Strategy? • • • • Limitations course: management Defining what strategy is (not) General vocabulary of strategy Applying course objectives to case – e-clip: 6 Howard Schultz Slide 2.7 Part I: The Strategic Position Johnson‚ Whittington and Scholes‚ Exploring Strategy‚ 9th Edition‚ © Pearson Education Limited 2011 The Focus of part I: The strategic position • How to analyse an organisation‟s position in the external environment • How to analyse the determinants of strategic
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Man 111 Midterm Name: 1) Bill Sanderson‚ a manager in a manufacturing firm in New York has a tendency to view the world only through his U.S.-based perspective. What can be deduced about his attitude? A) He has an elitist attitude. B) He has a polycentric attitude. C) He has a parochialistic attitude. D) He has a geocentric attitude. 2) Managers with a(n) ________ attitude view every foreign operation as different and hard to understand. A) geocentric B) polycentric C) ethnocentric D) regiocentric
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president decides to develop a policy to increase the company’s commitment to its employees and then develops a set of procedures to implement this policy. The president is engaged in which management function? Planning. Question 8 Henry Mintzberg identified a set of roles that managers perform. These roles are grouped into which of the following three categories? Interpersonal‚ informational‚ and decisional. Question 9 According to Robert Katz‚ the essential skills of management can
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3.1 Reasons to study engineering services providers to Petrobras and their characteristics To discuss our research question it is necessary to have sound cases. That means cases where business ecosystem are complex and dynamic (in Mintzberg terms‚ 1979)‚ asking for frequent changes in technology and in offers. Engineering services for Petrobras fits this panorama for three reasons: i) it is a complex activity‚ involving a myriad of variables; ii) the recent discoveries of oil in ultra-deep sea (the
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with suppliers‚ customers or other value chain partners of the firm. Interactive relationships between marketing actors are inherent as compared to the arm ’s length relationships implied under the transactional orientation (Parvatiyar‚ Sheth and Whittington 1992).According to these and other authorities‚ this makes RM diverge from common transactional marketing which seems to put focus on transactions rather than relationships. However‚ the fact that RM still has almost everything to do with customary
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agree with rational planning. Theorists such as Hannan and Freeman takke this approach as they believe that the environment is typically too implacable and too unpredictable to anticipate effectively. The processual approach was influence by Mintzberg who believes in the idea of raitonal economic man or markets being responsible for maximization. They believe that rational decision-making is imperfect and the believe that strategt comes from mistakes‚ learning and compromise. The systems
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explain; a. How these trends will impact differently on these different companies b. The relative strengths and weaknesses of each company. 1) Introduction Refering to the case study on page 91‚ (Exploring Corporate Stragey‚ Johnson‚ Scholes and Whittington) an analysis has been carried out using PESTEL analysis and Porter’s five forces. PESTEL Analysis PESTEL is a method of analysing the macro-environment of an organisation. It stands for political‚ economic‚ social‚ technological‚ environmental
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motivates members of the organization to work in the best interests of the organization. Controlling monitors and corrects ongoing activities to facilitate goal attainment." 3. Briefly describe the ten managerial roles identified by Mintzberg. Give an example of each. "Mintzberg concluded that managers play ten different roles and that these roles fall into three basic categories: Interpersonal‚ Informational‚ and Decisional. There are three Interpersonal roles in the manager’s job: Figurehead: Taking
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Abstract This report had the purpose of obtain the most accurate marketing strategy for the case study of Nestle in 2008 to compete and growth in the market place. The analysis of this work showed different frameworks that helped to understand clearly the market context for this company. In the first place‚ the PEST analysis showed how the external factors affect the food and beverage industry. At the same time‚ to identify the main environmental issues that this industry has been facing was
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Table of Contents 1. Executive Summary 3 2. Background Information 4 3. Macro-environment Analysis 5 3.1 Political 5 3.2 Economics 5 3.3 Social 6 3.4 Technological 6 3.5 Relating Key drivers for change with Opportunities and Threats 7 4. Porter’s Five-Forces 8 4.1 Threat of new entry 8 4.2 Threat of Substitutes 9 4.3 Bargaining power of buyers 9 4.4 Bargaining power of suppliers 10 4.5 Competitive Rivalry 10 5. Resources and Competences 11 5.1 Financial Resource 12 5.2 Human Resource 12 5.3 Intangible
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