Unit 1 Assignment – Code of Hammurabi Due end of .docx

Unit 1 Assignment – Code of Hammurabi
Due: end of day (11:59 p.m. EST) Sunday of Unit 1.
Conduct research on the “Code of Hammurabi” and explain its
influence on contemporary
society.
The requirements for your paper are:
-2 pages in length, excluding reference page
independent research.
Refer to the grading rubric on the next page.
Be sure to read the grading criteria by which your paper will be
evaluated before you write
the paper and again after you write your paper.
CRJ102 Introduction to Law Enforcement
Unit 1 Assignment & Rubric

Grading Rubric
Criteria 0 - 23 Points 24 – 31 Points 32 - 35 Points Total
Code of
Hammurabi
influence on
contemporary
society
Missing or
Inadequate
explanation.
Explanation is
missing some key
detail.
Explanation is
provided in full detail.
0 - 1 Points 2 - 3 Points 4 - 5 Points
Appropriate
resources &
citations &
bibliography
No sources from
the course or
outside research

were cited.
Reference page not
included.
Fewer than three
sources were
cited. Reference
page included.
At least three sources
were cited.
Reference page
included.
Clear and
professional
writing and
format
Errors impede
professional
presentation; APA
guidelines not
followed.
Few errors that
do not impede
professional
presentation.
Writing and format is
clear, professional,
APA compliant, and

error free.
Length and
format
Less than 1 page or
more than 2 pages
with formatting
errors.
1-2 pages with
formatting
error/s.
1-2 pages and double
spaced, Times New
Roman 12 pt font
formatting.
TOTAL /50
STRATEGIC MANAGEMENT & BUSINESS POLICY
12TH EDITION
THOMAS L. WHEELEN J. DAVID HUNGER

Prentice Hall, Inc. ©2009
5-*
Organizational analysis- concerned with identifying and
developing an organization’s resources and competencies
5-*
Core and Distinctive Competencies
Resources- an organization’s assetsTangibleIntangible
Capabilities- a corporation’s ability to exploit its resources
5-*
Competency- a cross-functional integration and coordination of
capabilities
Core competency- a collection of competencies that cross
divisional boundaries, is wide-spread throughout the
corporation and is something the corporation does exceedingly
well

Distinctive competency- core competencies that are superior to
those of the competition
5-*
VRIO framework (Barney)ValueRareImitabilityOrganization
5-*
Using Resources to Gain Competitive Advantage
Identify and classify resources in terms of strengths and
weaknesses
Combine the firm’s strengths into specific capabilities and core
competencies
Appraise profit potential- Are there any distinctive
competencies?
Select the strategy that best exploits the firm’s capabilities and
competencies relative to external opportunities
Identify resource gaps and invest in upgrading weaknesses

5-*
Access to a Distinctive Competency
Asset endowment
Acquired from someone else
Shared with another business
Built and accumulated within the company
5-*
Access to a Distinctive Competency
Clusters- geographic concentrations of interconnected
companies and industries
Access to:
Employees
Suppliers
Information
Complementary products
5-*
Imitability an Advantage
Durability- the rate at which a firm’s underlying resources,
capabilities, or core competencies depreciate or become

obsolete
Imitability- the rate at which a firm’s underlying resources,
capabilities, or core competencies can be duplicated by others
5-*
Determining the Sustainability of an Advantage
Transparency- the speed at which other firms under the
relationship of resources and capabilities support a successful
strategy
Transferability- the ability of competitors to gather the
resources and capabilities necessary to support a competitive
challenge
Replicability- the ability of competitors to use duplicated
resources and capabilities to imitate the other firm’s success
5-*
Determining the Sustainability of an Advantage
Explicit knowledge- knowledge that can be easily articulated
and communicated
Tacit knowledge- knowledge that is not easily communicated
because it is deeply rooted in employee experience or in the

company’s culture
5-*
5-*
Business models- a company’s method for making money in the
current business environment
IncludesWho the company servesWhat the company
providesHow the company makes moneyHow the company
differentiates and sustains competitive advantageHow the
company provides its product/service
5-*
Business models
Customer solutions modelProfit pyramid modelMulti-component
system/installed modelAdvertising modelSwitchboard model

5-*
Business models (cont’d)
Efficiency modelBlockbuster modelProfit multiplier
modelEntrepreneurial modelDe Facto industry standard model
5-*
Value chain- a linked set of value creating activities that begin
with basic raw materials coming from suppliers, moving on to a
series of value-added activities involved in producing and
marking a product or service, and ending with distributors
getting the final goods into the hands of the ultimate consumer
5-*
Industry Value Chain Analysis
Value chain segments include:UpstreamDownstream
Center of gravity- the part of the chain that is most important to
the company and the point where its core competencies
lieVertical integration

5-*
Corporate Value Chain Analysis
Primary activitiesInbound logisticsOperationsOutbound
logistics
Support activitiesProcurementTechnology developmentHuman
resource managementFirm infrastructure
5-*
5-*
Corporate Value Chain Analysis
Examine each product line’s value chain in terms of the various
activities involved in producing the product or service
Examine the linkages within each product line’s value chain
Examine the potential synergies among the value chains of
different product lines or business units

