Strategic+management+2
•Download as PPT, PDF•
4 likes•6,713 views
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. It allows organizations to proactively shape their future. Strategic management provides both financial benefits like increased sales and profitability, and non-financial benefits such as identifying opportunities and improving coordination. Strategies can be developed at the corporate, business, and functional levels of an organization. The challenges of strategic management include preventing strategic drift and understanding contemporary issues.
Report
Share
Report
Share
Recommended
STRATEGIC MANAGEMENT
This document provides an overview of strategic management concepts including definitions of strategy, the strategic management process, and frameworks for strategic analysis. It defines strategy as a plan to achieve organizational goals. The strategic management process involves setting strategic intent through vision and mission, formulating strategy by analyzing the external and internal environment, implementing strategy, and evaluating performance. Frameworks explained include the levels of strategy (corporate, business, functional), McKinsey's 7S model analyzing seven internal elements, and forms of corporate strategies like growth, stability, and retrenchment.
Tools and Techniques of Strategic Management
This document outlines several tools and techniques for strategic management, including the BCG matrix, GE multifactor portfolio matrix, PESTLE analysis, SWOT analysis, balanced scorecard, VRIO analysis, Mintzberg's 5Ps of strategy, and Porter's five forces model. It provides a brief description of each technique, explaining what factors are considered and how each can be used to analyze an organization's strategy, environment, resources, and competitive position.
Business Policy and Strategic Management
The document provides an overview of business policy and strategic management. It discusses key concepts like the meaning and nature of management, strategic management process, importance of strategic management, strategic decision making, developing strategic vision and mission, and setting goals and objectives. The document emphasizes that business policy and strategic management are highly intertwined and strategic management involves identifying strategies to achieve organizational goals and competitive advantage through planning, analyzing, implementing, and evaluating strategies.
Unit 4, Strategy implementation & evaluation
This document discusses various aspects of strategy implementation including:
- The meaning and elements of strategy implementation such as differentiation, integration, structure, decision processes, and rewards systems.
- The role of top management in establishing objectives, policies, incentives, and ensuring a strategic culture.
- Types of organizational structures like functional, divisional, and matrix and how they should be matched to strategies.
- Factors influencing resource allocation and difficulties in allocating scarce resources.
- The importance of strategic control for efficiency, quality, innovation, and customer responsiveness.
Strategic formulation in Strategic management
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 management and strategic planning
This document defines strategic management and strategic planning. Strategic management involves analyzing a company's internal and external environments, formulating strategies to achieve objectives, implementing strategies, and monitoring performance. Strategic planning is the process of crafting strategies to help a company achieve its goals. The document outlines key terms, different strategic management models, the importance of strategic planning, benefits and limitations of strategic planning, and guidelines for effective strategic planning.
Business policy & strategic management
This document discusses business policy and strategic management. It begins by defining business policy as guidelines that govern an organization's actions and define decision-making boundaries. It then discusses strategic management, including defining corporate and business unit strategies. It also covers Mintzberg's five perspectives of strategy - plan, ploy, pattern, position, and perspective. Finally, it discusses the importance of vision, mission, and objective statements in guiding an organization's strategic direction.
Strategic management ppt
Strategic management involves four key components: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The process begins with assessing internal and external factors, then formulating objectives and strategies. Implementation involves developing programs, budgets, and procedures. Finally, performance is monitored and strategies are adapted based on evaluation. The overall process aims to determine the organization's long-term path and manage change.
Recommended
STRATEGIC MANAGEMENT
This document provides an overview of strategic management concepts including definitions of strategy, the strategic management process, and frameworks for strategic analysis. It defines strategy as a plan to achieve organizational goals. The strategic management process involves setting strategic intent through vision and mission, formulating strategy by analyzing the external and internal environment, implementing strategy, and evaluating performance. Frameworks explained include the levels of strategy (corporate, business, functional), McKinsey's 7S model analyzing seven internal elements, and forms of corporate strategies like growth, stability, and retrenchment.
Tools and Techniques of Strategic Management
This document outlines several tools and techniques for strategic management, including the BCG matrix, GE multifactor portfolio matrix, PESTLE analysis, SWOT analysis, balanced scorecard, VRIO analysis, Mintzberg's 5Ps of strategy, and Porter's five forces model. It provides a brief description of each technique, explaining what factors are considered and how each can be used to analyze an organization's strategy, environment, resources, and competitive position.
Business Policy and Strategic Management
The document provides an overview of business policy and strategic management. It discusses key concepts like the meaning and nature of management, strategic management process, importance of strategic management, strategic decision making, developing strategic vision and mission, and setting goals and objectives. The document emphasizes that business policy and strategic management are highly intertwined and strategic management involves identifying strategies to achieve organizational goals and competitive advantage through planning, analyzing, implementing, and evaluating strategies.
Unit 4, Strategy implementation & evaluation
This document discusses various aspects of strategy implementation including:
- The meaning and elements of strategy implementation such as differentiation, integration, structure, decision processes, and rewards systems.
- The role of top management in establishing objectives, policies, incentives, and ensuring a strategic culture.
- Types of organizational structures like functional, divisional, and matrix and how they should be matched to strategies.
- Factors influencing resource allocation and difficulties in allocating scarce resources.
- The importance of strategic control for efficiency, quality, innovation, and customer responsiveness.
Strategic formulation in Strategic management
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 management and strategic planning
This document defines strategic management and strategic planning. Strategic management involves analyzing a company's internal and external environments, formulating strategies to achieve objectives, implementing strategies, and monitoring performance. Strategic planning is the process of crafting strategies to help a company achieve its goals. The document outlines key terms, different strategic management models, the importance of strategic planning, benefits and limitations of strategic planning, and guidelines for effective strategic planning.
Business policy & strategic management
This document discusses business policy and strategic management. It begins by defining business policy as guidelines that govern an organization's actions and define decision-making boundaries. It then discusses strategic management, including defining corporate and business unit strategies. It also covers Mintzberg's five perspectives of strategy - plan, ploy, pattern, position, and perspective. Finally, it discusses the importance of vision, mission, and objective statements in guiding an organization's strategic direction.
