LEARNING OBJECTIVES
- You should be able to:
- Explain the importance of strategic management
- Describe the steps in the strategic management process
- Explain SWOT analysis
- Differentiate corporate-, business-, and functional-level strategies
LEARNING OBJECTIVES (continued)
- You should be able to (continued):
- Explain what competitive advantage is and why it’s important to organizations
- Describe the five competitive forces
- Identify the various competitive strategies
THE IMPORTANCE OF STRATEGIC MANAGEMENT
- What Is Strategic Management?
- A set of managerial decisions and actions that determines the long-run performance of an organization
- Purposes of Strategic Management
- Involved in many decisions that managers make
- Companies with formal strategic management systems have higher financial returns than companies with no such system
- Important in profit and not-for-profit organizations
THE STRATEGIC MANAGEMENT PROCESS (Exhibit 8.1)
THE STRATEGIC MANAGEMENT PROCESS
- Step 1: Identifying the Organization’s Current Mission, Objectives, and Strategies
- statement of the purpose of an organization
- important in profit and not-for-profit organizations
- important to identify the goals currently in place and the strategies currently being pursued
COMPONENTS OF A MISSION STATEMENT (Exhibit 8.2)
THE STRATEGIC MANAGEMENT PROCESS (continued)
- Step 2: Analyzing the Environment
- successful strategies are aligned with the environment
- examine both the specific and general environments to determine what trends and changes are occurring
- 3. Identifying Opportunities and Threats
- opportunities - positive trends in the external environmental
- threats - negative trends in the external environment
- Step 4: Analyzing the Organization’s Resources and Capabilities
- examine the inside of the organization
- available resources and capabilities always constrain the organization in some way
- core competencies - major value-creating skills, capabilities and resources that determine the organization’s competitive weapons
- Step 5: Identifying Strengths and Weaknesses
- Strengths - activities the organization does well or any unique resource
- Weaknesses - activities the organization does not do well or resources it needs but does not possess
- organization’s culture has its strengths and weaknesses
- SWOT analysis - analysis of the organization’s strengths, weaknesses, opportunities, and threats
- Step 6: Formulating Strategies
- Require strategies at the corporate, business, and functional levels of the organization
- Strategy formulation follows the decision-making process
- Step 7: Implementing Strategies
- A strategy is only as good as its implementation
- Step 8: Evaluating Results
- Control process to determine the effectiveness of a strategy
TYPES OF ORGANIZATIONAL STRATEGIES
- Corporate-Level Strategy
- what businesses a company should be in or wants to be in
- the direction that the organization is going
- the role that each business unit will play
LEVELS OF ORGANIZATIONAL STRATEGY (Exhibit 8.4)
TYPES OF ORGANIZATIONAL STRATEGIES (continued)
- Corporate-level Strategy (continued)
- Grand Strategy - Stability
- no significant change is proposed
- organization’s performance is satisfactory
- environment appears to be stable and unchanging
- Grand Strategy - Growth
- seeks to increase the level of the organization’s operations
- related diversification - grow by merging with or acquiring firms in different but related industries
- unrelated diversification - grow by merging with or acquiring firms in different and unrelated industries
- Grand Strategy - Retrenchment - designed to address organizational weaknesses that are leading to performance declines
- Corporate-Level Strategy (continued)
- Corporate Portfolio Analysis - used when corporate strategy involves a number of business
- Boston Consulting Group (BCG) matrix -- strategy tool that guides resource allocation decisions on basis of market share and growth rate of SBU
THE BCG MATRIX (Exhibit 8.6)
Market Share
Anticipated
- BCG matrix (continued)
- strategic implications of the matrix
- cash cows - “milk”
- stars - require heavy investment
- question marks - attractive but hold a small market share
- dogs - sold off or liquidated
- Business-Level Strategy
- Determines how an organization should compete in each of its businesses
- Strategic business units - independent businesses that formulate their own strategies
- Role of Competitive Advantage
- competitive advantage - sets an organization apart by providing a distinct edge
- comes from the organization’s core competencies
- not every organization can transform core competencies into a competitive advantage
- once created, must be able to sustain it
- Business-Level Strategy (continued)
- Competitive Strategies
- industry analysis based on five competitive forces
