Stable-Unstable Dimension • Framework Adapting to Environmental Uncertainty Positions and Departments • Buffering and Boundary Spanning • Differentiation and Integration • Organic Versus Mechanistic Management Processes • Planning and Forecasting Resource Dependence Controlling Environmental Resources Establishing Interorganizational Linkages • Controlling the Environmental Domain • Organization-Environment Integrative Framework Chapter Four The External Environment 53 M any companies
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What they have learned has profound implications for all managers. BY DONALD A. NORMAN THE LEADING QUESTION AT SOME POINT, every manager has had to tell someone to wait. We all have to wait sometimes. It’s a simple matter of timing and resources. Whenever two systems interact, one is invariably ready before the other. In the factory, this disparity can lead to stockpiles of goods or bottlenecks. When people are involved, it can give rise to inefficiency and anger. This is no good for customers
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how to create organizational change, its process, and what should be changed, the content. Change leaders must understand both. • Lewin’s classic “Unfreeze-Change-Refreeze” model is discussed. • A modified version of Beckhard and Harris’s change management process is developed in depth. The model asks: (1) What is going on in the organization? (2) Why change? (3) What is the gap between the existing and desired states? (4) How do we close this gap? and (5) How do we manage during the transition phase
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Contents Preface Acknowledgments ix xiii PART ONE OVERVIEW OF STRATEGIC MANAGEMENT 1. Strategic Management The Nature and Value of Strategic Management Dimensions of Strategic Decisions 4 Formality in Strategic Management 9 Benefits of Strategic Management 11 Risks of Strategic Management 11 The Strategic Management Process 11 Strategic Management as a Process 16 Summary 18 Key Terms 19 Questions for Discussion 19 2 3 PART TWO STRATEGY FORMULATION 2. SM_Prelims
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we have more access to works of fiction, theater, and music than anyone could reasonably have predicted a few centuries ago. The result of business in the West, and more recently in parts of the East, has been an enormous rise in the standard of human living. We have gone, in the space of a few centuries, from a time in which perhaps 10% of the population lived comfortably while 90% lived near subsistence to a time in which 90% live better than comfortably and 10% live near subsistence. And
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gain market share in the increasingly competitive fast-food market. In late 1997 the company expected to become a wholly owned subsidiary of Tricon Global Restaurants, Inc., to be formed from the spinoff of PepsiCo's restaurant holdings. New Management for Kentucky Fried Chicken In 1964 Sanders sold Kentucky Fried Chicken for $2 million and a per-year salary of $40,000 for public appearances; that salary later rose to $200,000. The offer came from an investor group headed by John Y. Brown,
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working conditions in foreign factories, even Nike does not own. Globalization, the way I see it, has created all the advantages for the terminal “point” or “dot” in the value chain, in which, of this case, the Nike controls and occupies these vital resources. However, its advantage should not be an excuse for lowering the benefit that the manufacturing factories, which are in the end of value chain, deserve to obtain. My second point is, although Nike does not own those foreign factories, there is
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Topic no.1- strategic management- A brief introduction: Strategy –definition, scope and importance: A strategy is a plan of action designed to achieve a vision. It can also be said that, strategy is a pattern in action over time of getting from here (present position) to there9 desired future position) Everybody is concerned with some strategy as it involves a plan “how and means of getting from here to there”. Strategy the word derives from the Greek word for generalship in army. It is the
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Executive Summary This report will look to give WGYC’s Board of directors a lucid and comprehensive evaluation of the telesales sector, including current trends and public opinion of the sector. Recommendations will be made on appropriate reward package schemes that will centralize around their current mission statement which is ‘to provide an outstanding call centre service that is monitored regularly to ensure the highest level of excellence to energy suppliers internationally, allowing our
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About Pfeiffer Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful. Essential Knowledge
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