Strategic management ppt
Strategic management involves four key components: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The process begins with assessing internal and external factors, then formulating objectives and strategies. Implementation involves developing programs, budgets, and procedures. Finally, performance is monitored and strategies are adapted based on evaluation. The overall process aims to determine the organization's long-term path and manage change.
Strategic Implementation PPT
This document discusses strategy implementation, which refers to the activities within an organization to execute a strategic plan. It provides definitions of strategic implementation and lists steps and processes involved, such as developing an organization capable of carrying out the strategy, allocating sufficient resources, creating encouraging policies, and using strategic leadership. The implementation process is important for a company's success and takes place after environmental scanning, SWOT analysis, and identifying strategic issues. Key aspects of implementation include creating budgets, supplying skilled staff, conforming policies assist the strategy, employing best practices, and developing an information system and work culture.
Unit 4 Strategy Implementation
The document discusses various components of strategy implementation including organization structure, changing structures and processes, corporate culture, and strategy evaluation. It provides an overview of different organization structures that can be used for strategy implementation such as entrepreneurial, functional, divisional, SBU, matrix, network, cellular, and modular structures. It also discusses Mintzberg's 5Ps of strategy including plan, ploy, pattern, position, and perspective. The McKinsey 7S framework is introduced as a tool to analyze how well an organization is positioned to achieve its objectives.
Issues in performance measurement
Common Issues faced in Performance Measurement by organizations to assess the organization Performance
An overview of strategic management
The document discusses the key components and process of strategic management. It covers 4 main topics: 1) business/service strategy and sustainable competitive advantage, 2) strategic business units, 3) strategic management development, characteristics and trends, and 4) the components and process of strategic management. The document provides details on each component of corporate strategy, objectives and characteristics, development strategy, resource allocation, and sources of synergy. It also outlines the strategic management process, including external and internal analysis, strategy identification and selection, and planning, implementation and control.
Strategic management
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
The Nature of Strategic Management
The document provides an overview of key concepts in strategic management, including:
1. Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives.
2. The strategic management process includes developing a vision/mission, assessing external opportunities/threats and internal strengths/weaknesses, setting long-term objectives, and selecting/implementing strategies.
3. Benefits of strategic management include improved financial performance, enhanced problem solving, and better coordination.
strategy implementation
The document discusses various aspects of strategy implementation including:
1. Strategy implementation requires integrating people, structure, processes and resources to achieve organizational objectives.
2. There are different organizational structures that can be used including functional, divisional, strategic business unit and matrix structures.
3. The McKinsey 7S model analyzes seven key internal elements including strategy, structure, systems, staffing, skills, style and shared values that must be aligned for effective strategy implementation.
Strategic Management
This slide is able to explain main concept of strategic management. And this is also suitable to student as well as others business people to know about some strategies.
Basic Concepts Of Strategic Management
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
Strategic management model process
The document outlines the strategic management model process, including initiation of strategy, environmental scanning, strategy formulation, implementation, and evaluation/control. Environmental scanning involves monitoring internal/external factors. Strategy formulation determines corporate, directional, and growth/stability strategies. Implementation develops programs, budgets, and procedures to execute strategies. Evaluation/control compares actual to desired performance and takes corrective action.
Resources based view
The document discusses the development of the resource-based view of the firm and provides a critical appraisal of the theory, outlining both its methodological difficulties and practical insights. It examines the empirical evidence supporting the resource-based view and addresses areas that require further focus, such as resource functionality and combining the theory with other strategic perspectives.
Strategic Planning & Management
Prof. Sunil Garg B. Tech. M. Tech. MBA
Director & Program Coordinator
9-Global Institute of Management and Leadership, Ohio, Inc., USA
(Organizer – Educational Tours & Summer Training in USA)
Cell: +1 815 349 6142 (USA), Cell: +91 98716 58884 (India)
Email : go2usa@9-global.com | sunil.garg.edu@gmail.com
www.9-global.com | facebook.com/groups/130952213747537/ | facebook.com/9GlobalInstituteUsa
www.9-global.com | facebook.com/groups/130952213747537/ | facebook.com/9GlobalInstituteUsa
www.9-global.com | facebook.com/groups/130952213747537/ | facebook.com/9GlobalInstituteUsa
www.9-global.com | facebook.com/groups/130952213747537/ | facebook.com/9GlobalInstituteUsa
Strategic Management PPT
This document presents guidelines for crafting successful business strategies. It defines strategy as determining long-term goals and adopting actions to achieve those goals. Strategic management is defined as formulating, implementing, evaluating, and controlling strategies to realize organizational goals. The document states that in a global business environment, strategic thinking is required and good corporate strategies allow companies to be competitively strategic. It provides that a strategy states how an organization will achieve its mission and objectives.
Strategic evaluation and control
Strategic evaluation and control is the final phase of strategic management. It operates at two strategic and operational levels to assess consistency with the environment and pursuit of strategy. The purpose is to evaluate strategy effectiveness in achieving objectives. It tests strategy effectiveness and keeps the organization on track to objectives through feedback and corrective actions. Strategic evaluation involves participants across the organization and provides lessons for new planning, though barriers like measurement difficulties must be addressed.
Strategic planning process
This document outlines the strategic planning process for an organization. It discusses that strategic planning involves defining a strategy and allocating resources to pursue the strategy. The strategic planning process consists of three main steps - strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation involves assessing the internal and external environment through a SWOT analysis. Strategy implementation is putting the plan into action by setting short-term goals. Strategy evaluation reviews performance and makes adjustments. Key aspects of the process include defining vision, mission, goals, and department objectives to align the organization.
Chapter i introduction to strategic management
The document provides an overview of strategic management concepts including:
1. The three big strategic questions of where the organization is now, where it wants to go, and how to get there.
2. The definition of strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives.
3. The need for strategies to shape how the business is conducted and coordinate managerial actions.
4. The strategic management process of environmental scanning, strategy formulation, implementation, and evaluation.
Introduction Of Strategic Management
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
1 introduction- concepts in strategic management.
