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Strategic Management BHRM 31124 R.A.Ishanka Chathurani Lecturer (prob) Department of Human Resource Management Faculty of Commerce & Management Studies University of Kelaniya
Nature and Scope of Strategic Management  ,[object Object],[object Object],[object Object],[object Object],[object Object]
What is Strategic Management? ,[object Object],[object Object]
Cont…   What is Strategic Management? ,[object Object]
Dimensions of Strategic Decision ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of Strategic Management ,[object Object],[object Object],[object Object],[object Object],[object Object]
Non-Financial Benefits   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Guidelines for Effective Strategic Management  ,[object Object],[object Object],[object Object]
Levels of Strategy in an Organization ,[object Object],[object Object],[object Object],[object Object],[object Object]
Cont…   Levels of Strategy in an Organization ,[object Object],[object Object],[object Object]
Cont… Corporate level strategy ,[object Object],Characteristics Comments Scope of activities Strategy and strategic management impact upon the whole organization: all parts of the business operation should support and further the strategic plan Environment  The organization counters threats and exploits opportunities in the environment  Resources Strategy involves choices about allocating or obtaining corporate resource now and in future Values The value systems of people with power in the organization influence its strategy Timescale Corporate strategy has a long-term impact Complexity Corporate strategy involves uncertainty about the future, integrating the operations of the organization and change
Business Level Strategy  ,[object Object],[object Object]
Functional Level Strategy/Operational Strategies  ,[object Object]
Cont… Summery Functional area Comment marketing Diversifying products and services pricing, promoting and distributing them, in order to satisfy customer needs at a profit. Marketing and corporate strategies are interrelated Production  Factory location, manufacturing techniques, outsourcing and so on Finance Ensuring that the firm has enough financial resources to fund its other strategies by identifying sources of finance and using them effectively HRM Secure personnel of the right skills in the right quantity at the right time, and to ensure that they have the right skills and values to promote the firm’s overall goals Information systems A firm’s information systems are becoming increasingly important, as an item of expenditure, as administrative support and as a tool for competitive strength. Not all information technology applications are strategic, and the strategic value of IT will vary from case to case
The Challenges for Strategic Management  ,[object Object],[object Object],[object Object],[object Object]
 
Strategic Management Position ,[object Object],[object Object],[object Object]
Strategic choices ,[object Object],[object Object],[object Object]
Strategy into action ,[object Object],[object Object],[object Object]
Strategic Drift Environment Change Strategic change
Contemporary issues  ,[object Object],[object Object],[object Object],[object Object]
Strategy Lenses ,[object Object],[object Object],[object Object]

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Strategic+management+2

  • 1. Strategic Management BHRM 31124 R.A.Ishanka Chathurani Lecturer (prob) Department of Human Resource Management Faculty of Commerce & Management Studies University of Kelaniya
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14. Cont… Summery Functional area Comment marketing Diversifying products and services pricing, promoting and distributing them, in order to satisfy customer needs at a profit. Marketing and corporate strategies are interrelated Production Factory location, manufacturing techniques, outsourcing and so on Finance Ensuring that the firm has enough financial resources to fund its other strategies by identifying sources of finance and using them effectively HRM Secure personnel of the right skills in the right quantity at the right time, and to ensure that they have the right skills and values to promote the firm’s overall goals Information systems A firm’s information systems are becoming increasingly important, as an item of expenditure, as administrative support and as a tool for competitive strength. Not all information technology applications are strategic, and the strategic value of IT will vary from case to case
  • 15.
  • 16.  
  • 17.
  • 18.
  • 19.
  • 20. Strategic Drift Environment Change Strategic change
  • 21.
  • 22.