- Threat of new entrants - affected by barriers to entry
- Threat of substitutes - affected by buyer loyalty and switching costs
- Bargaining power of buyers - affected by number of customers, availability of substitute products
- Competitive Strategies (continued)
- Bargaining power of suppliers - affected by degree of supplier concentration
- Existing rivalry - affected by industry growth rate, demand for firm’s product or service, and product differences
Current Rivalry
Competitors
FORCES IN THE INDUSTRY ANALYSIS (Exhibit 8.7)
Substitutes
New Entrants
- Competitive strategies (continued)
- Porter’s three generic strategies
- cost leadership - goal is to become the lowest-cost producer in the industry
- differentiation - offer unique products that are widely valued by customers
- focus - aims at a cost advantage or differentiation advantage in a narrow segment
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 Auth with social network:Download presentation We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you! Presentation is loading. Please wait. WELCOME TO HRM604: STRATEGIC HUMAN RESOURCE MANAGEMENT Topic 1:Published by Britney Carson Modified over 6 years ago Similar presentations Presentation on theme: "WELCOME TO HRM604: STRATEGIC HUMAN RESOURCE MANAGEMENT Topic 1:"— Presentation transcript: Strategic Human Resource Management  Strategic Management & Strategic Competitiveness  Understanding Strategic Human Resource Management  © 2007 by Prentice Hall1-1 Chapter 1 Meeting Present and Emerging Strategic Human Resource Challenges.  OS 352 1/10/08 I. Welcome and introductions II. Course requirements; syllabus III. Introduction to human resource management.  Managing the Information Technology Resource Course Introduction.  Human Resource Management and Strategic Human Resource Management  Human Resource Management  Chapter 2 Strategic Training  Strategic Human Resource Management. Overall Goal of Strategic Management for an Organization Deploy & allocate resources ==> competitive advantage.  McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved  Human capital management  UNIT 22- Managing Human Resources  CHAPTER NO. 8 STRATEGIC HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE  For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Human Resource Management.  Human Resource Management (HRM)  Concept of Strategy.  DEFINITION OF MANAGEMENT  About project© 2024 SlidePlayer.com Inc. All rights reserved.  English (USA)  English (UK)  English (Canada)  English (India)  Deutsch (Deutschland)  Deutsch (Österreich)  Deutsch (Schweiz)  Français (France) Français (Suisse)  Nederlands (Nederland)  Nederlands (België) 
 Moscow Exchange MICEX-RTSRu000a0jr4a1, financial & commodity market operators.
2Q 2024 Earnings Presentation 26 August 2024 Delivery on strategic initiatives in 2Q 2024 and beyond - New Products -
- New services -
- New clients & partners -
2Q 2024 summary of financials
Source: Moscow Exchange. 1. Includes Other operating income, Interest income calculated using the effective interest method, other interest income, Interest expense, Net gain on financial assets at FVTOCI, Net gain on financial assets at FVTPL and Foreign exchange &
Diversified fee and commission income
Operating expenses in 2Q 2024 (excluding provisions) Major expense items RUB million
• OPEX for 2Q'24 increased by 111.0% YoY, largely due to the growth in personnel and marketing expenses. • Personnel expenses growth of 163.7% YoY decomposes into: [1] 109.0 p.p. LTIP 2028 provisions driven by the stronger than expected fundamentals and the stock price performance, [2] 28.6 p.p. bonus provisions amid the low base effect, [3] 17.7 p.p. new hires and selective wage revisions, [4] 8.4 p.p. other factors. • The employee headcount was up 17.6% YoY. New hires are primarily related to strategic business directions of market data and information services as well as the overall strengthening of our IT function. • Advertising and marketing costs surged 4.6x YoY on the back of Finuslugi- related spending. • The increase in taxes, other than income tax, is related to VAT. • The 113.5% YoY growth in information services expenses is attributed to the Derivatives Market and gets reimbursed with its revenues. • D&A and IT maintenance grew 9.8% YoY, while the D&A added 5.1% YoY. IT maintenance costs increased by 25.5% YoY. The rise in IT maintenance costs is due to the gradual implementation of the software & hardware renewal program. • 2Q'24 CAPEX was RUB 2.06 billion. 