Strategic management involves 4 key processes: 1) environmental scanning to analyze internal/external factors, 2) strategy formulation to develop long-term plans, 3) strategy implementation through programs/budgets, and 4) evaluation and control to assess performance and make adjustments. These cyclical processes integrate functions like marketing, finance, and HR to help organizations adapt to changing environments and gain competitive advantages.
Strategic implementation
This document discusses various aspects of strategic implementation at the structural, behavioural, and functional levels. It provides details on different organizational structures like entrepreneurial, functional, divisional, strategic business unit, matrix, and network structures. It also discusses the importance of values, ethics, and culture during behavioural implementation. At the functional level, it explains the need for developing vertical and horizontal fit between functions. Functional plans and policies provide guidelines to implement strategies in areas like finance, marketing, operations, personnel, and information management.
27. Nature Of Strategic Management
Strategic management involves ongoing formulation, implementation, and evaluation of plans to help an organization achieve its objectives. Key terms in strategic management include strategists, who are responsible for the organization's success; mission statements, which identify the scope of operations; and external opportunities and threats, as well as internal strengths and weaknesses, which are assessed through environmental scanning.
Strategic management
What is strategic management and what are the factors responsible .How does environment play role in strategic management
More Related Content
What's hot
Strategic Implementation PPT
This document discusses strategy implementation, which refers to the activities within an organization to execute a strategic plan. It provides definitions of strategic implementation and lists steps and processes involved, such as developing an organization capable of carrying out the strategy, allocating sufficient resources, creating encouraging policies, and using strategic leadership. The implementation process is important for a company's success and takes place after environmental scanning, SWOT analysis, and identifying strategic issues. Key aspects of implementation include creating budgets, supplying skilled staff, conforming policies assist the strategy, employing best practices, and developing an information system and work culture.
Unit 4 Strategy Implementation
The document discusses various components of strategy implementation including organization structure, changing structures and processes, corporate culture, and strategy evaluation. It provides an overview of different organization structures that can be used for strategy implementation such as entrepreneurial, functional, divisional, SBU, matrix, network, cellular, and modular structures. It also discusses Mintzberg's 5Ps of strategy including plan, ploy, pattern, position, and perspective. The McKinsey 7S framework is introduced as a tool to analyze how well an organization is positioned to achieve its objectives.
Issues in performance measurement
Common Issues faced in Performance Measurement by organizations to assess the organization Performance
An overview of strategic management
The document discusses the key components and process of strategic management. It covers 4 main topics: 1) business/service strategy and sustainable competitive advantage, 2) strategic business units, 3) strategic management development, characteristics and trends, and 4) the components and process of strategic management. The document provides details on each component of corporate strategy, objectives and characteristics, development strategy, resource allocation, and sources of synergy. It also outlines the strategic management process, including external and internal analysis, strategy identification and selection, and planning, implementation and control.
Strategic management
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
The Nature of Strategic Management
The document provides an overview of key concepts in strategic management, including:
1. Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives.
2. The strategic management process includes developing a vision/mission, assessing external opportunities/threats and internal strengths/weaknesses, setting long-term objectives, and selecting/implementing strategies.
3. Benefits of strategic management include improved financial performance, enhanced problem solving, and better coordination.
strategy implementation
The document discusses various aspects of strategy implementation including:
1. Strategy implementation requires integrating people, structure, processes and resources to achieve organizational objectives.
2. There are different organizational structures that can be used including functional, divisional, strategic business unit and matrix structures.
3. The McKinsey 7S model analyzes seven key internal elements including strategy, structure, systems, staffing, skills, style and shared values that must be aligned for effective strategy implementation.
Strategic Management
This slide is able to explain main concept of strategic management. And this is also suitable to student as well as others business people to know about some strategies.
Basic Concepts Of Strategic Management
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
Strategic management model process
The document outlines the strategic management model process, including initiation of strategy, environmental scanning, strategy formulation, implementation, and evaluation/control. Environmental scanning involves monitoring internal/external factors. Strategy formulation determines corporate, directional, and growth/stability strategies. Implementation develops programs, budgets, and procedures to execute strategies. Evaluation/control compares actual to desired performance and takes corrective action.
Resources based view
The document discusses the development of the resource-based view of the firm and provides a critical appraisal of the theory, outlining both its methodological difficulties and practical insights. It examines the empirical evidence supporting the resource-based view and addresses areas that require further focus, such as resource functionality and combining the theory with other strategic perspectives.
Strategic Planning & Management
Prof. Sunil Garg B. Tech. M. Tech. MBA
Director & Program Coordinator
9-Global Institute of Management and Leadership, Ohio, Inc., USA
(Organizer – Educational Tours & Summer Training in USA)
Cell: +1 815 349 6142 (USA), Cell: +91 98716 58884 (India)
Email : go2usa@9-global.com | sunil.garg.edu@gmail.com
www.9-global.com | facebook.com/groups/130952213747537/ | facebook.com/9GlobalInstituteUsa
www.9-global.com | facebook.com/groups/130952213747537/ | facebook.com/9GlobalInstituteUsa
www.9-global.com | facebook.com/groups/130952213747537/ | facebook.com/9GlobalInstituteUsa
www.9-global.com | facebook.com/groups/130952213747537/ | facebook.com/9GlobalInstituteUsa
Strategic Management PPT
This document presents guidelines for crafting successful business strategies. It defines strategy as determining long-term goals and adopting actions to achieve those goals. Strategic management is defined as formulating, implementing, evaluating, and controlling strategies to realize organizational goals. The document states that in a global business environment, strategic thinking is required and good corporate strategies allow companies to be competitively strategic. It provides that a strategy states how an organization will achieve its mission and objectives.
Strategic evaluation and control
Strategic evaluation and control is the final phase of strategic management. It operates at two strategic and operational levels to assess consistency with the environment and pursuit of strategy. The purpose is to evaluate strategy effectiveness in achieving objectives. It tests strategy effectiveness and keeps the organization on track to objectives through feedback and corrective actions. Strategic evaluation involves participants across the organization and provides lessons for new planning, though barriers like measurement difficulties must be addressed.
