...Strategic Management Patricia Murtagh The University of Sunderland © 2014 The University of Sunderland First published January 2014, revised February 2014 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without permission of the copyright owner. While every effort has been made to ensure that references to websites are correct at time of going to press, the world wide web is a constantly changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK Copyright © 2014 University of Sunderland ii Contents vi Introduction Unit 1 1 2 5 7 Concepts, models and theories 20 Introduction 2.1 A comparison of concepts, models and theories relating to competitive advantage 2.2 An evaluation of concepts, models and theories relating to strategic choice Case Study: Ciba Vision 2.3 Concepts, models and theories relating to strategic evaluation Case Study: The University of Exeter...
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...organisation 14 3 The Levels and Formulation of Strategy 17 3.1 Introduction - definition 17 3.2 Process of strategy 17 3.3 Levels of strategy 19 3.4 Types of Strategy 19 3.5 Other Types of Strategic formulation 22 4 Schools of Strategy 24 4.1 Introduction - Definition - there are three ‘schools’ of strategy 24 Please click the advert The next step for top-performing graduates Masters in Management Designed for high-achieving graduates across all disciplines, London Business School’s Masters in Management provides specific and tangible foundations for a successful career in business. This 12-month, full-time programme is a business qualification with impact. In 2010, our MiM employment rate was 95% within 3 months of graduation*; the majority of graduates choosing to work in consulting or financial services. As well as a renowned qualification from a world-class business school, you also gain access to the School’s network of more than 34,000 global alumni – a community that offers support and opportunities throughout your career. For more information visit www.london.edu/mm, email mim@london.edu or give us a call on + 44 (0)20...
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...P A R T I Discovering Momentum 1 1 The Power of Momentum Where’s the Impetus? Momentum. Most businesses get it at some point: the impression that everything they undertake succeeds effortlessly, as if they’re being carried along by a tailwind that increases their efficiency and propels them on to exceptional growth.1 Some hold on to it. Most don’t. Slowly, imperceptibly, the tailwind turns around and the momentum disappears, without anyone quite realizing what has happened. The company is still growing, but not as strongly as before, not as efficiently. Everyone’s maxing out, but it seems like there’s molasses in the works. Sound familiar? Sooner or later, it hits you in the face. Imagine you are meeting up with a senior analyst whose opinion counts with some of your company’s biggest investors. You think you’re on safe ground—after all, your company is doing better than the competition. But the analyst is in full gimlet-eyed, illusion-killing mode. “That’s nothing to crow about,” she says. “Yeah, you’ve got reasonable growth, but it’s nothing exceptional. You’re a safe bet, nothing more. Okay, I might tell my mom to buy, but 3 The Momentum Effect then she’s happy with inflation plus one. The way we see it, you’re really grinding it out. We reckon the strain’s getting harder, too. There’s no impetus—no momentum.” Words like that can really take the gloss off a day. The next time you gather your team, you don’t congratulate them on beating their targets—you...
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...One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do their work in an organization. This is a consciously coordinated social unit, composed of two or more people, that functions on...
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...Praise for the Second Edition of Beyond Change Management “Once again, Dean and Linda have nailed it! Beyond Change Management is an extraordinary book examining the shifts in change management that have occurred over the years. This book offers real, practical solutions for change practitioners to become extraordinary conscious change leaders.” —Darlene Meister, director, Unified Change Management, United States House of Representatives “Entering the offices recently of a highly respected Fortune 500 company, I was stunned by the enormity of change they were facing and at the same time how ill-equipped they were to deal with the challenges that lay ahead of them. They had little capacity to lead and manage the change required. And, of course, consulting firms were swarming all over them. Th ey needed this book by the Andersons to help them. In fact, Chapter Five alone on building organizational capability is worth the price of the book.” —W. Warner Burke, Ph.D., Edward Lee Thorndike Professor of Psychology and Education; chair, Department of Organization and Leadership; program coordinator, Graduate Programs in Social-Organizational Psychology, Teachers College, Columbia University “Beyond Change Management is a must-read for today’s C-Suite executives and those who lead organizational change. Change is a fact of life in all successful businesses. Based on this breakthrough construct, we now view our approach to transformational change as a strategic advantage. It is a way of...
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...MANAGEMENT Leading & Collaborating in a Competitive World Foundations of Management • Managing • The External Environment and Organizational Culture • Managerial Decision Making Planning: Delivering Strategic Value • Planning and Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship Strategy Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their organizations operate— the context that both constrains and provides opportunities for managers. It also discusses what can be described as the organization’s internal environment: its culture. Chapter 3 discusses the most fundamental managerial activity: decision making. Because managers make...
