...STR 581 Entire Course For more classes visit www.snaptutorial.com STR 581 Week 1 Individual Assignment Ethics Reflection Paper STR 581 Week 1 DQ 1 STR 581 Week 1 DQ 2 STR 581 Week 1 Knowledge Check STR 581 Week 2 Learning Team Activity (Innovation Strategy) STR 581 Week 2 Individual Assignment Research Proposal STR 581 Week 2 DQ 1 STR 581 Week 2 DQ 2 STR 581 Week 2 Knowledge Check STR 581 Week 3 Individual Assignment External and Internal Environmental Analysis STR 581 Week 3 Learning Team Peer Evaluation STR 581 Week 3 Knowledge Check STR 581 Week 3 DQ 1 STR 581 Week 3 DQ 2 STR 581 Week 4 Individual Assignment Strategic Choice and Evaluation STR 581 Week 4 Learning Team Peer Evaluation STR 581 Week 4 Knowledge Check STR 581 Week 4 DQ 1 STR 581 Week 4 DQ 2 STR 581 Week 5 Individual Assignment Implementation, Strategic Controls, and Contingency Plans STR 581 Week 5 Learning Team Peer Evaluation STR 581 Week 5 Knowledge Check STR 581 Week 5 DQ 1 -------------------------------------------------------------------------------- STR 581 Week 1 DQ 1 For more classes visit www.snaptutorial.com What are the major components of a strategic management process? Which of these components is the most difficult for managers to perform? Explain your answer. -------------------------------------------------------------------- STR 581 Week 1 DQ 2 For more classes visit www.snaptutorial.com Where have you seen organizational mission, vision, and values statements...
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...SYLLABUS STR/581 SYLLABUS SCHOOL OF BUSINESS STR/581 STRATEGIC PLANNING & IMPLEMENTATION MAIN CHARLOTTE CAMPUS 04/01/2013 TO 05/06/2013 Copyright © 2011, 2010, 2009, 2008 by University of Phoenix. All rights reserved. COURSE DESCRIPTION THIS CAPSTONE COURSE INTEGRATES CONCEPTS FROM ALL PRIOR COURSES IN THE PROGRAM. STUDENTS APPLY THE CONCEPTS OF STRATEGIC PLANNING AND IMPLEMENTATION TO CREATE SUSTAINABLE, COMPETITIVE ADVANTAGE FOR AN ORGANIZATION. OTHER TOPICS INCLUDE ENVIRONMENTAL SCANNING, STRATEGIC ANALYSIS, CORPORATE SOCIAL RESPONSIBILITY, IMPLEMENTATION AND EVALUATION, AND RISK MANAGEMENT. POLICIES FACULTY AND STUDENTS/LEARNERS WILL BE HELD RESPONSIBLE FOR UNDERSTANDING AND ADHERING TO ALL POLICIES CONTAINED WITHIN THE FOLLOWING TWO DOCUMENTS: UNIVERSITY POLICIES: YOU MUST BE LOGGED INTO THE STUDENT WEBSITE TO VIEW THIS DOCUMENT. INSTRUCTOR POLICIES: THIS DOCUMENT IS POSTED IN THE COURSE MATERIALS FORUM. UNIVERSITY POLICIES ARE SUBJECT TO CHANGE. BE SURE TO READ THE POLICIES AT THE BEGINNING OF EACH CLASS. POLICIES MAY BE SLIGHTLY DIFFERENT DEPENDING ON THE MODALITY IN WHICH YOU ATTEND CLASS. IF YOU HAVE RECENTLY CHANGED MODALITIES, READ THE POLICIES GOVERNING YOUR CURRENT CLASS MODALITY. COURSE MATERIALS BARNEY, J. B. (2007). GAINING AND SUSTAINING COMPETITIVE ADVANTAGE (3RD ED.). UPPER SADDLE RIVER, NJ: PEARSON PRENTICE HALL. MINTZBERG, H., GHOSHAL, S., LAMPEL, J., & QUINN, J. B. (2003). THE STRATEGY PROCESS: CONCEPTS, CONTEXTS, CASES (4TH ED.). UPPER SADDLE...