Strategic planning process
This document outlines the strategic planning process for an organization. It discusses that strategic planning involves defining a strategy and allocating resources to pursue the strategy. The strategic planning process consists of three main steps - strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation involves assessing the internal and external environment through a SWOT analysis. Strategy implementation is putting the plan into action by setting short-term goals. Strategy evaluation reviews performance and makes adjustments. Key aspects of the process include defining vision, mission, goals, and department objectives to align the organization.
Chapter i introduction to strategic management
The document provides an overview of strategic management concepts including:
1. The three big strategic questions of where the organization is now, where it wants to go, and how to get there.
2. The definition of strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives.
3. The need for strategies to shape how the business is conducted and coordinate managerial actions.
4. The strategic management process of environmental scanning, strategy formulation, implementation, and evaluation.
Introduction Of Strategic Management
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
1 introduction- concepts in strategic management.
Strategic management involves 4 key processes: 1) environmental scanning to analyze internal/external factors, 2) strategy formulation to develop long-term plans, 3) strategy implementation through programs/budgets, and 4) evaluation and control to assess performance and make adjustments. These cyclical processes integrate functions like marketing, finance, and HR to help organizations adapt to changing environments and gain competitive advantages.
Strategic implementation
This document discusses various aspects of strategic implementation at the structural, behavioural, and functional levels. It provides details on different organizational structures like entrepreneurial, functional, divisional, strategic business unit, matrix, and network structures. It also discusses the importance of values, ethics, and culture during behavioural implementation. At the functional level, it explains the need for developing vertical and horizontal fit between functions. Functional plans and policies provide guidelines to implement strategies in areas like finance, marketing, operations, personnel, and information management.
What's hot (20)
Viewers also liked
27. Nature Of Strategic Management
Strategic management involves ongoing formulation, implementation, and evaluation of plans to help an organization achieve its objectives. Key terms in strategic management include strategists, who are responsible for the organization's success; mission statements, which identify the scope of operations; and external opportunities and threats, as well as internal strengths and weaknesses, which are assessed through environmental scanning.
Strategic management
What is strategic management and what are the factors responsible .How does environment play role in strategic management
Nature of sm ppt
This document provides an overview of strategic management. It discusses the comprehensive strategic management model, which involves external and internal audits to develop long-term objectives and strategies. The key stages are strategy formulation, implementation, and evaluation. Strategic management aims to integrate different business functions to achieve organizational success. It can provide benefits such as identifying opportunities and improving coordination. The document also discusses factors like business ethics, global competition, and the advantages and disadvantages of international operations.
strategic management
The document discusses the concept of strategy, its origins and evolution. It provides definitions of strategy from various sources and outlines some key points:
- Strategy originates from the Greek word "Strategia" meaning generalship and refers to leading an army. The earliest known work on strategy is Sun Tzu's The Art of War from 500 BC.
- Strategy involves determining long-term goals and objectives, and developing courses of action to achieve these goals. It provides coherence and direction to organizational actions.
- Strategic management has evolved with changes in the industrial environment and now demands that firms be future-oriented, able to respond to opportunities and threats, and build competitive advantages.
- The strategic management
Strategic management full notes
This document discusses strategic management and the strategic planning process. It defines strategy and outlines three levels of strategy: corporate, business unit, and functional. It then describes the strategic planning process, which includes establishing strategic intent, conducting an environmental scan involving internal and external analysis, and formulating strategy by defining the mission and objectives. The process aims to help organizations effectively manage opportunities and threats to achieve long-term goals.
Concepts of Strategic Management
This document summarizes key concepts from a textbook on strategic management. It discusses three main themes covered in the book: global considerations impacting strategic decisions, information technology as a strategic tool, and preserving the environment. It also outlines the strategic management process, benefits of good strategic management, and importance of ethics in business strategy.
Introduction to strategic management
This is the first lecture of 40 lectures planned for Anna University/Anna University of Technology students of 3ed semester MBA. Please provide your comments. The required notes will be uploaded soon.
Strategic Management 1
The document summarizes the key concepts of strategic management. It discusses strategic management as the set of decisions and actions to achieve company objectives. It outlines the nine critical tasks of strategic management including formulating the mission, conducting analyses, identifying options, and evaluating success. It describes the three levels of strategy as corporate, business, and functional. Finally, it presents a comprehensive model of the strategic management process.
Strategic management
The document discusses the origins and development of strategic management as a discipline. It began in the 1950s with pioneers like Chandler, Selznick, and Ansoff developing foundational concepts. Chandler recognized the importance of coordinating management functions under an overall strategy. Selznick introduced matching internal/external factors through SWOT analysis. Ansoff built on this with strategic frameworks and the concept of reducing gaps between current/desired states. The document outlines the key elements of strategic management theory that had developed by the 1970s, including relating strategy to the business environment, its fluid/complex nature, and its multi-level planning and conceptual aspects. Finally, it introduces tools for strategic analysis like PEST and scenario planning.
Ch 8 strategic management
This document provides an overview of chapter 8 from the textbook "Management" 10th edition by Stephen P. Robbins and Mary Coulter. The chapter discusses strategic management, including defining key terms, outlining the strategic management process in 6 steps, and describing various corporate and competitive strategies. It introduces concepts like the BCG matrix, Porter's five forces model, and the importance of competitive advantage. The learning outcomes at the start of each section preview the major topics and concepts covered.
Strategic Management
The document provides an overview of the evolution of strategic management thinking and practice from the 1950s to the present. It discusses how strategic management has shifted from an emphasis on budgetary planning and control to a focus on positioning, competitive advantage, innovation, and reconciling flexibility with financial control. The key stages of the strategic management process and various analytical tools and approaches are also summarized.
