Strategic Management
Table of Contents
1 Introduction 1 1.1 An overview of Zhujiang Iron and Steel Company (ZISCo) and Gulf Craft Centre Maldives 1 1.2 Rationale 1 Strategic management defined and its process 2 1.3 7S model 2 1.4 Triple loop learning 3
2 Process of strategic management followed at Zhujiang Iron and Steel Company (ZISCo) 3 2.1 Strategic factors 3 2.2 Strategic Capabilities 4 2.3 Organisational performance 5 2.4 Inconsistency 6 2.4.1 External inconsistency 6 2.4.2 Internal inconsistency 6 2.5 Gap in strategy formulation 7 2.6 Strategic options available for ZISCo 7 2.7 Implementation of gap in ZISCo 8 2.8 Paradigm of an operation 8 2.9 The change in the paradigm (new recipe) 8 2.10 Recommendation and justification 9 2.11 Use of balance scorecard at ZISCo 10
3 Application to Gulf Craft Service Centre Maldives Pvt. Ltd 11 3.1 Critical issues at Gulf Craft Centre Maldives 11 3.2 Critical comparison of ZISCo with Gulf Craft Centre Maldives 11 3.3 Recommendations and justifications 13 3.4 Evaluation of performance of GCCM. 14 3.5 Action plan 14
4 Conclusion 14
Introduction
The main objective of this assignment is to critically evaluate the process of strategic management of Zhujiang Iron and Steel Company and organisation of my own choice. For this assignment Gulf Craft Centre Maldives has been taken.
1 An overview of Zhujiang Iron and Steel Company (ZISCo) and Gulf Craft Centre Maldives
Zhujiang Iron and Steel Company (ZISCo) - a Chinese state-owned enterprise is a subsidiary of Guagzhou Iron and Steel Company (ZISCo). The subsidiary was established in 1997. It is a steel manufacturer and produces a range of steel sheets and plates used in manufacturing containers, industry-used gas bottles, steel pipes, white good appliances and automobiles.
The organisation which is chosen for critical comparison is Gulf Craft Centre Maldives. Gulf Craft Service Centre was open in
1 Introduction 1 1.1 An overview of Zhujiang Iron and Steel Company (ZISCo) and Gulf Craft Centre Maldives 1 1.2 Rationale 1 Strategic management defined and its process 2 1.3 7S model 2 1.4 Triple loop learning 3
2 Process of strategic management followed at Zhujiang Iron and Steel Company (ZISCo) 3 2.1 Strategic factors 3 2.2 Strategic Capabilities 4 2.3 Organisational performance 5 2.4 Inconsistency 6 2.4.1 External inconsistency 6 2.4.2 Internal inconsistency 6 2.5 Gap in strategy formulation 7 2.6 Strategic options available for ZISCo 7 2.7 Implementation of gap in ZISCo 8 2.8 Paradigm of an operation 8 2.9 The change in the paradigm (new recipe) 8 2.10 Recommendation and justification 9 2.11 Use of balance scorecard at ZISCo 10
3 Application to Gulf Craft Service Centre Maldives Pvt. Ltd 11 3.1 Critical issues at Gulf Craft Centre Maldives 11 3.2 Critical comparison of ZISCo with Gulf Craft Centre Maldives 11 3.3 Recommendations and justifications 13 3.4 Evaluation of performance of GCCM. 14 3.5 Action plan 14
4 Conclusion 14
Introduction
The main objective of this assignment is to critically evaluate the process of strategic management of Zhujiang Iron and Steel Company and organisation of my own choice. For this assignment Gulf Craft Centre Maldives has been taken.
1 An overview of Zhujiang Iron and Steel Company (ZISCo) and Gulf Craft Centre Maldives
Zhujiang Iron and Steel Company (ZISCo) - a Chinese state-owned enterprise is a subsidiary of Guagzhou Iron and Steel Company (ZISCo). The subsidiary was established in 1997. It is a steel manufacturer and produces a range of steel sheets and plates used in manufacturing containers, industry-used gas bottles, steel pipes, white good appliances and automobiles.
The organisation which is chosen for critical comparison is Gulf Craft Centre Maldives. Gulf Craft Service Centre was open in