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...Questions.doc STR-581 Week 3 Learning Team Assignment External and Internal Environmental Analysis.doc STR-581 Week 4 Discussion Questions.doc STR-581 Week 4 Learning Team Assignment Strategic Choice and Evaluation Paper.doc STR-581 Week 4.doc STR-581 Week 5 Assignment.doc STR-581 Week 5 Discussion Questions.doc STR-581 Week 5 Learning Team Implementation, Strategic Controls, and Contingency Plans.doc STR-581 Week 6 Learning Team Assignment Strategic Plan and Paper.doc STR-581 Week 6 Assignment.doc STR-581 Week 6 Discussion Questions.doc STR-581 Week 6 Learning Team Assignment Strategic Plan and Presentation.pptx Business - General Business STR 581 Week 1 Individual Ethics Reflection Paper STR 581 Week 2 Individual Research Proposal STR 581 Week 2 Learning Team Innovation Strategy Paper STR 581 Week 3 Individual External and Internal Environmental Analysis STR 581 Week 3 Learning Team Capstone Review I STR 581 Week 4 Individual Strategic Choice and Evaluation Paper STR 581 Week 4 Learning Team Grand Strategy Rankings STR 581 Week 5 Individual Implementation, Strategic Controls, and Contingency Plans STR 581 Week 5 Learning Team Capstone review II STR 581 Week 6 Individual Strategic Plan Presentation If you do well in one area of schoo...
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...behaviors, the new institutionalism offers a distinctively sociological perspective for studying and understanding organizations. Nevertheless, the institutional change also provoked an array of issues that have long been facing the institutional organization theory and have been widely discussed by institutionalists. In this paper, I am going to illustrate as follows two main problems that carry the most argumentations among institutionalists– how to reconcile the conflict between efficiency and institutional rules in organizations isomorphic with institutional environment, by comparing Jens Beckert’s Agency, entrepreneurs, and institutional change and John W. Meyer and Brian Rowan’s Institutionalized organizations; to what degree should organizations be institutionalized, by comparing John W. Meyer and Brian Rowan’s Institutionalized organizations and Charles Perrow’s Overboard with myth and symbols. The three works will be referred to without specific citations. How to deal with interest- driven behavior and institutional change If organizational structures and strategies are shaped by institutional environments, what is the role of ‘strategic choice’ in the management of organizations? Meyer and Beckert gave their seemingly completely diverging solutions on this persistent question, but the ultimate result they want to achieve is the same. In Meyer and Rowan’s view, an organization whose success depends...
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...[pic] Columbus State Community College Business Programs Department Business Management Technology COURSE: BMGT 2299 Case Studies in Strategic Management CREDITS: 3 CLASS HOURS PER WEEK: 3 PREREQUISITES: BOA 1200, ECON 2200 DESCRIPTION OF COURSE: This course is a capstone course for graduating Business Management, Entrepreneurship, and Accounting students and provides students an in-depth examination of corporate strategic planning. The course focuses on the application and reinforcement of the various functional disciplines and concepts of preceding business coursework. A framework for competitive company and industry analysis is provided. Students will apply decision-making, problem-solving, and accounting and financial analysis in reviewing contemporary businesses and industries, thereby strengthening business acumen. Instructor permission required. STUDENT LEARNING OUTCOMES • Define strategic planning and explain what is meant by competitive advantage • Explain the key elements of the dynamic macro-environment • Describe what is meant by "distinctive competencies" and "competitive advantage" • Explain how efficiency, innovation and quality support developing a competitive advantage • Discuss competitive positioning and its relationship to the business model • Discuss the business life cycle stages and describe appropriate strategies for each • Distinguish between first mover advantages and disruptive technologies ...