5-*
Basic Organizational Structures
SimpleFunctionalDivisionalStrategic Business
UnitsConglomerate
5-*
5-*
Corporate Culture: The Company Way
Corporate culture- the collection of beliefs, expectations and
values learned and shared by a corporation’s members and
transmitted from one generation of employees to another.
5-*
Functions of Corporate Culture
Conveys a sense of identity for employees
Generates employee commitment

Adds to the stability of the organization as a social system
Serves as a frame of reference for employees to understand
organizational activities and as a guide for behavior
5-*
Corporate Culture: The Company Way
Cultural intensity- the degree of which members of a unit accept
the norms, values and other cultural content associated with the
unit
Shows the depth of the culture
Cultural integration- the extent of which units throughout the
organization share a common culture
Shows the breadth of the culture
5-*
Strategic Marketing Issues
Market position- Who are our customers?
Marketing Mix- the particular combination of key variables
under a corporation’s control that can be used to affect demand
and to gain competitive advantage

5-*
5-*
Product life cycle- product monetary sales over time from
introduction through growth and maturity to decline
5-*
Brand- a name given to a company’s product which identifies
that item in the mind of the consumer
Corporate brand- a type of brand in which the company’s name
serves as the brand
5-*
Corporate reputation- a widely held perception of a company by

the general public
Stakeholders’ perceptions of qualityCorporation’s prominence
in the minds of stakeholders
5-*
Strategic Financial Issues
Financial leverage- ratio of total debt to total assetsUsed to
describe how debt is used to increase earnings available to
common shareholders
Capital budgeting- the analyzing and ranking of possible
investments in fixed assets in terms of additional outlays and
receipts that will result from each investmentHurdle point
5-*
Strategic Research and Development Issues
R & D intensity- pending no R & D as a percentage of sales
revenue
Technology competence- the development and use of innovative
technology
Technology transfer- the process of taking new technology from
the laboratory to the marketplace

5-*
R & D Mix- the mix of:
Basic R & D- focuses on theoretical problems
Product R & D- concentrates on marketing and is concerned
with product or product packaging improvements
Engineering R & D is concerned with engineering,
concentrating on quality control, and the development of design
specifications and improved production equipment
5-*
Technology discontinuity- when a new technology cannot be
used to enhance current technology, but substitutes for the
technology to yield better performanceMoore’s Law
5-*

5-*
Strategic Operations Issues
Intermittent Systems- item is normally processed sequentially,
but the work and sequence of the process vary
Continuous systems- work is laid out in lines on which products
can be continuously assembled or processed
Operating leverage- impact of a specific change in sales volume
on net operation income
5-*
Experience curve- unit production costs decline by some fixed
percentage each time the total accumulated volume of
production units doubles
5-*
Flexible Manufacturing for Mass CustomizationComputer

Assisted DesignComputer Assisted Manufacturing Economies of
Scale
5-*
Strategic Human Resource Issues
Teams
Autonomous (self-managed)- a group of people working
together without a supervisor to plan, coordinate and evaluate
their work
Cross-functional work teams- various disciplines are involved
in a project from the beginning
Concurrent engineering- specialists work side-by-side and
compare notes constantly to design cost-effective products with
features customers want
5-*
Virtual Teams- groups of geographically or organizationally
dispersed coworkers that are assembled using a combination of
telecommunications and information technologies to accomplish
organizational tasks- driven by 5 trends

5-*
Flatter organizational structuresTurbulent
environmentsIncreased employee autonomyHigher knowledge
requirementsIncreased globalizationIncreased employee
decision making
5-*
Quality of work life- includes improvements in:Introducing
participative problem solvingRestructuring workIntroducing
innovative reward systemsImproving the work environment
5-*
Human diversity- the mix in the workplace of people from
different races, cultures and backgroundsProvides a sustainable
competitive advantage

5-*
Strategic Information Systems/Technology Issues
Information systems/technology contributions to
performance:Automation of back office processesAutomation of
individual tasksEnhancement of key business
functionsDevelopment of a competitive advantage
5-*
Current trends in Information systems/technology Internet
include:IntranetExtranetWeb 2.0
5-*
Supply chain management- networks for sourcing raw materials,
manufacturing products or creating services, storing, and
distributing goods, and delivering them to customers and

consumers
5-*
5-*What is the relevance of the resource-based view of the
firm to strategic management in a global environment?How
can value chain analysis help indentify a company’s
strengths and weaknesses?In what ways can a
corporation’s structure and culture
be internal strengths and weaknesses?What are the pros
and cons of management using the
experience curve to determine strategy?How might a firm’s
management decide whether it should
continue to invest in current known technology or
in new, but untested technology? What factors might
encourage or discourage such a shift?
5-*
PowerPoint created by:
Ronald Heimler
Dowling College- MBAGeorgetown University- BS Business

AdministrationAdjunct Professor- LIM College, NYAdjunct
Professor- Long Island University, NYLecturer- California State
Polytechnic University, Pomona, CAPresident- Walter Heimler,
Inc.
All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in any
form or by any means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission of
the publisher. Printed in the United States of America.
Copyright ©2010 Pearson Education, Inc. publishing as Prentice
Hall
STRATEGIC MANAGEMENT & BUSINESS POLICY
12TH EDITION
THOMAS L. WHEELEN J. DAVID HUNGER
1-*
Strategic Management: a set of managerial decisions and actions
that determines the long-run performance of a corporation.