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...Environmental Change 17 (2007) 445–459 Barriers perceived to engaging with climate change among the UK public and their policy implications Irene Lorenzonia,b,������, Sophie Nicholson-Coleb, Lorraine Whitmarshb a School of Environmental Sciences, University of East Anglia, Norwich, NR4 7TJ, UK b Tyndall Centre for Climate Change Research, School of Environmental Sciences, University of East Anglia, Norwich, NR4 7TJ, UK Received 25 August 2006; received in revised form 12 January 2007; accepted 17 January 2007 Abstract This paper reports on the barriers that members of the UK public perceive to engaging with climate change. It draws upon three mixed-method studies, with an emphasis on the qualitative data which offer an in-depth insight into how people make sense of climate change. The paper defines engagement as an individual’s state, comprising three elements: cognitive, affective and behavioural. A number of common barriers emerge from the three studies, which operate broadly at ‘individual’ and ‘social’ levels. These major constraints to individual engagement with climate change have implications for achieving significant reductions in greenhouse gases in the UK. We argue that targeted and tailored information provision should be supported by wider structural change to enable citizens and communities to reduce their carbon dependency. Policy implications for effective engagement are discussed. r 2007 Elsevier Ltd. All rights reserved. Keywords: Climate change; Engagement;...
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...Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 Foundations of Management • Managing • The External Environment and Organizational Culture • Managerial Decision Making Planning: Delivering Strategic Value • Planning and Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship Strategy Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their organizations operate— the...
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...Critique of Nonviolent Politics From Mahatma Gandhi to the Anti-Nuclear Movement by Howard Ryan (howard@netwood.net) Preface 2 Part I 1 2 3 4 5 6 7 Problems of Nonviolent Theory Nonviolent Philosophy 6 Moral View: Violence Itself Is Wrong 9 Practical View: Violence Begets Violence 13 Nonviolent Theory of Power 21 Voluntary Suffering 24 Common Nonviolent Arguments 34 A Class Perspective 49 Part II 8 9 10 11 12 13 14 15 16 Gandhi: A Critical History Father of Nonviolence 56 Satyagraha in South Africa 59 Textile Strike 66 Noncooperation Movement 1919-22 70 Religious Conflicts 80 Salt Satyagraha 87 Congress Ministries 97 The War Years 101 Independence and Bloodshed 111 Part III 17 18 19 20 Nonviolence in the Anti-Nuclear Movement Nonviolent Direct Action 120 Consensus Decision Making 123 Open, Friendly, and Respectful 136 Civil Disobedience 142 Epilogue 151 Notes 154 ©2002 by Howard Ryan. All rights reserved. Readers have my permission to use and distribute for non-profit and educational purposes. Critique of Nonviolent Politics 2 Preface (2002) Critique of Nonviolent Politics may be the only comprehensive critique of nonviolent theory that has been written. I wrote it between 1980 and 1984, while living in Berkeley, California. Since 1977, I had been active in the movement against nuclear power and weapons which, in California, focused its protests at the Diablo Canyon Nuclear Plant near San Luis Obispo, and at the University of California's Lawrence Livermore Labs where...
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...UNIT 1 i Overview of strategic management Unit 1 BMG 303/05 Strategic Management Overview of Strategic Management ii WAWASAN OPEN UNIVERSITY BMG 303/05 Strategic Management COURSE TEAM Course Team Coordinator: Dr. Chuah Poh Lean Content Writer: Dr. Hasliza Abdul Halim Instructional Designer: Mr. Khoo Chiew Keen Academic Member: Ms Lum Li Sean COURSE COORDINATOR Ms. Loo Saw Khuan EXTERNAL COURSE ASSESSOR Associate Professor Dr. Haji Hamzah Dato Abdul Rahman, Universiti Utara Malaysia. PRODUCTION Editor: Pelangi Sdn. Bhd. In-house Editor: Mr. Khoo Chiew Keen Graphic Designer: Deam Enterprise Wawasan Open University is Malaysia’s first private not-for-profit tertiary institution dedicated to adult learners. It is funded by the Wawasan Education Foundation, a tax-exempt entity established by the Malaysian People’s Movement Party (Gerakan) and supported by the Yeap Chor Ee Charitable and Endowment Trusts, other charities, corporations, members of the public and occasional grants from the Government of Malaysia. The course material development of the university is funded by Yeap Chor Ee Charitable and Endowment Trusts. © 2013 Wawasan Open University All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior written permission from WOU. Wawasan Open University (KPT/JPT/DFT/US/P01) ...