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...STRATEGIC CHOICE AND EVALUATION PAPER Strategic Choice and Evaluation Paper Strategic, Planning, and Implementation/STR-581 Instructor: Sidney Morse April 09, 2012 According to www.wellsfargo.com, “Wells Fargo and Company is a diversified financial services company that provides banking, insurance, investments, mortgages, consumer, and commercial financial services through more than 9,000 stores and 12, 211 ATMs and the Internet across the United States and Internationally. Wells Fargo is ranked fourth in assets and first in market value among their U.S competitors. The company’s vision is to satisfy all their customer’s financial needs and help them succeed financially (www.wellsfargo.com, 2012).” Strategic choices concern the “decisions about an organization’s future and the way in which it needs to respond to pressures and influences” (Farid, and Flynn, 2000). Strategic choice is a part of the strategic planning process that involves identifying and evaluating alternatives that leads to future opportunities. A good strategic choice has to be challenging enough to keep ahead of competitors but also achievable for the company (Farid, and Flynn, 2000). In this paper I will identify and evaluate my target firm Wells Fargo best strategic choices and alternatives the firm must consider to realize growth and opportunity. Value discipline Value discipline is an alternative approach to generic strategy. This alternative focus on delivering superior customer value...
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...| Bachelor of Business (Incorporating Graduate Diploma in Business & Graduate Certificate in Business)Strategic Management467943Semester One 2013 | TABLE OF CONTENTS Item | Description | Page | 1 | Welcome to Paper Overview Paper Level & PointsHours TaughtDelivery ModeIndependent Study | 3 | 2 | Teaching Team & Contact Details | 3 | 3 | Paper Information 3.1 Pre-requisite Requirements 3.2 Paper Aim3.3 Learning Outcomes 3.4 Content | 34 | 4 | AUTonline Programme Organisation | 4 | 5 | TextsRequired TextsRecommended Texts | 4 | 6 | Weekly Programme | 4 | 7 | Assessment InformationBusiness Assessment & Study HandbookExtensions and other Special Consideration Applications (SCAs) Assessment StructureExam Timetable Location Pass RequirementsAssessment DetailsPeer Assessment FormMarking guides | 55556777-111213-15 | 1 Welcome to Strategic Management of the Bachelor of Business, Graduate Diploma in Business, Graduate Certificate in Business and BBus Conjoint Programmes. You are expected to read the contents of this study guide, also available on AUTonline under “All My Courses”. This paper runs for 14 weeks (12 in class and 2 reading/exam weeks), and has one 1.5 hour lecture per week and one 1.5 hour workshop. Students will be required to supplement each hour of class with 3-4 hours of their own work. This is a level 7 paper, worth 15 points. 2 Teaching Team and Contact Details Teaching Team | Phone | ...
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...DSC 2006 Operations Management Outsourcing [pic] I. Introduction Outsourcing is used extensively by both the manufacturing and service industries, and there are plenty of reasons to utilize outsourcing. Organizations make use of outsourcing usually in the interest of lowering cost and to make better use of time and energy costs, hence redirecting their energy to something more important or just to conserve energy. Outsourcing is essentially a division of labour. One simple example involves companies outsourcing their financial statements to accountancy firms to consolidate their expenditures, hence eliminating the need to hire an accountant. Another relevant example would be to hire the services of another company to manage all or parts of the services that otherwise would be otherwise rendered by an IT unit of the organization. Some reasons for outsourcing include organizations being able to focus purely on their core business, for example an automobile factory. The raw materials required to manufacture an automobile are outsourced to other companies and hence the company itself can focus on just creating quality automobiles. By outsourcing the raw materials to companies who specialize in providing them, they can also ensure that the raw materials are of reasonably better quality and this can be done by contracting with a new service level agreement. Another reason being companies are able to access the wide pool of talent available through hiring agencies. In layman terms...