6M'24 CAPEX amounted to RUB 3.12 billion. The updated FY'24 CAPEX guidance range of RUB 8-11 billion. • We update FY'24 OPEX growth guidance to 65-75% YoY. The approximate split of this growth rate is: - LTIP provisions 18-21 p.p. - Personnel expenses (incl. bonus provisions) 15-17 p.p. - Marketing spend (incl. Finuslugi-related)14-17 p.p. - Other expenses 18-21 p.p. 1. Remaining administrative expenses are calculated as general and administrative expenses, less depreciation of property and equipment, amortization of intangible assets, maintenance of equipment and intangible assets. NOT FOR RELEASE OR DISTRIBUTION OR PUBLICATION IN WHOLE OR IN PART IN OR INTO THE UNITED STATES, AUSTRALIA, CANADA OR JAPAN. • This presentation has been prepared and issued by Public Joint Stock Company "Moscow Exchange MICEX-RTS" (the "Company"). Unless otherwise stated, the Company is the source for all data and assumptions contained in this document. Such data and assumptions are provided as at the date of this document and is subject to change without notice. Certain industry, market and competitive position data contained in this document come from official or third party sources believed to be reliable but the Company does not guarantee its accuracy or completeness. The Company does not intend to have any duty or obligation to update or to keep current any information contained in this presentation. • Neither the presentation nor any copy of it may be taken or transmitted into the United States of America, its territories or possessions, or distributed, directly or indirectly, in the United States of America, its territories or possessions as defined in Regulation S under the US Securities Act 1933, as amended (the "Securities Act), except to "qualified institutional buyers" as defined in Rule 144A under the Securities Act. Any failure to comply with this restriction may constitute a violation of United States securities laws. The presentation is not an offer or sale of securities in the United States. Moscow Exchange Group has not registered and does not intend to register any securities in the United States or to conduct a public offering of any securities in the United States. • This presentation does not constitute an advertisement or a public offer of securities in any jurisdiction. It is not intended to be publicly distributed in any jurisdiction. This document is only being made available to interested parties on the basis that: (A) if they are UK persons, they are persons falling within Articles 19 or 49 of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2005; or (B) they are outside the United Kingdom and are eligible under local law to receive this document. Recipients of this document in jurisdictions outside the UK should inform themselves about and observe any applicable legal requirements. This presentation is not a prospectus for purposes of Directive 2003/71/EC (and amendments thereto, including Directive 2010/73/EU, to the extent implemented in any relevant Member State and any relevant implementing measure in the relevant Member State) (the "Prospectus Directive"). In any EEA Member State that has implemented the Prospectus Directive, this presentation is only addressed to and is only directed at qualified investors in that Member State within the meaning of the Prospectus Directive. This presentation is not directed to, or intended for distribution to or use by, any person or entity that is a citizen or resident or located in any locality, state, country or other jurisdiction where such distribution, publication, availability or use would be contrary to law or regulation or which would require any registration or licensing within such jurisdiction. • This document does not constitute or form part of, and should not be construed as, an offer or invitation for the sale or subscription of, or a solicitation of any offer to buy or subscribe for, any securities, nor shall it or any part of it or the fact of its distribution form the basis of, or be relied on in connection with, any offer, contract, commitment or investment decision, nor does it constitute a recommendation regarding the securities of the Company. • The information in this document has not been independently verified. No representation or warranty, express or implied, is made as to, and no reliance should be placed on, the fairness, accuracy or completeness of the information, assumptions or opinions contained herein. None of the Company, or any of its subsidiaries or affiliates or any of such person's directors, officers or employees, advisers or other representatives, accepts any liability whatsoever (whether in negligence or otherwise) arising, directly or indirectly, from the use of this document or otherwise arising in connection therewith. • This presentation includes forward-looking statements. All statements other than statements of historical fact included in this presentation, including, without limitation, those regarding MOEX financial position, business strategy, management plans and objectives for future operations are forward-looking statements. These forward-looking statements