Different levels of strategy
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Strategic Management models and diagrams
100 Strategic Management models and diagrams for your powerful business presentations.
Content:
Powerpoint, presentations, business, slides, diagrams, charts, Strategic Pyramid, Strategic Vision, Strategy Alternatives, Five Forces Model, Competitive Advantage, Generic Strategies, Growth Strategies, Diversification Strategy, BCG Matrix, GE Business Screen, Cost Strategies, Exit/Entry Barriers, Resource Analysis, Core Competencies, Product-Life-Cycle, Top-Down-Management, Industry Analysis, International Strategies, SWOT Analysis, Portfolio Analysis, McKinsey’s 7-S Framework, Five-Phase Growth Model, Strategy Development, Merger&Acquisitions, Technology Strategies, Value Propositions, Ansoff Matrix, Experience Curve, Strategic Options, Window of Opportunity
Downlaod these diagrams on
http://www.drawpack.com
(try our free membership offer)
Strategic Management: Types of Strategy
This document discusses different types of business strategies, including integration strategies, intensive strategies, and diversification strategies. Integration strategies involve acquiring suppliers or distributors and include vertical integration (backward or forward) and horizontal integration by acquiring competitors. Intensive strategies focus on existing products and markets and include market penetration, market development, and product development. Diversification strategies involve entering new industries, either related diversification into similar products, or unrelated diversification. The document provides examples and guidelines for when each type of strategy may be effective.
Presentation team mgt
The document discusses a case study about a team called Kumar's group that is having problems. The team was formed with 5 members but they are experiencing personality conflicts, incomplete tasks, and conflicts within the team. Several problems were identified including the absence of a leader, lack of experiences, and poor team spirit. The Shea-Guzzo model of group effectiveness is applied to analyze why the group is dysfunctional, concluding the group has low outcome interdependence, task interdependence, and potency. Several options are proposed for what Kumari should do, and the recommendation is to immediately postpone the deadline, call an official meeting to appoint a leader, reprogram the plan with deadlines, and develop synergy within the group
Coordination
Coordination involves integrating various organizational activities to ensure success in achieving objectives. It is accomplished through planning, organizing, actuating, and controlling efforts according to Terry's definition. Coordination requires elements like integration, balance, proper timing, and is the essence of management as it is a continuous group process aimed at unifying effort around a common purpose. Coordination improves efficiency, enables other functions, improves human relations, allows for unity amid diversity and specialization, and reconciles different goals.
Local Area Co-ordination Presentation
This presentation was given at our health and social care forum.
Learn more online at www.valonline.org.uk
Health IT Summit Chicago 2014 Case Study: Building an Effective Gorvernance M...
Health IT Summit Chicago 2014 Case Study: Building an Effective Gorvernance M...Health IT Conference – iHT2
Sameer Badlani, MD, FACP
Chief Medical Information Officer
Assistant Professor, Section of Hospital Medicine
The University of Chicago Medicine and Biological Sciences
iHT2 case studies and presentations illustrate challenges, successes and various factors in the outcomes of numerous types of health IT implementations. They are interactive and dynamic sessions providing opportunity for dialogue, debate and exchanging ideas and best practices. This session will be presented by a thought leader in the provider, payer or government space.introduction to strategic Management
This document provides an introduction to strategic management. It outlines various course contents including management by objectives, the differences between strategic and operational plans, the evolution of the concept of strategy, levels of strategy, and the contents of a corporate strategy. It also discusses topics such as the product life cycle model, the BCG matrix approach to corporate portfolios, and definitions of strategy at the corporate, business unit, and functional levels.
Key terms in strategic management
The document discusses the key concepts of vision, mission, goals and strategies for organizations. It provides definitions and explanations for each concept: A vision describes an organization's aspirations and desired future state without specifying how to achieve it. A mission statement expresses the overriding purpose and reason for an organization's existence. Goals are qualitative targets an organization aims to achieve, and should be consistent, feasible, understandable and agreed upon. Objectives are specific, measurable targets with deadlines that help achieve goals and missions. Strategies are the plans and approaches used to pursue objectives and achieve the vision.
Viewers also liked (20)
Health IT Summit Chicago 2014 Case Study: Building an Effective Gorvernance M...
Health IT Summit Chicago 2014 Case Study: Building an Effective Gorvernance M...
Similar to Strategic+management+2
Week 1&2
This document outlines the course contents for a Strategic Management course taught by Dr. Sabeeh Zaidi at the National University of Computers & Emerging Sciences in Lahore, Pakistan. The course covers key topics in strategic management including defining strategic management, the strategic management process and model, external and internal assessments, strategy formulation, implementation, and evaluation. It also discusses concepts like competitive advantage, vision and mission statements, and the benefits of taking a strategic approach to management.
Chap001
Strategic management involves analyzing a company's internal strengths and weaknesses as well as external opportunities and threats. Key steps include formulating a mission and objectives, assessing the environment, identifying strategies, and implementing and evaluating plans. Strategic decisions require top management input and large resources, and can impact the long-term prosperity of a firm. Strategies exist at the corporate, business unit, and functional levels. Formality and the roles of managers in strategic management depend on factors like organization size and culture.
Strategy Formulation and Implementation
This document summarizes key concepts in strategic management including:
1) Strategic management involves formulating and implementing strategies to achieve organizational goals and gain a competitive advantage.
2) Grand strategies include growth, stability, and retrenchment while global strategies include globalization, multinational, and transnational approaches.
3) Strategy formulation occurs at the corporate, business unit, and functional levels and involves analyzing strengths, weaknesses, opportunities, and threats.
4) Implementing strategies requires changes to organizational structure, leadership, culture, and information systems.
Ch 08
The document discusses strategic planning and management. It defines strategic planning as setting an overall direction to achieve organizational goals. It also outlines the components of strategic management as deciding and acting on strategies to achieve a competitive advantage. Additionally, it discusses different levels of strategy like corporate, business unit, and functional strategies and tools to implement strategies such as leadership, structure, resources and systems.
B.policy
The document discusses key concepts in strategic management including defining strategic management, the strategic management process, and terminology used. It outlines the three main stages of strategic management as strategy formulation, implementation, and evaluation. It also discusses benefits and pitfalls to consider in strategic planning.
