... 2. Compare a company’s strategic plan with a football team’s game plan. A strategic plan is, in essence, a company’s game plan. Just as a football team needs a good game plan to have a chance for success, a company must have a good strategic plan to compete successfully. 3. Describe the three activities that comprise strategy evaluation. The three fundamental strategy-evaluation activities are (1) reviewing external and internal factors that are the bases for current strategies, (2) measuring performance, and (3) taking corrective actions 4. How important do you feel “being adept at adapting” is for business firms? Explain. The strategic-management process is based on the belief that organizations should continually monitor internal and external events and trends so that timely changes can be made as needed. 5. Compare the opossum and turtle to the woolly mammoth and saber tooth tiger in terms of being adept at adapting. Students’ answers will vary, but students are likely to make the argument that those species that are adept at adapting are able to survive, while those that are unable to adapt are more likely to perish and become extinct. 6. As cited in the chapter, Edward Deming, a famous businessman, once said, “in God we trust. All others bring data.” What did Deming mean in terms of developing a strategic plan? The strategic-management process can be described as an objective, logical, systematic approach for making major business decisions...
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...Part 1 Question 1 Using concepts/frameworks from Block 3 analyse the marketing environment of an organisation of your choice. Question 2 Critically evaluate how this organisation is responding to its changing environment by adapting (or not adapting) one element of its marketing activities from the following: · products · services · branding · marketing channels · pricing · marketing communications. Introduction Founded by the pharmacist and US-American John Stith Pemberton (1831-1888) in 1886, the Coca Cola Company is the world's leading manufacturer in the soft drink industry. Once started with just one product, Coca Cola, meanwhile the company conceived more than 500 brands. Not only the range of products changed but also the quanitity of countires the Coca Cola Company is operating in. One of the major goals of the organisation is quite self-explanatory and transparent. They want to manufacture products with a tremendous quality which encourage the company to remove from the top competitors and satisfy the customers appropriatley. The destination of the company in the soft drink industry as the world's leading producer is among others based on the effective evaluation of its internal and external environment. In the following essay i am going to thematize diverse aspects. (Source: Homepage of the Coca Cola Company) Political: In consideration of the fact that 71 % of the net income arises from the sale in interantional markets,...
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...breaking through the South Korean market in the year 1999. Tesco’s nifty idea to form a joint venture with the giant electronic company, Samsung, has ever since becomes the core of its growing success to be one of the biggest retailer in the world. Lucky for Tesco, the collaboration made the whole process of understanding the external environments which otherwise would require even more cost and time consuming. For example, Tesco gained new in depth knowledge about how the local market works, and acquire the best locations for store. In addition to the advantages, Tesco accomplished well to meet the demand of the Korean consumers, localize their stores and also introduce its own way of work to the South Korean country. Evidently these external forces are essential for the future of an organisation going global, that is why Tesco grew rapidly and became one of the top retailers in South Korea. However, similar to the various personal experienced and situation that kid went through when growing up, business organisations face many challenges in the process as well, and it differs from one organisation to another, depending on the current external environment. We now know...
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...over the organization's day-to-day operations. The term refers to the person who takes all the decisions regarding the upliftment of the company, which includes all sectors and fields of the business like operations, marketing, business Development, finance, Human resources, etc. 2. Chiefs Human Resources Officer (CHRO) – 2 Person (Internal and External) * Top CHRO concerns fall roughly into three broad categories: talent, capabilities and culture. i. Talent * Talent management includes building the quality and depth of talent, including a focus on succession and leadership or employee development. ii. Capabilities * Managing corporate capabilities includes dealing with rapid changes in technology, globalization, and the increasingly complex external context of government regulations and public policy (impacting union and employee relations, executive compensation, health care, retirement programs, health and safety, etc.). * The key capabilities required will vary by company based on business strategy and the competitive global environment. Adapting to new technologies and sources of information and communications are essential to success for all companies. Other capabilities the HR function must help the company develop include:...
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...-- 2 HEALTH CARE ENVIRONMENT------------------ 3 HEALTH & ILLNESS---------------------------------- 4-5 NURSING-------------------------------------------------- 5 CONCLUSION------------------------------------------- 6 REFERENCES------------------------------------------- 7 INTRODUCTION: Nursing is a discipline and a profession. As a profession, nursing is committed to assisting individuals in the performance of activities that contribute to their health. As a discipline, nursing supports the belief that there is a dynamic interrelationship between the individual and the environment (Meleis, et al. 2000). Nursing should be practiced recognizing the physiological, psychological, sociocultural, development and spiritual variables of the patient (Baranowski, Perry , & Parcel, 1997) . This nursing philosophy is based on Neuman System Model, Science of Unitary Beings and Social Cognitive Theory. Nursing is one of the external resources available to the person (Baranowski, Perry, & Parcel, 1997). Nurses use knowledge and skill in working with people to promote, maintain, and restore the balance between the person and the environment, and when necessary, to support a dignified death. Health is a relative state of being which is characterized by wellness, illness, disease, or dysfunction (Meleis, et al. 2000). Any view of health must consider both developmental and environmental influences. A person uses both internal and external resources to achieve...