involve known and unknown risks, uncertainties and other factors, which may cause our actual results, performance, achievements or industry results to be materially different from those expressed or implied by these forward-looking statements. These forward-looking statements are based on numerous assumptions regarding our present and future business strategies and the environment in which we expect to operate in the future. Important factors that could cause our actual results, performance, achievements or industry results to differ materially from those in the forward-looking statements include, among other factors: ✓ perception of market services offered by the Company and its subsidiaries; ✓ volatility (a) of the Russian economy and the securities market and (b) sectors with a high level of competition that the Company and its subsidiaries operate; ✓ changes in (a) domestic and international legislation and tax regulation and (b) state policies related to financial markets and securities markets; ✓ competition increase from new players on the Russian market; ✓ the ability to keep pace with rapid changes in science and technology environment, including the ability to use advanced features that are popular with the Company's and its subsidiaries' customers; ✓ the ability to maintain continuity of the process of introduction of new competitive products and services, while keeping the competitiveness; ✓ the ability to attract new customers on the domestic market and in foreign jurisdictions; ✓ the ability to increase the offer of products in foreign jurisdictions. • Forward-looking statements speak only as of the date of this presentation and we expressly disclaim any obligation or undertaking to release any update of, or revisions to, any forward-looking statements in this presentation as a result of any change in our expectations or any change in events, conditions or circumstances on which these forward-looking statements are based. Past performance should not be taken as an indication or guarantee of future results, and no representation or warranty, express or implied, is made regarding such future performance. Attachments
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 CHAPTER 12 Strategic LeadershipApr 07, 2019 1.78k likes | 4.26k Views CHAPTER 12 Strategic Leadership. K NOWLEDGE O BJECTIVES. Studying this chapter should provide you with the strategic management knowledge needed to:. Define strategic leadership and describe the importance of top-level managers. Share Presentation
 Presentation TranscriptCHAPTER 12Strategic Leadership © 2007 Thomson/South-Western.All rights reserved. KNOWLEDGE OBJECTIVES Studying this chapter should provide you with the strategic management knowledge needed to: • Define strategic leadership and describe the importance of top-level managers. • Define top management teams and explain their effects on firm performance. • Describe the managerial succession process using internal and external managerial labor markets. • Discuss the value of strategic leadership in determining the firm’s strategic direction. © 2007 Thomson/South-Western. All rights reserved. KNOWLEDGE OBJECTIVES (cont’d) Studying this chapter should provide you with the strategic management knowledge needed to: • Describe the importance of strategic leaders in managing the firm’s resources, with emphasis on exploiting and maintaining core competencies, human capital, and social capital. • Define organizational culture and explain what must be done to sustain an effective culture. • Explain what strategic leaders can do to establish and emphasize ethical practices. • Discuss the importance and use of organizational controls. © 2007 Thomson/South-Western. All rights reserved. FIGURE12.1Strategic Leadership and the Strategic Management Process © 2007 Thomson/South-Western. All rights reserved. Strategic Leadership and Style • Strategic leadership requires the ability to: • Anticipate and envision. • Maintain flexibility. • Empower others to create strategic change as necessary. • Strategic leadership is: • Multi-functional work that involves working through others. • Consideration of the entire enterprise rather than just a sub-unit. • A managerial frame of reference. © 2007 Thomson/South-Western. All rights reserved. Strategic Leadership (cont’d) • Effective strategic leaders: • Manage the firm’s operations effectively. • Sustain a high performance over time. • Make better decisions than their competitors. • Make candid, courageous, pragmatic decisions. • Understand how their decisions affect the internal systems in use by the firm. • Solicit feedback from peers, superiors and employees about their decisions and visions. © 2007 Thomson/South-Western. All rights reserved. Managers as an Organizational Resource • Managers often use their discretion when making