Syllabus Certified Strategic Business Analyst.doc
This 3-day course aims to equip executives with strategic business analysis capabilities. It teaches strategic planning frameworks, tools for external and internal analysis, and competitive strategies. Coursework includes developing mission statements, analyzing industry factors and competition, and writing business plans. The goal is to help participants recognize and solve strategic problems through team-based case studies and analysis. Upon completion, participants can become Certified Strategic Business Analysts by passing the certification exam.
strategy management copy.pdf
The document provides an overview of strategic management. It defines strategic management and discusses its importance, advantages, and disadvantages. It also outlines the strategic management process, which includes determining strategic position, choosing a strategy, and implementing the strategy. Additionally, it covers various strategy types at the corporate, business, functional, and operational levels. The document discusses concepts like competitive advantage, the McKinsey 7S framework, portfolio strategy, and strategic choice. It also examines tools for strategic analysis like PESTEL analysis, SWOT analysis, value chain analysis, and environmental scanning techniques.
Foundations of business strategy - Lec 1.pdf
This document contains information about Mohammed Ali Alnoosh and his background and expertise in business strategy and management consulting. Some key details include:
- Mohammed has over 16 years of experience in management, leadership, team development, and driving organizational growth across multiple sectors.
- His areas of expertise include strategic planning, business planning, business development, sales planning, CRM, strategy implementation, coaching and leadership.
- He provides training programs and consultancy services to help companies with areas like strategic planning, business development, business modeling, and sales forecasting.
- Mohammed has worked with industries like industrial, commercial, sales/distribution, mining, power, and heavy machinery.
Strategic management overview
This document discusses strategic management and various related concepts. It defines strategic management as what managers do to develop organizational strategies. It then discusses why strategic management is important, outlining the strategic management process. It also summarizes various strategy types including corporate strategies, competitive strategies, and important strategies for today's environment.
L 1 Introduction to strategic mgmt
This document provides an introduction to strategic management. It defines strategic management as the process of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The key steps in strategic management are environmental analysis, establishing organizational direction through a mission and objectives, strategy formulation, strategy implementation, and strategic control. The benefits of strategic management include taking a proactive approach to shaping the future, formulating better strategies through a systematic process, and improved financial and non-financial performance.
Introduction to Strategic Management- Unit 1 (3).pptx
This document discusses the evolution and key concepts of strategic management. It outlines four phases in the development of strategic management:
1) Basic financial planning
2) Forecast-based planning
3) Externally-oriented planning
4) Strategic management
Strategic management involves analyzing internal/external environments to evaluate policies/goals and develop new strategic plans. It focuses on achieving long-term goals and competitive advantage. The document contrasts strategic management with operational management and outlines the four phases of the strategic management process.
Role and aspects of strategic management
This document discusses various aspects of strategic management including how it relates to e-commerce, marketing, finance, human resources, global competitiveness, and environmental scanning. Several frameworks and tools for analyzing the external environment are presented, such as PEST analysis, SWOT analysis, and Porter's Five Forces model. The importance of industry analysis and competitive intelligence for strategic management is also highlighted.
STRATEGIC AND OPERATIONAL MANAGEMENT-8615
This document provides an overview of strategic and operational management strategies for educational institutions. It discusses strategic management processes like strategic planning, implementation, evaluation and decision making. It also covers operational management techniques and decision making. Specific topics summarized include the strategic management process, SWOT analysis, benefits of strategic management, strategic decision making and the 7 steps of operational decision making.
Bba473 week 1 new edition
This document provides an overview of a strategic planning and policy analysis course. The 3 main points are:
1) The course aims to teach students how to analyze an organization's strengths, weaknesses, opportunities, and threats in order to formulate strategic plans and goals.
2) Students will learn how to think strategically about a company and its business position to gain a competitive advantage.
3) Strategic planning involves analyzing where a company currently stands, where it wants to be in the future, and how it will get there.
Strategic Management
Strategic management involves developing a strategy to achieve long-term organizational objectives. It is a process that includes formulating strategy, implementing strategy, and evaluating strategy. Strategic decisions require top management involvement, large resource commitments, and consideration of external factors. Strategies can be formulated at the corporate, business, and functional levels. The strategic management process helps organizations effectively plan for and adapt to changes in their environment.
Chapter 03 2006
The document discusses strategic planning and strategic human resource management. It describes the strategic management process as determining objectives over 3-5 years by examining the environment, establishing fit with the environment, and reviewing and revising plans. It contrasts the industrial organization model, which views the external environment as the primary determinant of strategy, and the resource-based view, which sees an organization's resources and capabilities as the basis for strategic decisions. The strategic management process involves developing a mission statement, analyzing the environment, assessing the organization, establishing goals and objectives. Different corporate and business unit strategies like growth, stability, cost leadership, and differentiation are also outlined.
Strategic HRM
This document discusses strategic human resource management and its importance. It defines strategic HRM as formulating and executing HR systems to produce the competencies and behaviors an organization needs to achieve its strategic goals. A strategic HRM approach integrates HR with the company's strategy, mission, and goals. HRM can make significant contributions if included in strategic planning from the start. The document also outlines factors that influence HRM programs internally, such as organizational culture, goals, leadership style, and externally, such as economic conditions, government regulations, and the labor market.
Wheelen10 ppt01
The document discusses key concepts in strategic management including:
1) Strategic management involves setting long-term plans to manage opportunities/threats based on strengths/weaknesses and determining corporate performance.
2) The strategic management process includes environmental scanning, strategy formulation, implementation, and evaluation.
3) Strategic flexibility and becoming a learning organization are important for adapting to changing environments.
4) Different levels of strategy include corporate, business unit, and functional strategies.
Basic Concepts of Strategic mgt.ppt
The document discusses strategic management and provides definitions and concepts. It describes strategic management as including environmental scanning, strategy formulation, implementation, and evaluation. It outlines the four phases that organizations typically go through in developing strategic management: basic financial planning, forecast-based planning, externally oriented strategic planning, and strategic management. Key benefits of strategic management include improved vision, focus, and environmental understanding. Globalization, innovation, and sustainability are presented as important challenges for strategic management. Theories of organizational adaptation and creating learning organizations are also covered.
