management
Process of strategic management
Need of Strategic management
Benefits of Strategic management
Limitations of strategic management
Mission & Vision
Organization development (OD) is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
"This presentation provides an introduction into Competence-based Strategic Management.
Competence-based Strategic Management is a relatively new way of thinking about how organizations gain high performance for a significant period of time. Established as a theory in the early 1990’s, competence-based strategic management theory explains how organizations can develop competitive advantage in a systematic and structural way. In other words, a competent organization has the ability [being capable of] to structurally and systematically coordinate and commit resources for respectively the realization of the organizations goals and objectives and the creation and distribution of customer value, in order to develop competitive advantage. For developing an integrated system of resources, management needs extraordinary analytic and appraisal skills. Furthermore, the idea behind competence-based strategic management is that the difference of the mix available resources between organizations, the speed with which resources are exploited and are develop, plus the costs which are involved, is determinative for the realisation of the organizations competitive advantage. Resources are all elements, tangible or intangible, which an organization can use for the arrangement of products and bring services on the market. The resources an organization can use may be either organization-specific of organization-addressable. An organization from a competence-based perspective is seen as an open social system. Open social system = dynamic and complex collection of elements, interacting as a structured functional entity that continuously interacts with its environment.
Five challenges play a central role in the application of competence-based strategic management in order to realize continuous value creation and distribution [strategic logic]:
- Recognize market opportunities
- Define product offers that create value for customers with targeted preferences
- Attract, retain and improve the best available resources for creating and realizing product offers
- Manage uncertainties in creating and realizing product offers
- Distribute value created to providers of required resources
When managing these challenges management can choose two approaches: statically and dynamically. The focus of the static approach to competence-based management is at entirely exploiting existing resources to develop competitive advantage in the short term. In this case strategy means a maximum exploitation of the current organizational competences of the organization. Answering the three central questions from the static interpretation the central issue is to maintain the existing resources of the organization in order to develop competitive advantage.
The primary aim of the dynamic approach of the competence-based management is realising competitive advantage by constantly improving the existing resources and obtaining new resources. In this case strategy means a fit between exploiting the available resources and obtaining and developing [modify] new resources. At answering the three central questions from the dynamic interpretation the central issue is not only to maintain the existing resources of the organization but also the replacement or modification of these resources, in order to develop competitive advantage."
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
A compilation of Strategic Management chapter into PPT in alliance with SME. The intended idea was distribute the PPT as online resource with institute to promote online learning as well as quick sheet sheet for teachers/educators.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
2. Intellectual Property Assets
• Assets that result from the activities of the mind
1. Trademarks include all service marks, trade
names, designs logos, seals and symbols that are
uniquely developed by an individual,
organization or groups
2. Software (OS, program & application)
3. Original literary, music and art
4. Trade secrets (all technical information)
when organization possesses these assets – the
firms has organizational monopoly
3. Human Resource Assets
• Human resource assets are the strengths of
organizations that consist of:
1. Collective “expertise” (professional competence)
2. Personal traits (inspire, ingenuity, integrity)
3. Creative and problem solving capabilities
4. Managerial, entrepreneurial, and competency
asset skills (management functions
5. Human centred assets
Possession of human resource assets creates both
leverage and a competitive edge
4. Marketing Assets
• Market assets are results of market-related
intangibles such as:
1. Brands – effective means of market supremacy
2. Company names
3. Customer loyalty (repeat business)
4. Distribution channels
5. Alliances and linkages
5. Market Dominance brought about by market
assets:
1. An effective but less expensive medium for
product and service identification – branding
creates popularity and awareness
2. A company name that is well known
increases the financial worth
3. Repeat business is a by-product of customer
loyalty
4. Increased product and service sales result
from efficient and well-organized modes of
bringing goods to the public
6. Infrastructure Assets
• Infrastructure assets include:
1. A lean organizational structure – a flat structure
lessens bureaucracy
2. Organizational culture or unique way of thinking
(a smooth blending of: beliefs, attitudes, values
and philosophies)
3. Managerial and functional work practices
4. Technology is based in scope and perspective
Possession of infrastructure assets brings a
comparative advantage
9. Competency Learning: Laying the
Groundwork
• Competency refers to the knowledge, attitudes
and skills expected of an individual in carrying his
job tasks.
• It is aligned to the vision-mission
• It is a necessary tool for the actualization of
organizational plans and the implementation of
strategies
• It puts emphasis on evaluation and accountability
of performance and essential in attaining
productivity
10. Classifications of competencies include CORE,
FUNCTIONAL and MANAGERIAL
1. Core competencies are basic (ex. Integrity is
expected of every employee)
2. Functional competencies are expected of
employees performing job functions in
marketing, production, human resource,
technology and finance
3. Managerial competencies are administrative
and attitudinal in nature (management
functions)
11. Strategic Enhancement: “Widening the
Horizon
Different ways in strategically enhancing an
organizational memory based system:
1. Maximize the reach of infrastructure technology.
Computers are perfect mediums for broadening
new business possibilities, like systematizing
documentation and operation
2. Need to appreciate the business value of
knowledge, information and communication
technology. By managing infrastructure
capabilities, business performance can be
actualized and improved by:
12. • Creating a data-based portfolio of customers,
suppliers, competitors and all information
• Undertaking systematic computer-based
recording and application of knowledge in
systems, processes and programs
• E-marketing and e-trading to sell
• Using communications technology to minimize
time leaks
• Availing of courier hubs for fast delivery
13. Strategic Enhancement: “Widening the
Horizon
Different ways in strategically enhancing an
organizational memory based system:
3. Conduct formal and informal training
4. Systematize a process of enriching job pathing
of employees from being starters with zero
knowledge to becoming learners thru
supervised apprenticeship
5. Empower employees
6. Interact with experts
14. Strategic Enhancement: “Widening the
Horizon
Different ways in strategically enhancing an
organizational memory based system:
7. Prepare programs for employees leading to
attitudinal change
8. Provide access to needed resources
9. Broaden networking thru strategic alliances
10. Analyze cultures
15. Competitive innovation: “Creating
Bargaining Power”
• Innovation assures business sustainability,
competitive advantage and creating bargaining
power. It can refer to:
1. creating, conceptualizing or inventing new ideas.
Originality in action, re-engineering new insights
2. Bringing a paradigm shift from the conservative
mindset to that of openness, aggressiveness,
adaptability to needed changes
3. Revolutionizing a synergistic outlook and willing
to invent new ideas
16. Innovation Scenarios
1. Differentiating existing products and services
(improvements, highlighting features and
attributes)
2. Reinventing products and services – repackaging
or reintroducing a product
3. Continuously experimenting (researches for new
products)
4. Applying recent and new technologies in
information or communication that will
significantly change organizational structures
and systems for optimality
17. Innovation Scenarios
5. Changing business models. This involves
generating a new framework and approach
characterize by innovative, smart and strategic
ideas and plans in pursuing and conducting a
business
6. Creating new products and services to
“futurize” the organization.
7. Widening the breadth and depth of
intellectual capital found in individuals, teams
and departments, particularly intellectual
property assets and ownership
18. • Competencies today are more important than
seniority. The degree of performance or
delivery of outcomes is a significant indicator
of how individuals will succeed in their
respective careers.
• Strategic enhancing widens one’s career
horizon while achieving competitive
innovation creates his/her bargaining process.