strategic decisions and implementing strategies. • Factors affecting the amount of decision-making discretion include: • External environmental sources • Characteristics of the organization • Characteristics of the manager © 2007 Thomson/South-Western. All rights reserved. FIGURE12.2Factors Affecting Managerial Discretion Source: Adapted from S. Finkelstein & D. C. Hambrick, 1996, Strategic Leadership: Top Executives and Their Effects on Organizations, St. Paul, MN: West Publishing Company. © 2007 Thomson/South-Western. All rights reserved. Industry structure Rate of market growth Number and type of competitors Nature and degree of political/legal constraints Degree to which products can be differentiated External Environment Factors Affecting Managerial Discretion © 2007 Thomson/South-Western. All rights reserved. Size Age Culture Availability of resources Patterns of interaction among employees External Environment Characteristics of the Organization Factors Affecting Managerial Discretion © 2007 Thomson/South-Western. All rights reserved. Tolerance for ambiguity Commitment to the firm and its desired strategic outcomes Interpersonal skills Aspiration level Degree of self-confidence External Environment Characteristics of the Manager Characteristics of the Organization Factors Affecting Managerial Discretion © 2007 Thomson/South-Western. All rights reserved. The degree of latitude for action when making strategic decisions, especially those concerned with effective implementation of strategies. How managers exercise discretion when determining appropriate strategic actions is critical to the firm’s success. External Environment Characteristics of the Manager Characteristics of the Organization Managerial Discretion Factors Affecting Managerial Discretion © 2007 Thomson/South-Western. All rights reserved. Top Management Teams • Composed of the key managers who are responsible for selecting and implementing the firm’s strategies. • A heterogeneous top management team: • Has varied expertise and knowledge. • Can draw on multiple perspectives. • Will evaluate alternative strategies. • Builds consensus. © 2007 Thomson/South-Western. All rights reserved. Firm Performance and Strategic Change • Heterogeneous top management teams: • Have difficulty functioning effectively as a team. • Require effective management of the team to facilitate the process of decision making but … • Are associated positively with innovation and strategic change. • May force the team or members to “think outside of the box” and be more creative. • Have greater capacity to provide effective strategic leadership in formulating strategy. © 2007 Thomson/South-Western. All rights reserved. CEO and Top Management Team Power • Higher performance is achieved when board of directors are more directly involved in shaping strategic direction. • A powerful CEO may: • Appoint sympathetic outside board members. • Have inside board members who report to the CEO. • Have significant control over the board’s actions. • May also hold the position of chairman of the board (CEO duality). © 2007 Thomson/South-Western. All rights reserved. CEO and Top Management Power • Duality often relates to poor performance and slow response to change. • CEOs of long tenure can also wield substantial power. • CEOs can gain so much power that they are virtually independent of oversight by the board of directors. • The most effective forms of governance share power and influence among the CEO and board of directors. © 2007 Thomson/South-Western. All rights reserved. Managerial Succession • Organizations select managers and strategic leaders from two types of managerial labor markets: • Internal managerial labor market • Advancement opportunities related to managerial positions within a firm. • External managerial labor market • Career opportunities for managers in organizations other than the one for which they currently work. © 2007 Thomson/South-Western. All rights reserved. Managerial Labor Market (cont’d) • Advantages of internal managerial labor market include: • Experience with the firm and industry environment. • Familiarity with company products, markets, technologies, and operating procedures. • Lower turnover among existing personnel. • Advantages of the external managerial labor market include: • Long-tenured insiders may be “stale in the saddle”—outsiders may bring fresh perspectives. © 2007 Thomson/South-Western. All rights reserved. FIGURE12.3Effects of CEO Succession and Top Management Team Composition on Strategy © 2007 Thomson/South-Western. All rights reserved. FIGURE12.4Exercise of Effective Strategic Leadership © 2007 Thomson/South-Western. All rights reserved. Key Strategic Leadership Actions: Determining Strategic Direction • Determining strategic direction involves developing a long-term vision of the