Similar to Strategic+management+2 (20)
Strategic Management for Masters in Business Administration
Strategic Management for Masters in Business Administration
Introduction to Strategic Management- Unit 1 (3).pptx
Introduction to Strategic Management- Unit 1 (3).pptx
More from Sampath
Professional Judgment and expertise in Auditing
The document discusses the importance of professional judgement and expertise in auditing. It notes that auditing standards cannot address every situation, so auditors must apply their knowledge and experience. Professional judgement is often needed when making decisions about materiality, audit procedures, evidence quality, and management judgements. The document also outlines the key requirements and skills of a professional and ethical auditor, including teamwork, communication, insight, agility, honesty, integrity, loyalty, and knowledge.
Workplace Surveilance
This document discusses workplace surveillance and provides information on various types and methods of surveillance including overt, covert, telephone, biometric, corporate, internet, video, and computer surveillance. It outlines general principles for surveillance policies, discusses advantages and disadvantages of workplace surveillance, regulations around surveillance in different countries, and practical issues related to surveillance. Examples of workplace surveillance from Logiwiz are also provided.
Workplace Surveilance
This document provides information about workplace surveillance for an assignment. It lists the group members and details of the subject. It then discusses various types of surveillance commonly used in workplaces like telephone, internet, video, computer and biometric surveillance. It also outlines general principles and legislation regarding overt and covert surveillance. The document concludes by noting there are currently no specific regulations for workplace surveillance in Sri Lanka.
TQM in HR
The document is a report on Total Quality Management in HRM written by a group of students for a university course. It includes an introduction to TQM, how TQM relates to HRM, job involvement and organizational commitment. It then discusses how TQM impacts various HRM functions such as job design, recruitment and selection, training and development, employee empowerment, teamwork and leadership, and employee participation. The report aims to demonstrate how applying TQM principles can help align HRM functions and improve organizational performance.
Management Information Systems
This document discusses management information systems. It defines an information system and explains their purpose from a business perspective in providing economic value and enabling firms to increase revenues or decrease costs. It also discusses the business information value chain and differences between behavioral and technical approaches to information systems. Contemporary approaches emphasize both behavioral and technical aspects through sociotechnical systems to help organizations achieve more efficient and effective performance.
Conflict management
Conflict is a natural part of human interaction that can have both positive and negative aspects. While conflict can strain relationships if mishandled, implementing effective conflict management strategies can help address incompatible issues and increase understanding between parties. This document discusses approaches to conflict within two companies, finding that one takes a situational view while the other seeks to prevent conflicts from arising.
Hr audit
The HR audit report summarizes the current state of the HR department at Logiwiz Limited. It finds that while the HR department has clear goals and processes for recruitment, training, and performance management, it needs improvement in communicating its mission statement and handling grievances. The report also notes that some HR functions are outsourced to the parent company, Hayleys, but Logiwiz is developing its own training and development programs. Overall, the audit finds that the HR department is structured and performing key functions, but could enhance communication and standardize some policies and procedures.
Hr audit
This document provides an overview of an HR audit conducted at LOGIWIZ Limited, a subsidiary of Hayleys Group. It describes LOGIWIZ's business operations and objectives of the HR audit, which include clarifying HR practices and roles, establishing a performance baseline, and improving effectiveness. The document reviews LOGIWIZ's recruitment processes, training and development processes, performance evaluation procedures, and current HR department structure. Based on staff survey results, the audit outcomes agree with internal relationships, recruitment, and documentation practices, but disagree with performance evaluation. Recommendations include revising the mission statement, improving internal communication, restructuring recruitment, and linking training needs to performance appraisals.
Human Resource Development.
The document provides an overview of MAS Intimates-Thurulie, a sustainable clothing factory in Sri Lanka.
1) MAS Intimates-Thurulie is a factory that produces lingerie for Marks & Spencer using sustainable practices like solar panels and rainwater harvesting. It aims to be carbon neutral.
2) Features that help reduce electricity usage by 40% and water usage by 50% compared to similar factories.
3) The factory employs over 500 people initially and is expected to employ 1,300 by 2010, setting a new benchmark for ethical and sustainable manufacturing.
Workplace Surveillance
This document discusses workplace surveillance and provides information on various types and methods of surveillance including overt, covert, telephone, biometric, corporate, internet, video, and computer surveillance. It outlines general principles for surveillance policies, discusses advantages and disadvantages of workplace surveillance, regulations around surveillance in different countries, and practical issues related to surveillance. Examples of surveillance methods used at Logiwiz like telephone calls, email, and CCTV monitoring are also provided.
Strategic+management+3
The document outlines the strategic planning process and its key elements. It describes the three main stages as understanding strategic position, strategy choice, and strategy in action. It then explains the four steps of the strategic management model as establishing strategic directions, strategy formulation, strategy implementation, and strategic controls and review. Finally, it discusses the assumptions, advantages, and disadvantages of the strategic planning model.
Strategic strategic capabilitiies 2003
This document discusses strategic capabilities in organizations. It defines strategic capabilities as the resources and competencies needed for an organization to survive and prosper. It distinguishes between threshold resources/competencies required to meet minimum customer requirements and unique/core competencies that provide competitive advantage. Cost efficiency, experience curves, and dynamic capabilities that allow renewal are discussed as important strategic capabilities. Benchmarking and analyzing value chains/networks can help diagnose an organization's strategic capabilities.
Strategic management 12
The document discusses corporate level and international strategy, specifically related to diversification. It defines diversity as a strategy that expands an organization into new markets and products. There are potentially value-creating reasons for diversification, such as utilizing underused resources and applying managerial capabilities to new areas. Related diversification stays within an organization's capabilities and value network, while unrelated diversification moves beyond these. Research shows that limited related diversification tends to outperform both undiversified and heavily diversified approaches in terms of performance. Managing the balance of diversification is important for a company's portfolio.