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...RESOURCE MANAGEMENT ii For free online support material please go to the Kogan Page website: www.koganpage.com/strategichrm Password: SHRM53756 iii STRATEGIC HUMAN RESOURCE MANAGEMENT A GUIDE TO ACTION 4TH EDITION Michael Armstrong London and Philadelphia iv Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author. First published in Great Britain and the United States in 1992 as Human Resource Management: Strategy and Action Second edition published as Strategic Human Resource Management: A Guide to Action 2000 Third edition 2006 Reprinted 2006 Fourth edition 2008 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned...
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...B2B Brand Management Philip Kotler ´ Waldemar Pfoertsch B2B Brand Management With the Cooperation of Ines Michi With 76 Figures and 7 Tables 12 Philip Kotler S. C. Johnson & Son Distinguished Professor of International Marketing Kellogg School of Business Northwestern University 2001 Sheridan Rd. Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Waldemar Pfoertsch Professor International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany waldemar.pfoertsch@pforzheim-university.de ISBN-10 3-540-25360-2 Springer Berlin Heidelberg New York ISBN-13 978-3-540-25360-0 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2006930595 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered...
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...Fourth Edition Reframing Organizations Artistry, Choice, and Leadership LEE G. BOLMAN TERRENCE E. DEAL B est- se l l i n g a u t h o rs of LEADING WITH SOUL FOURTH EDITION Reframing Organizations Artistry, Choice, and Leadership Lee G. Bolman • Terrence E. Deal Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-6468600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-7486011, fax 201-748-6008, or online at www.wiley.com/go/permissions. Credits are on page 528. Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read. Limit of Liability/Disclaimer...
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...Chapter 6 Chapter 7 Chapter 8 Chapter 9 Breakout Strategy Getting on the Fast Track Staying out Front Breakout Dynamics Putting Vision to Work Being a Magnet Company Delivering the Promise Executing Breakout Breakout Leadership Appendix: case study companies Index List of Figures Figure 1.1 Figure 2.1 Figure 3.1 Figure 4.1 Figure 5.1 Figure 5.2 Figure 5.3 Figure 5.4 Figure 5.5 Figure 6.1 Figure 6.2 Figure 6.3 Figure 6.4 Figure 7.1 Figure 7.2 Figure 7.3 Figure 8.1 Figure 8.2 Figure 8.3 Figure 9.1 The Breakout Strategy Cycle Companies Getting on the Fast Track Companies Staying Out Front Types of Capital and the Capital Accumulation Process The Vision Wheel State Transition for Harley-Davidson: Organization State Transition for Harley-Davidson: Culture State Transition for Harley-Davidson: Relationships State Transition for Harley-Davidson: Markets The Six Pillars of a Value Proposition Leveraging up the Apple Value Proposition Reconciling Different Value Propositions Leveraging up Samsung Electronics’ Value Proposition Components of a Business Model Aligning the Business Model and Value Proposition Business Model Needs Analysis Delivering Strategy System Balance and Strategy Delivery at CEMEX Organizational Culture and Cultural Reproduction Breakout Leadership Capabilities Chapter 1 Breakout Strategy ______________________________________________ We all want to identify the essential ingredient that makes for outstanding business success, the decisive factor that...
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...Project: McDonalds and Hindu Culture Submitted By: Submitted By: 1. Connie Li 2. Elizabeth Sobel 3. Deep Kakkar 4. Maria Rutledge 5. Panna Patel Table Of Contents Table Of Contents 2 Gaining Familiarity 3 Stakeholders 4 Recognizing Symptoms 4 Controversy Analysis 5 Consequences To Controversy 5 Steps taken by McDonald’s to win customers’ trust 6 Identity and Relationship Based Issues 8 Conducting the SWOT Analysis 9 Strengths 9 Weaknesses 9 Opportunities 9 Threats 10 Challenges 10 Making the Diagnosis 11 Goals 11 Doing the Action Planning 13 Increasing Its Successes 14 Reducing Its Weaknesses 15 Tapping Into Its Weaknesses 16 Minimizing Its Threats 16 Conclusion 17 Alternatives 17 Correction to text 17 Appendix 18 Bibliography 32 Gaining Familiarity Some people might believe that India is a country with a single culture, but India is in fact comprised of more than five thousand different ethnic communities. “Each region and Sub-region in India has distinct food traditions and preferences…fast foods such as Samosa ,Bhel-puri, Chola bhatura, Pakoda, Aloo-bhurji,, Pav-bhaji, Dosa, and Sambar vada are popular among Indian consumers” (Dyson and others, 2004). In 1990, McDonald’s, Wendy’s and Burger King all announced that they were switching to vegetable oil to reduce the fat content in their fries. Previously, they cooked their fries in tallow, which is defined...
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