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...Table of Contents 1.0 Introduction 2.0 Strategic Analysis 2.1 The Strategic Management Process 2.2 Stages of the Strategic Management Process and Contribution to Strategic Management Process 2.3 Definition of Strategic Analysis and Component 2.4 Techniques for Analyzing the External Environment 2.5 Techniques for Analyzing the Internal Environment 2.6 Roles of SWOT Analysis in Strategic Analysis 3.0 Strategy Formulation, Evaluation and Choice 3.1 Strategy Formulation stage and Contribution to Three-stage Strategic Management Process 3.2 Key Differences between Business Strategy and Corporate Strategy 3.3 Implications of Differences for Strategy Formulation 3.4 Key Differences between the Market Positioning and Resource-Based Strategy 3.5 Strengths and Weaknesses of Porter’s Generic Strategies 3.6 Resource-Based Approach Implications for Business strategy 3.7 Industry Lifecycle and Market Turbulence Implications for Business Strategy 3.8 Corporate Level Strategy Decisions 3.9 Relevant Growth Strategies to Qatar Airways 3.10 Advantages and Disadvantages of Related and Unrelated Diversification 3.11 Important Strategies to Qatar Airways 3.12 Portfolio Analysis 3.13 Aspects of International Strategy that are Relevant to Qatar Airways 3.14 International Strategies that are Appropriate 3.15 Market Penetration Strategies that are Appropriate 3.16 Evaluation Technique of Best Strategy to Adopt 4.0 Strategy...
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...Be, however, sure to state them clearly. If your assumptions are a bit “far off” it helps the reader a lot to be aware of them. It is always better, however, if the assumptions are reasonable and logical. Remember that your final paper is a test of how much you have learned in the course. An alternative evaluation form could be the exam. Be therefore sure to demonstrate high quality knowledge from class literature and discussions. The case exercise: There is no right or wrong answer to a case, but there could be many ways to solve a case that are better than others. A good way to solve a case includes careful insight into the competitive situation for this company – i.e. what are their main strategic challenges – and a consistent, theory based approach to how this company can meet these challenges. Hence, it is not a right or wrong game, but more a quest towards a consistent, coherent strategy choice. When you begin, state the aim/focus of your case: When the reader starts to read your paper – he/she should know quickly what your intentions with this paper/case are. This section should be very short, but it sets expectations – what can the reader expect when reading this paper? Example: In this short paper I intend to discuss the strategic choices available to Boeing as the air traffic industry has changes...
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...ed.). Upper Saddle River, NJ: Prentice Hall/ Pearson. Supplemental Resources Berry, L. L., & Yadav, M. S. (1996). Capture and communicate value in the pricing of services. Sloan Management Review, 37(4), 41-51. Marn, M. V., Roegner, E. V., & Zawada, C. C. (2003). Pricing new products. The McKinsey Quarterly, (3), 40-49. Nagle, T. T., & Cressman, G. E., Jr. (2002). Don’t just set prices, manage them. Marketing Management, 11(6), 29-33 Simon, H., & Dolan, R. J. (1998). Price customization. Marketing Management, 7(3), 11-17. Smith, G. (1995). Managerial pricing orientation: The process of making pricing decisions. Pricing Strategy & Practice, 3(3), 28-39. COURSE LEARNING OUTCOMES 1. Analyze the key elements of strategic pricing and the role of pricing decisions in marketing strategy. 2. Evaluate the impact assessing value has on pricing strategy and profitability, and the importance of market segmentation. 3. Analyze the application of various pricing strategies and tactics to develop and manage an overall pricing strategy for a company. 4. Evaluate the effectiveness of price and value communication strategies. 5. Assess and create pricing...
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...(Prerequisite: BUS 310) COURSE DESCRIPTION Introduces and analyzes the basic concepts of compensation administration in organizations. Provides an intensive study of the wage system, methods of job evaluation, wage and salary structures, and the legal constraints on compensation programs. INSTRUCTIONAL MATERIALS Required Resources Martocchio, J. J. (2013). Strategic compensation: A human resource management approach (7th ed.). Upper Saddle River, NJ: Prentice Hall / Pearson. Supplemental Resources Andersen, S. (2012). The keys to effective strategic account planning. Velocity, 14(1), 23-26. Burkhauser, R. V., Schmeiser, M. D., & Weathers II, R. R. (2012). The importance of anti-discrimination and workers’ compensation laws on the provision of workplace accommodations following the onset of a disability. Industrial & Labor Relations Review, 65(1), 161-180. Employee compensation: 12 trends for 2012. (2012). HR Specialist, 10(2), 1-2. Survey of the Month: Companies Focus On Updating Compensation in 2012. (2011). Report on Salary Surveys, 18(12), 1-5. The Society of Human Resources Management (2012). General format. Retrieved from http://www.shrm.org WorldatWork. (n.d.). General format. Retrieved from http://www.worldatwork.org COURSE LEARNING OUTCOMES 1. Analyze how compensation practice can be applied to positively impact an organization and its stakeholders. 2. Examine the ways in which laws, labor unions, and market factors impact companies’...
