Section B: Strategic Management (50 Marks) Objectives: (a) To develop an understanding of the general and competitive business environment, (b) To develop an understanding of strategic management concepts and techniques, (c) To be able to solve simple cases. Contents 1. Business Environment General Environment–Demographic, Socio-cultural, Macro-economic, Legal/political, Technological, and Global; Competitive Environment. 2. Business Policies and Strategic Management Meaning and nature;
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Shareholder Value External Environment Internal Environment Competitive Positioning Diversification Mergers & Acquisitions Global Strategy Business Strategy Corporate Strategy Strategy Process 10 Organizational Structure and Control 11 Strategic Leadership © 2007 Prof. Dr. Bernd Venohr 2 Agenda Introduction to Strategy 4 External Environment - General environment analysis - Industry analysis - Summary and Outlook next Session © 2007 Prof. Dr. Bernd Venohr 3 Where are
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utilities 9130 Experiment/theoretical treatment 5340 Safety management 2400 Public relations Locations: United States--US Author(s): Tim Sullivan Henry Cano Document types: Feature Case Study Publication title: Management Quarterly More options ↓ | | close ↑ INTRODUCING A BALANCED PERFORMANCE SCORECARD FOR ELECTRIC COOPERATIVES: A TOOL FOR MEASURING AND IMPROVING RESULTS Tim Sullivan, Henry Cano. Management Quarterly. Washington: Winter 2009. Vol. 50, Iss. 4; pg. 12, 16
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Neil Ritson Strategic Management Download free ebooks at bookboon.com 2 Strategic Management Strategic Management © 2011 Neil Ritson & Ventus Publishing ApS ISBN 978-87-7681-417-5 Download free ebooks at bookboon.com 3 Strategic Management Contents 1 Introduction 7 2 The Basis of Strategy: Structure 8 2.1 Introduction –definition ‘Structure’ is the allocation and control of work tasks 8 2.2 Functional Structure 8 2.3 Divisional
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a subsidiary business within its portfolio. After acquisition, management of the acquired firm report s to the management of the acquiring firm * Takeover: a special type of acquisition when the target firm did not solicit the acquiring firm’s bid for outright ownership * Friendly acquisition: the management of the target firm wants the firm to be acquired * Unfriendly acquisition (hostile takeover): the management of the target firm does not want the firm to be acquired (direct
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1 DEVELOPING A SUSTAINABLE COMPETITIVE ADVANTAGE THROUGH STRATEGIC POSITIONING By R. Murray Lindsay April 2002 Strategic management is the process by which senior management ensures that the organization’s strategy is carried out or that it is modified to reflect changing conditions or knowledge. Management accounting and control systems play a key role in strategic management. While a management control course will typically take strategy as a given, it is important for you to have a reasonable
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02-01 TYPE: comprehension NOT: AACSB: Ethical & Legal understanding | Management: Ethical Responsibilities | Dierdorff & Rubin: Managing the task environment 2. The external environment facing business stays relatively constant over time. ANS: F PTS: 1 DIF: Easy REF: 34-35 OBJ: 02-01 TYPE: comprehension NOT: AACSB: Business Knowledge & Analytical Skills | Management: Environmental Influence | Dierdorff & Rubin: Managing the task environment
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at IMD? Find truly global experienced leaders able to address your company’s challenges in today’s complex environment 90 talented pre-screened participants Besides strong academic ability, we assess the leadership potential with a focus on real management capacity in a multi-cultural and complex environment. In total we spend at least 10 manhours per candidate to make sure each one is right for the program. The admission process consists of: - an online application with 12 essays - letters of recommendations
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organisation is: 'a social arrangement which pursues collective goals, which controls its own performance and which has a boundary separating it from its environment'. Here are some examples of organisations. A multinational car manufacturer (eg Ford) An accountancy firm (eg Ernst and Young) A
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intelligent, but the ones most responsive to change. (Charles Darwin) Introduction In this chapter, we turn our focus to how organizations sustain advantage. We do this through exploring strategic change, while, to complement this in Chapter 12, we examine strategic innovation and corporate entrepreneurship. Strategic change is about ensuring that the organization is consistently relevant in its market arenas and, as the opening quote from Darwin illustrates, about the need to be responsive to change
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