E-Learning Portfolio in Strategic Management

Heidi P. Opada
T31
Mely S. Tabucol, DBA
Table of Content
Page

I. Screenshot, Pictures with caption

1

II. Answers in Assignment (Module 1 p.33) 2-

4

III. Quotation, sayings

5

IV. Proper citation and memories

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 1

I. Screenshot, Pictures with Caption

1st meeting, January 26, 2021

Asynchronous Learning
January 28, 2021

II. Answers in Assignment (Page 33)

Module 1: Asynchronous Learning

1. What do we mean by strategy? How is a business model different from strategy?

Strategy is an action that managers take to attain one or more of the organization’s
goals. Furthermore, business model refers to the logic of the company, the way it
operates and how it creates value for its stakeholders while strategy refers to the choice
of business model through which the firm will compete in the marketplace.

2. What do you think are the sources of sustained superior profitability?

The sources of sustained superior profitability is to use efficiently and effectively

the capital invested in the company. To maximize shareholder value, managers must
formulate and implement strategies that enable their company to outperform rivals—that
give it a competitive advantage.

3. What are the strengths of formal strategic planning? What are its weaknesses?

The strengths of formal strategic planning is that it helps the organizations to

identify and manage the risks. It also enables the company to evaluate the progress
made towards the achievement of specific goals.

However, one of the most important weaknesses is the fact that businesses are
operating in a highly uncertain, complex and ambiguous environment. Consequently,
the formal strategic plans are very likely to be negatively affected by unforeseen
conditions. Rapid changes in the industry dynamics require flexible approach and quick
adjustments that are profoundly impossible in the formal strategic planning.  The formal
strategy planning does not account for serendipitous discoveries and events that may
result in missed lucrative opportunities. It also performed by people who are fallible
beings affected by cognitive biases.

4. To what extent do you think that cognitive biases may have contributed to the
economic global crisis caused by COVID-19? Explain your answer.

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 Humanity is in a battle against COVID-19. This pandemic exposed these
cognitive biases that often lead us to irrational behaviours such as hoarding toilet paper
and food items. Others may even make illogical decisions like ingesting fish tank
cleaner containing chloroquine to prevent coronavirus infection. People who act
irrationally have been labelled as “covidiots”. People often believe actions tend to solve
(COVID-19) problems. When various world leaders gave national addresses to allay
people’s fear of “food shortages”, some people started to panic buy. This hoarding lead
to increase in price while lacking of supplies. We often think by doing something such
as stockpiling our home supplies, we may mitigate unknown risks related to COVID-19.
However, by
crowding in the supermarkets, we may instead be placing ourselves at higher risk of
infection.

5. Discuss the accuracy of the following statement: Formal strategic planning systems
are irrelevant for firms competing in high-technology industries where the pace of
change is so rapid that plans are routinely made obsolete by unforeseen events.

Formal strategic planning systems are not the best for firms competing in a high-
technology industries because Strategic plans often fail due to outside influences such
as changes in the economic environment, competitor actions and/or technological
change. Macro-environmental factors may sometimes change extremely rapidly which
may frustrate any strategic plans.

If organisations carry out strategic planning thoroughly, it becomes a costly, rigid,

and time-consuming process. It may sometimes take five or more years to implement a
strategic plan. Consequently, benefits of strategic planning may not be immediately
visible.

6. Evaluate President Duterte’s performance against the leadership characteristics

discuss in the text. On the basis of this comparison, do you think that the president is a
good strategic leader. Why or why not?

Based on my observation, President Duterte is not a good strategic leader. Yes

he has a good vision and goals for our country but he also lacks of consistency in terms
of performing his tasks. He is not eloquent enough to communicate this vision to others
with

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his subordinates. He is not a role model as leader, he fails to follow quarantine protocols
just like other government officials. They don’t have coordination when it comes to
implementing rules. He also lack of commitment, his words are not clear. He promised
that he will make our country a drug free just like what he did in Davao City during his
term as a Mayor. But why those innocent people died because of misconception as a
drug addict, is this how he find solution? A strategic leader must know what are the
effects of his actions and assure that no one will implicate.

He is not updated of what is happening in our country. He ignores the demand of

his people. He also said that he will prevent unemployment and yet he approved the
shutdown of ABS-CBN Corporation in the middle of the pandemic which thousands of
employees will lose their jobs. While he defends Sec. Duque in 15 Billion PhilHealth
shameless corruption. He can’t empower his subordinates to make a best decision.

III. Quotations, sayings

“An important first step in the process of formulating a mission is to come up with a
definition of the organization’s business “, according to the late Peter Drucker.
(Strategic Management, p12).

“Management is obligated to manage Nucor in such a way that employees will have the
opportunity to earn according to their productivity.” (Strategic Management, p15 ). 

 “Employees should be able to feel confident that if they do their jobs properly, they
will have a job tomorrow.” (Strategic Management, p15 ). 

“Employees have the right to be treated fairly and must believe that they will
be.” (Strategic Management, p15 ). 

“Employees must have an avenue of appeal when they believe they are being
treated unfairly.”10(Strategic Management, p15 ). 

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“Emergent strategies are the unplanned responses to unforeseen circumstances.
They arise from autonomous action by individual managers deep within the
organization, from serendipitous discoveries or events”. (Strategic Management,
p22 ).

IV. Citation

Strategy - Definition and Features (managementstudyguide.com)

Business Model: Articles, Research, & Case Studies on Business Models – HBS Working Knowledge

COVID-19: how to deal with our cognitive biases (theconversation.com)