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...Int. J. Production Economics 69 (2001) 15}22 Strategy management through quantitative modelling of performance measurement systems U.S. Bititci*, P. Suwignjo, A.S. Carrie Centre for Strategic Manufacturing, DMEM, University of Strathclyde, Glasgow G11XJ, UK Received 30 March 1998; accepted 29 September 1999 Abstract This paper is based on previous works on performance measurement and on quanti"cation of relationships between factors which a!ect performance. It demonstrates how tools and techniques developed can be used to evaluate the performance of alternative strategic choices through a quantitative approach to modelling of performance measurement systems. The paper provides a brief background to the research problem and preceding works. The tools and techniques used are brie#y introduced. Use of these tools and techniques to evaluate the performance of alternative manufacturing strategies is demonstrated. Finally, the capability of the approach to deal with dynamic environments is demonstrated 2001 Elsevier Science B.V. All rights reserved. using sensitivity analysis. Keywords: AHP; Performance measurement; Prioritisation of performance measures; Dynamics of performance measures; Resource allocation 1. Introduction The nature of competition has changed dramatically over the last two decades. Quality, speed, and #exibility, in addition to cost, have emerged as the three most important competitive attributes [1}4]. This has made the traditional "nancially based performance...
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...Strategic Management Process Anthony Yon MGT/498 January 20, 2015 Strategic Management Process The successfulness of an organization longevity is reliant on the decisions and actions that management makes. These decision and actions include internal environmental scanning, external environmental scanning, strategic formulation, strategic implementation, evaluation, and control (University of Phoenix, 2015). These elements are relatable to the strategic management process. An example of Wal-Mart's strategy process will be covered in this reading as well. The strategic management process and why it is necessary for a company will be the covering elements of this paper (University of Phoenix, 2015). Environment Scanning Environmental scanning is a systematic process that interprets and surveys critical information to identify threats and external opportunities. An organization collects data internally, its competitors and the outer world. A company should then take the collection of data and readjust its strategies when the need is suitable. Gathering information about the world in which the business operates, focusing on competitors, and internally scan the organization is the key steps to conducting an environmental scan (Society for Human Resource Management, 2015). Strategy Formulation Strategy is a roadmap to business success and within that strategy, is strategy formulation. Strategy formulation is the process of developing the actual plan. A series of...
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...to last course) COURSE DESCRIPTION This course is the capstone course for the Bachelor of Business Administration program. It examines the processes by which organizations formulate strategy, implement policy, and evaluate outcomes in the highly competitive and dynamic global environment. The ethical implications of strategic choices are a central concern of this course. Analytic, integrative, and decision-making skills will be exercised through the use of case analysis and decision making. INSTRUCTIONAL MATERIALS Required Resources Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2011). Strategic management: Competitiveness and globalization, concepts and cases: 2011 custom edition (9th ed.). Mason, OH: South-Western Cengage Learning. Supplemental Resources Angwin, D., Paroutis, S., & Mitson, S. (2009). Connecting up strategy: Are senior strategy directors a missing link? California Management Review, 51(3), 74-94. Derfus, P. J., Maggitti, P. G., Grimm, C. M., & Smith, K. G. (2008). The red queen effect: Competitive actions and firm performance. Academy of Management Journal, 51(1), 61-80. Franken, A., Ewards, C., & Lambert, R. (2009). Executing strategic change: Understanding the critical management elements that lead to success. California Management Review, 51(3), 49-73. COURSE LEARNING OUTCOMES 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Identify the vision, mission, and stakeholders of a firm. Identify how the six segments of the general environment affect an industry and...
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