Includes: Internal and external environment scanningStrategy
formulationStrategy implementationEvaluation and control
1-*
Phases of Strategic Management:
Phase 1: Basic financial planningPhase 2: Forecast-based
planningPhase 3: Externally oriented strategic planningPhase 4:
Strategic management
1-*
Benefits of Strategic Management:
Clearer sense of strategic vision for the firmSharper focus on
what is strategically importantImproved understanding of a
rapidly changing environment
1-*Improved organizational performanceAchieves a match
between the organization’s environment and its strategy,
structure and processesImportant in unstable

environmentsStrategic thinkingOrganizational learning
Additional Benefits of Strategic Management:
1-*
Impact of Globalization:
Globalization: the integration and internationalization of
markets and corporations
1-*
Impact of Environmental Sustainability:
Environmental Sustainability: the use of business practices to
reduce a company’s impact on the natural, physical environment
1-*

Regulatory riskSupply chain riskProduct and technology risk
Litigation riskReputational riskPhysical risk
Risks of Climate Change include:
Impact of Environmental Sustainability
1-*
Population ecology: established organizations are unable to
adapt to change
Institution theory: organizations adapt by imitating successful
organizations
1-*
Strategic choice perspective: organizations adapt to change and
have the ability to reshape their environment
Organizational learning theory: organizations adapt defensively
and use knowledge to improve their relationship with the
environment

1-*
Strategic flexibility: the ability to shift from one dominant
strategy to another and requires:
Long-term commitment to the development and nurturing of
critical resourcesLearning organization
1-*
Learning organization: an organization skilled at creating,
acquiring, and transferring knowledge and at modifying its
behavior to reflect new knowledge and insights
1-*
Main activities of a learning organization include:
Solving problems systematically
Experimenting with new approachesLearning from past
experience, history and experiences of others
Transferring knowledge quickly and easily throughout the

organization
1-*
Basic Elements of Strategic Management
Environmental scanning
Strategy formulation
Strategy implementation
Evaluation and control
1-*
1-*
1-*

Environmental Scanning is the monitoring, evaluating and
disseminating of information from the external and internal
environments to key people within the organization
1-*
1-*
Strategy Formulation: the development of long-range plans for
the effective management of environmental opportunities and
threats in light of organizational strengths and weaknesses
(SWOT)
1-*
Mission- the purpose or reason for the organization’s existence
Vision- describes what the organization would like to become

Objectives- the end results of planned activity
1-*
Strategies- form a comprehensive master plan that states how
the corporation will achieve its mission and
objectivesCorporateBusinessFunctional
Policies- the broad guidelines for decision making that links the
formulation of a strategy with its implementation
1-*
1-*
Strategy implementation: the process by which strategies and
policies are put into action through the development of:
ProgramsBudgetsProcedures

1-*
Evaluation and control: the process in which corporate activities
and performance results are monitored so that actual
performance can be compared to desired performance
1-*
Performance: the end result of organizational activities
Feedback/Learning Process: revise or correct decisions based on
performance
1-*
Triggering event: something that acts as a stimulus for a change
in strategy and can include:

New CEOExternal interventionThreat of change of
ownershipPerformance gapStrategic inflection point
1-*
What Makes a Strategic Decision?
Strategic decision making focuses on the long-run future of the
organization
Characteristics of strategic decision making
include:RareConsequentialDirective
1-*
Mintzberg’s Modes of Strategic Decision Making
EntrepreneurialAdaptivePlanningLogical incrementalism
(Quinn)
1-*

Strategic Decision Making Process:
Evaluate current performance results
Review corporate governance
Scan and assess the external environment
Scan and assess the internal corporate environment
Analyze strategic (SWOT) factors
Generate, evaluate and select the best alternative strategy
Implement selected strategies
Evaluate implemented strategies
1-*
1-*
1-*
Strategic audit provides a checklist of questions, by area or
issue, that enables a systematic analysis to be made of various
corporate functions and activities

1-*
1-*Why has strategic management become so important
to today’s corporations?How does strategic management
typically evolve
in a corporation?What is a learning organization? Is this
approach to
strategic management better than the more traditional
top-down approach in which strategic planning is primarily
done by top management?Why are strategic decisions
different from other kinds
of decisions?When is the planning mode of strategic decision
making
superior to the entrepreneurial and adaptive modes?
1-*
PowerPoint created by:
Ronald Heimler
Dowling College- MBAGeorgetown University- BS Business
AdministrationAdjunct Professor- LIM College, NYAdjunct
Professor- Long Island University, NYLecturer- California State
Polytechnic University, Pomona, CAPresident- Walter Heimler,
Inc.

All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in any
form or by any means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission of
the publisher. Printed in the United States of America.
Copyright ©2010 Pearson Education, Inc. publishing as Prentice
Hall

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