II. Organizational Strengths and Weaknesses (40 points) A. First Organizational Strength 1. Reason it is considered a strength 2. Explain why this strength is a distinctive competence B. Second Organizational Strength 1. Reason it is considered a strength 2. . Explain why this strength is a distinctive competence C. First Organizational Weakness. 1. Reason it is considered a weakness. 2. Discuss how the organization can minimize this weakness. D. Second Organizational
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MGT 406 Case 3 – Papa John’s International Muhammad Khan b00034427 Dr. Virginia Bodolica Question 1: Identify 4 (four) different competences of Papa John International and justify your selection of these competences by indicating the type of competences that each of them is. The first and most important core competency of Papa John’s is their emphasis on providing a superior quality traditional pizza. This core competency has been the foundation of their success and it has helped them
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Student Name__________________Austin Smith__________________________ 1. Which of the following functions is responsible for the actual movement of goods and/or services across organizations? A. Purchasing B. Operations C. Logistics D. None of these 2. Approximately‚ what percentage of the American workforce works in service industries? A. 20% B. 40% C. 60% D. 80% 3. The four decision areas in operations management are: A. Planning‚ technology‚ inventory‚ and control B. quality‚ process‚
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ANALYSIS OF RESOURCES and Core COMPETENCE AND CULTURE 5.1 SWOT Analysis Tesco is one of the three major international retail chains in the market. More than 3260 stores in 13 countries which is‚ Malaysia‚ Ireland‚ Poland‚ Hungary‚ Czech Republic‚ Slovakia‚ Thailand‚ South Korea‚ Japan‚ Turkey‚ Great Brittan‚ China and the U.S and therefore to remain on top position there is many aspects which Tesco has to face in its daily life. To observe strength‚ weakness‚ opportunities and threats‚ it is important
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a) Briefly describe what Hawthorne Studies is‚ and explain the results and conclusions of these studies. Hawthorne Studies were a series of experiments on worker productivity started 1924 at the Hawthorne plant of Western Electric Company. The tests were originally designed to investigate the effects of illumination on output. However‚ many of the tests pointed to the importance of factors other than illumination in affecting productivity. Early interpretations agreed that human relations
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Table of Contents Question 1 2 Dyson’s Value Chain Model 2 Competency framework model 3 DISCUSSION AND ANALYSIS 4 Question 2 5 VRIO FRAMWORK 5 DISCUSSION AND ANALYSIS 6 Question 3 6 Question 4 7 References: 8 Question 1 Using framework from the chapter‚ analyse the strategic capabilities of Dyson. Dyson’s Value Chain Model Support Activities FirmInfrastructure | Structuring and planning‚ HQ in UK‚ manufacturing and testing facility in Malaysia with 120 testing station
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Governance Morale and Culture Diversification Organizational Structure Stages of Corporate Development Top Management Responsibilities Vertical Integration Modes of Strategy Formulation Transfer Pricing Distinctive Competence Suboptimization Entrepreneurship III. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS O = Emphasized in Case X = Covered in Case ____________ Copyright © 2001‚ 2003 and 2005 by Thomas L. Wheelen and J. David Hunger. Reprinted
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allows the organisation to exploit it. b) Resources are assets that organisations have and competences are they ways those assets are used effectively. Resources and competences increase the organisation’s efficiency and effectiveness‚ thus creating strategic capabilities. The resource-based view of strategy asserts that competitive advantage is explained by the distinctive of its capabilities. Core competences underpin customer value and helps differentiate an organisation. It is becomes a competitive
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Reactors; like the Analyzers‚ then to follow rather than innovate‚ they are less conservative and sometimes behave impulsively. Resume Competence: is an attribute or collection of attributes possessed by all or most of the organization in a sector of industry. Are straight related with the development from resources and embody skills. Core competences: are collection of attributes to a particular organization‚ the way in the organization apply more effectively than its competitors Resources:
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was placed on the external environment. From Prahalad ’s article titled "The Core Competence of the Corporation"‚ core competencies entail the collective learning in an organization and how diverse production skills and multiple streams of technologies are integrated. Core competence involves communication‚ involvement and a deep commitment to work across organizational boundaries. He argues that core competence does not diminish with use‚ unlike physical assets. He also argues that roots of
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