Professional Documents
Culture Documents
Strategic Management:
Concepts & Cases
13th Edition
Fred David
Distinctive Competencies:
Distinctive Competencies:
Involvement in performing an
internal strategic-management audit
provides a vehicle for understanding
the nature and effect of decisions in
other functional business areas of
the firm
Exemplifies complexity of
relationships among functional areas
of the business
1. Physical resources
2. Human resources
3. Organizational resources
Empirical Indicators
Rare
Hard to imitate
Not easily substitutable
Organizational Culture
Pattern of behavior developed by an
organization as it learns to cope with its
problem of external adaptation and
internal integration . . . is considered valid
and taught to new members as the correct
way to perceive, think, and feel
Organizational Culture
Resistant to change
May represent:
Strength
Weakness
Functions of Management
1. Planning
2. Organizing
3. Motivating
4. Staffing
5. Controlling
Copyright © 2011 Pearson Education, Inc. Ch 4 -14
Publishing as Prentice Hall
Management
Stage When Most
Function Important
Planning Strategy Formulation
Synergy
1. Defining
2. Anticipating
3. Creating
4. Fulfilling
Copyright © 2011 Pearson Education, Inc. Ch 4 -20
Publishing as Prentice Hall
Finance/Accounting
3. Dividend decision
Production/Operations Functions
Process
Capacity
Inventory
Workforce
Quality
Purpose
Improve performance of an
enterprise by improving the quality
of managerial decisions
Core competencies
Distinctive competencies
Benchmarking
Value
Value Some
Some
Chain
Chain Some
SomeCore
Core Distinctive
Distinctive
Core
Core
Activities
Activities Competencies
Competencies Competencies
Competencies
Competencies
Competencies
Are
Are Evolve
Evolveinto
into Yield
Yield
Arise
AriseininSome
Some
Identified
Identified Distinctive
Distinctive Sustained
Sustained
Activities
Activities
and
and Competencies
Competencies Competitive
Competitive
Assessed
Assessed Advantages
Advantages