Strategic management 8
This document discusses key concepts in strategic management including industries and sectors, sources of competition, interpreting industry analyses, competitors and markets, critical success factors, and the external factor evaluation matrix. It defines industries as groups of firms producing similar products and notes how industry boundaries can change over time through convergence. The five forces framework is introduced as a way to identify sources of competition within an industry by examining the threat of new entrants, substitute products, buyer power, supplier power, and competitive rivalry. Interpreting industry analyses involves assessing how attractive an industry is based on these competitive forces. The document also discusses strategic groups within industries and market segmentation. It concludes by explaining the external factor evaluation matrix as a tool for evaluating and summarizing key external factors
Led session4 presentation
Leadership behavior influences follower satisfaction and organizational citizenship. Satisfied followers engage in behaviors that accomplish common goals. Motivation theories examine individual differences and cognitive processes that influence performance. Approaches like empowerment, operant conditioning, and situational factors also impact motivation. Leaders can increase follower satisfaction and motivation by giving meaningful work, treating people fairly, and ensuring just reward and disciplinary systems.
Ethics+lesson+2
This document discusses stakeholders and business ethics. It identifies key stakeholders as stockholders, managers, employees, suppliers, distributors, customers, local communities, and governments. It notes tensions between profits and higher wages, production and pollution, and supplier benefits versus consumer prices. The document also discusses business impacts on the environment like waste, energy use, pollution, and externalities - both positive impacts like new infrastructure and negative impacts like pollution.
Ethics lesson 4
The document discusses several theories of ethics including utilitarianism, rights, justice, and egoism. Utilitarianism examines the costs and benefits of actions to determine the greatest good. It can ignore individual rights and is focused on efficiency. Rights theory focuses on allowing individuals to freely pursue actions without interference from others. Justice looks at the fair distribution of costs and benefits among groups. Egoism judges actions based on their effects on an individual's interests. The document also provides an analytical approach to ethical problems by considering utility, rights, and justice.
Ethics & stakeholders
This document discusses stakeholders and business ethics. It identifies key stakeholders as stockholders, managers, employees, suppliers, distributors, customers, local communities, and governments. It notes tensions between profits and higher wages, production and pollution, and supplier benefits versus consumer prices. The document also discusses business impacts on the environment like waste, energy use, pollution, and externalities - both positive impacts like new infrastructure and negative impacts like pollution.
Diversity management
The document discusses diversity management in the workplace. It covers topics like multicultural skills building, promoting collaboration, advantages of managing diversity well, discrimination, gender barriers, persons with disabilities, older employees, and generational differences at work. It provides strategies for being a leader in a diverse workplace and developing skills to build productive relationships with all types of people from different cultural backgrounds.
Descriptive+strategic+management+process
The document outlines the key steps in the descriptive strategic management process including: 1) defining the organization's mission, vision, values and strategic intentions; 2) conducting environmental scanning to identify opportunities and threats; and 3) choosing and implementing corporate strategies through evaluating and selecting options, planning resources, and reviewing and controlling performance.
More from Sampath (20)
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. Nature and Scope of Strategic Management Learning Outcomes Define what is meant by strategic management Understand the dimensions of strategic decision Understand the benefits of strategic management Explain how strategic priorities vary by level; Corporate level, Business level and Operational level
- 3. What is Strategic Management? Strategic management understands the strategic management position of an organization, strategic choices for the future and turning strategy into action. (Johnson & Scholes,2008) Strategic management is the term that is now preferred over earlier terms such as corporate planning and strategic planning
- 4. Cont… What is Strategic Management? Thus Strategic management is , an art and science of formulating, implementing and evaluating cross functional decisions that enable of an organization to achieve its objectives (Fred R.David,2006)
- 5. Dimensions of Strategic Decision Strategic issues require Top-management support Strategic issues involves allocation of large amount of resources Strategic issues tend to have a significant impact on the long term prosperity of the firm Strategic issues are future oriented Strategic issues have company-wide consequences Strategic issues necessitate considering factors in the firm’s external environment
- 6. Benefits of Strategic Management Strategic management allows an organization to be proactive than reactive in shaping its own future Financial Benefits Improvements in sales Profitability Productivity
- 7. Non-Financial Benefits It allows to identification, prioritization and exploitation of opportunities It provide an objective view of management problems Represent a framework for improved coordination and control of activities Minimize the effect of adverse condition and changes Allows major decisions to better support established objectives Allows more effective allocation of time and resources to identified opportunities Allows fewer resources and less time to be devoted to correcting erroneous and adhoc decisions Create a framework for internal communication among personnel Helps integrate the behaiour of individuals into a total effort
- 8. Guidelines for Effective Strategic Management Open mindedness Resource bound Trade-off between different objectives
- 9. Levels of Strategy in an Organization Any level of the organization can have objectives and devise strategies to achieve them According to Hofer and Schendle there are three levels of strategies, Corporate level strategy, Business level strategy and Functional level strategy.
- 10. Cont… Levels of Strategy in an Organization Corporate Level Strategy According to Johnson and Scholes corporate level strategy is concerned with what types of business the organization is in Corporate strategy is formulated by top management to oversee the interests and operations of organizations that contain more than one line of business.
- 11. Cont… Corporate level strategy Various aspects of corporate strategy 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
- 12. Business Level Strategy Business level strategy has an organization approaches a particular product market area Business strategy can involve decisions such as whether to segment the market and specialize in particular profitable areas, or to compete by offering a wider range of products
- 13. Functional Level Strategy/Operational Strategies Functional strategies concerned with how the components part of an organization deliver effectively the corporate and business level strategies in terms of resources, processes and people
- 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. The Challenges for Strategic Management Preventing strategic drift Strategic drift is where strategies progressively fall to address the strategic position of the organization and performance deteriorates The need of understand and address contemporary issues The benefit of viewing strategy in more than one way(strataegy lenses)
- 17. Strategic Management Position The environment Strategic capability Expectations and purposes
- 18. Strategic choices Business level strategy Corporate level and international Developmental directions and methods
- 19. Strategy into action Organizing Enabling Managing change
- 20. Strategic Drift Environment Change Strategic change
- 21. Contemporary issues Internationalization E-commerce Changing purposes Knowledge and learning
- 22. Strategy Lenses Strategy as design Strategy as experience Strategy as ideas