Professional Documents
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Management
Lecture Slides
Chapter 1
Strategic Management Defined
Set of managerial decisions and actions
that determines the long-run performance
of a firm.
Business policy
General Management orientation and tends to
look inwards – concerns for proper integration
of functional activities
Strategic management incorporates the
integrative concerns of business policy with a
heavier environmental and strategic emphasis
Levels of Strategy-Making in a
Company
Operational Strategies
Four Phases of Strategic
Management
Basic financial planning
Initiates serious planning for next year’s budget
Forecast-based planning
Attemptsto propose five-year plans
Externally-oriented planning (strategic planning)
In addition to 5-yr plans, company seeks to increase
responsiveness to market & competition
Strategic management
Develops and integrates series of strategic plans
Tries to incorporate input & commitment of lower level
managers
Strategic Management
Highly Rated Benefits: Additional Benefits
Clearer sense of strategic Improved organizational
vision for the firm performance
Sharper focus on what is Achieves a match between
strategically important the organization’s
Improved understanding environment and its
of a rapidly changing strategy, structure and
environment processes
Important in unstable
environments
Strategic thinking
Organizational learning
Globalization and Environmental
Sustainability
Globalization Impact of
the integration and Environmental
internationalization of Sustainability
markets and corporations Risksof Climate
Environmental Change include:
Sustainability Regulatory risk
Supply chain risk
the use of business Product and technology
practices to reduce a risk
company’s impact on the Litigation risk
natural, physical Reputational risk
environment Physical risk
Theories of Organizational
Adaptation
Population ecology Strategic choice
perspective
established organizations adapt to
organizations are change and have the
unable to adapt to ability to reshape their
environment
change
Organizational learning
Institution theory theory
organizations adapt by organizations adapt
defensively and use
imitating successful knowledge to improve
organizations their relationship with the
environment
Basic Model of Strategic
Management
Four Basic Elements
Strategic Management Model
The Business Environment
Environmental
Scanning
The monitoring,
evaluating, and
disseminating of
information from the
external and
internal
environments to
key people within
the firm.
Environmental Scanning
Identify strategic factors External Environment
SWOT Analysis Opportunities & Threats
Strengths, Weaknesses
External to the organization
but not subject to short-run
Opportunities, Threats control of management
Internal Environment
Strengths & Weaknesses
Within the organization but
not subject to short-run
control of management
Strategy Formulation
Defined:
Development of long-range plans for the
effective management of environmental
opportunities and threats in light of corporate
strengths and weaknesses.
Includes formulation of:
Mission & Vision
Objectives & Goals
Strategies
Policies
Mission Statement
Purpose or reason for the organization’s
existence
Promotes shared expectations among
employees
Communicates public image important to
stakeholders
Who we are, what we do, what we’d like to
become
Objectives & Goals
Objectives Goals
The end results of A goal is an open-
planned activity ended statement of
What is to be what one wants to
accomplished accomplish with no
Time in which to quantification of what is
accomplish it to be achieved and no
Quantified when time criteria for
possible
completion.
Strategies
Defined:
A strategy of a
corporation forms a
comprehensive master
plan stating how the
corporation will achieve
its mission and
objectives. It
maximizes competitive
advantage and
minimizes competitive
disadvantage.
Policies
Defined:
Broad guidelines for decision making
that link the formulation of strategy
with its implementation.
Strategy Implementation
Programs
Strategy
Implementation Budgets
Procedures
Strategic Decision Making
Strategic Decisions Mintzberg’s Modes
Rare – unusual and may Entrepreneurial mode
not have precedent to follow Made by powerful
Consequential – individuals
requires substantial Adaptive mode
resources and demands
great deal of commitment
Reactive solutions to
existing problems
Directive – sets
Planning mode
precedents for lesser
decisions and future actions Systematic approach:
includes both proactive
& reactive steps
Logical incrementalism
The Strategic Decision Making
Process