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...company takes to attain superior performance. What is the strategic management process? * The process by which managers choose a set of strategies for the enterprise to pursue its vision. Overview Basic Strategic Planning Model Rational planning by top management? Strategic Planning Implementation of Chosen Strategies Selection of Appropriate Strategies Internal Analysis of Strengths and Weaknesses External Analysis of Opportunities and Threats Defining the Mission and Setting Top-Level Goals The Main Components of the Strategic Planning Process FIGURE 1.1 Mission and Goals Mission * Sets out why the organization exists and what it should be doing. Major goals * Specify what the organization hopes to fulfill in the medium to long term. Secondary goals * Are objectives to be attained that lead to superior performance. Identify strategic opportunities and threats in the operating environment. 1. immediate (industry) 2. macroeconomics 3. national External Analysis political/legal forces owners/board of directors managers employees economic forces technological forces socio-cultural forces competitors customers financial intermediaries local communities activists unions...
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...CHAPTER IX STRENGTHS, WEAKNESS, OPPORTUNITIES, AND THREATS ANALYSIS Strategic planning is a tool for organizing the present on the basis of the projections of the desired future. A strategic plan is a road map to lead an organization from where it is now to where it would like to be in five or ten years.It is necessary to have a strategic plan for your organization. In order to develop a comprehensive plan for your organization which would include both long- range and strategic elements.One of the most important parts of the strategic planning process is the examination of the internal and external environment of the business. The strengths or weaknesses of the business can be seen by considering its internal environment. On the other hand, the external environment factors of the business define the threats and opportunities it will face. Strengths, Weaknesses, Opportunities, and Threats analysis can be used for all sorts of decision making and proactive thinking rather than relying in habitual or instinctive reactions in the business. Specifically, SWOT analysis is basic straight-forward model that assesses what an organization can and cannot do as well as its potential opportunities and threats. SWOT analysis is essential in a business in accomplishing its objectives and what obstacles must be overcome or minimized to achieve the desired result. It is but inevitable for business enterprises to be faced with serious problems and be burdened with critical decision making...
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...Week One Student Guide In Week One, you will be introduced to the key concepts and theories of management’s four primary functions: planning, organizing, leading, and controlling. The readings explain various internal and external factors that affect management. These factors are important because as you examine each of the four primary management functions, you will become more aware of the internal and external influences as well as the decision-making processes that affect management. Functions of Management OBJECTIVE: Define the four functions of management. Resources: Ch. 1 and Appendix A of Management: Leading & Collaborating in a Competitive World Content • Ch. 1: Managing of Management: Leading & Collaborating in a Competitive World o Managing in the New Competitive Landscape • Globalization • Technological Change • Knowledge Management • Collaboration across “Boundaries” o Managing for Competitive Advantage • Innovation • Quality • Service • Speed • Cost Competitiveness • Delivering All Five o The Functions of Management • Planning: Delivering Strategic Value • Organizing: Building a Dynamic Organization • Leading: Mobilizing People • Controlling: Learning and Changing • Performing All Four Management Functions o Management Levels and Skills • Top-Level Managers • Middle-Level Managers ...
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...addressed: (1) How would the virtual integration affect the operations of Ford in areas of ordering, quality control and distribution? (2) Should Ford completely Dell’s business model or which aspects would work best for Ford? (3) Could Dell’s cycle time and lead times be replicated into Ford’s automotive infrastructure and would the current technology at Ford support this? and (4) Would virtual integration be feasible in the automotive industry given the product characteristics and industry scope? It was found that emerging technologies, globalization of foreign-based auto manufacturers and intense industry competition caused Ford’s issues. Subsequently, there were two ways Ford could handle this: adopting the whole Dell’s business model or adapting aspects of the business model. It was recommended that Ford should adapt aspects of the...
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...needs. Competitive Environment: The immediate environment surrounding a firm; includes suppliers, customers, rivals, and the like. Competitive Intelligence: Information that helps managers determine how to compete better. Cooperative Strategies: Strategies used by two or more organizations working together to manage the external environment. Defenders: Companies that stay within a stable product domain as a strategic maneuver. Demographics: Measures of various characteristics of the people who make up groups or other social units. Diversification: A firm’s investment in a different product, business, or geographic area. Divestiture: A firm selling one or more businesses. Domain Selection: Entering a new market or industry with an existing expertise. Empowerment: The process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization. Environmental Scanning: Searching for and sorting through information about the environment. Environmental Uncertainty: Lack of information needed to understand or predict the future. External Environment: All relevant forces outside a firm’s boundaries, such as competitors, customers, the government, and the economy. Final Consumer: Those who purchase products in their finished form. Flexible Processes: Methods for adapting the technical core to changes in the environment. Forecasting: Method...
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...Table of Contents Introduction 2 External Environment: laying the foundations 2 Task Environment 3 General Environment 4 Non-Profit vs. For-Profit: perspectives on competition 5 Environment Characteristics 6 Opportunity or Threat? 8 Conclusion 8 References 10 Introduction “No organization can exist in a vacuum” (“Key forces in the external environment, Chapter 3”, n.d.). To a certain extent all types of organisations; whether private or public services, governmental bodies or charitable groups, are subject to and influenced by specific environmental factors. In this day and age with many existing classes of organisations utilising different approaches to management, there is a feasible assumption that a common change in the organisational environment may likely affect two separate organisations diversely. This response will identify how the environment directly impacts organisations, in relation to leadership roles and organisational performance. For the purpose of comparison, the point of focus will revolve around two major classes of organisations namely; ‘profitable’ verses ‘not-for-profit’ groups. The primary aim of this paper is to construct a foundational view of the external environment from a manager’s perspective. Theoretical key principles discussed will attempt to identify with the following statement - “In comparison to profitable groups; not-for-profit groups possess a different...
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...External Environment Table of Contents Introduction 2 External Environment: laying the foundations 2 Task Environment 3 General Environment 4 Non-Profit vs. For-Profit: perspectives on competition 5 Environment Characteristics 6 Opportunity or Threat? 8 Conclusion 8 References 10 Introduction “No organization can exist in a vacuum” (“Key forces in the external environment, Chapter 3”, n.d.). To a certain extent all types of organisations; whether private or public services, governmental bodies or charitable groups, are subject to and influenced by specific environmental factors. In this day and age with many existing classes of organisations utilising different approaches to management, there is a feasible assumption that a common change in the organisational environment may likely affect two separate organisations diversely. This response will identify how the environment directly impacts organisations, in relation to leadership roles and organisational performance. For the purpose of comparison, the point of focus will revolve around two major classes of organisations namely; ‘profitable’ verses ‘not-for-profit’ groups. The primary aim of this paper is to construct a foundational view of the external environment from a manager’s perspective. Theoretical key principles discussed will attempt to identify with the following statement - “In comparison to profitable groups; not-for-profit groups possess a different degree of vulnerability...
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...Organizational Behavior Terminology and Concepts Sara Starnes Axia College of the University of Phoenix MGT/307 Bruce Bowring Organizational behavior and culture is how people, individuals, and groups interact with each other in the environment of the organization. There is a study of organizational behavior call (OB) for short, which is a study and application of the knowledge gained about how people as individuals and groups interact in organization. This is done with an understanding on how to interpret people-organization relationships in the terms of the whole person, whole groups, as well as the organization as a whole and its social system. Organizational behavior is a mixture of human behavior, change, leadership, teams and how they all work and interact on all behaviors within that working environment. Organizational culture is composed of the formal organization, informal organization, and the social environment. People within an organization as groups will evolve over time, they face two basic challenges: integrating individuals into an effective whole, and adapting effectively to the external environment in order to survive. As groups find solutions to these problems over time, they engage in a kind of collective learning that creates the set of shared assumptions and beliefs we call "culture." The four major models that organizations operate out of are autocratic, custodial, supportive, and collegial. Autocratic is the basis of this model is power with a...
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...The first thing that I noticed is that the external environment for which Waste Management, Inc. operates in is changing drastically and in many ways. The other thing I saw is that the internal environment of the company is not adapting at all to the changes in the external environment, and that is where the company’s problem lies. Waste Management, Inc. needs to use environmental scanning to its advantage, rather than seeing the problems and doing nothing to fix them. Had Waste Management, Inc. used some sort of environmental scanning to look into the current and future state of their business, they may have noticed some major problems in the environments they were dealing with. In the internal environment the biggest issues are with the Executive Board, the company’s employees, and the company culture. As mentioned in the article the CEO is really trying to listen to suggestions in order to help the company succeed long term, but the rest of the executive team is weary of changes and believes that what they are doing is the right way to run the business. This thought process trickles down from the leaders to all of the other employees and therefore shapes the culture of the company. According to the article, the culture of Waste Management, Inc. is based around the idea that burying waste is the only way to handle it and the company has built its entire infrastructure around that idea. Unfortunately for them, the external environment is changing in a way that does not mesh well...
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...any single theory covers all you need to know in public relations or any other discipline; therefore, it is valuable to look at theories by grouping them according to how they are used. We start with theories of relationships, then, we discuss theories of persuasion and social influence. Systems Theory Systems theory is useful in public relations because it gives a way to think about relationships. Generally, systems theory looks at organizations as made up of interrelated parts, adapting and adjusting to changes in the political, economic, and social environments in which they operate. Organizations have to recognizable boundaries, within which they operate. Well placed communication structure guides the parts of the organization to achieve organizational goals. The leader of organization creates and maintains these internal structures. Grunig, Grunig, and Dozier state that the systems perspective emphasizes the interdependence of organizations with their environments, both internal and external to the organization. According...
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