firm’s strategic intent. • Five to ten years into the future • Philosophy with goals • The image and character the firm seeks • Ideal long-term vision has two parts: • Core ideology • Envisioned future © 2007 Thomson/South-Western. All rights reserved. Key Strategic Leadership Actions: Exploiting and Maintaining Core Competencies • Core competencies • Resources and capabilities of a firm that serve as a source of competitive advantage over its rivals. • Leadership must verify that the firm’s competencies are emphasized in strategy implementation efforts. • Firms must continuously develop or even change their core competencies to stay ahead of competitors. © 2007 Thomson/South-Western. All rights reserved. Key Strategic Leadership Actions:Developing Human Capital and Social Capital • Human capital • The knowledge and skills of the firm’s entire workforce are a capital resource that requires investment in training and development. • Social capital • Relationships inside and outside the firm that help it accomplish tasks and create value for customers and shareholders. © 2007 Thomson/South-Western. All rights reserved. Key Strategic Leadership Actions: Sustaining an Effective Organizational Culture • Organizational Culture • The complex set of ideologies, symbols and core values shared through the firm, that influences the way business is conducted. • Entrepreneurial Orientation • Personal characteristics that encourage or discourage entrepreneurial opportunities. • Autonomy Proactiveness • Innovativeness Risk taking © 2007 Thomson/South-Western. All rights reserved. Key Strategic Leadership Actions: Sustaining an Organizational Culture (cont’d) • Changing a firm’s organizational culture is more difficult than maintaining it. • Effective strategic leaders recognize when change in culture is needed. • Shaping and reinforcing culture requires: • Effective communication • Problem solving skills • Selection of the right people • Effective performance appraisals • Appropriate reward systems © 2007 Thomson/South-Western. All rights reserved. Key Strategic Leadership Actions: Emphasizing Ethical Practices • Effectiveness of processes used to implement the firm’s strategies increases when based on ethical practices. • Ethical practices create social capital and goodwill for the firm. © 2007 Thomson/South-Western. All rights reserved. Key Strategic Leadership Actions: Emphasizing Ethical Practices (cont’d) • Actions that develop an ethical organizational culture include: • Establishing and communicating specific goals to describe the firm’s ethical standards. • Continuously revising and updating the code of conduct. • Disseminating the code of conduct to all stakeholders to inform them of the firm’s ethical standards and practices. © 2007 Thomson/South-Western. All rights reserved. Key Strategic Leadership Actions: Emphasizing Ethical Practices (cont’d) • Actions that develop an ethical organizational culture include: • Developing and implementing methods and procedures to use in achieving the firm’s ethical standards. • Creating and using explicit reward systems that recognize acts of courage. • Creating a work environment in which all people are treated with dignity. © 2007 Thomson/South-Western. All rights reserved. Key Strategic Leadership Actions:Establishing Organizational Controls • Controls • Formal, information-based procedures used by managers to maintain or alter patterns in organizational activities. • Controls help strategic leaders to: • Build credibility • Demonstrate the value of strategies to the firm’s stakeholders • Promote and support strategic change © 2007 Thomson/South-Western. All rights reserved. Key Strategic Leadership Actions: Establishing Balanced Organizational Controls • The Balanced Scorecard • A framework used to verify that the firm has established both strategic and financial controls to assess its performance. • Prevents overemphasis of financial controls at the expense of strategic controls • Four perspectives of the balanced scorecard • Financial Customer • Internal business processes • Learning and growth © 2007 Thomson/South-Western. All rights reserved. FIGURE12.5Strategic Controls and Financial Controls in a Balanced Scorecard Framework © 2007 Thomson/South-Western. All rights reserved.
 Chapter 12: Strategic Leadership (SL)Chapter 12: Strategic Leadership (SL). Overview: Strategic leadership & top-level managers importance Top management teams and effects on firm performance Managerial succession process Value of strategic leadership in determining firm’s strategic direction 1.28k views • 25 slides  Chapter 12: Strategic Investment DecisionsChapter 12: Strategic Investment Decisions. Learning objectives. Q1 : How are strategic investment decisions made?. Q2 : What cash flows are relevant for strategic investment decisions?. Q3 : How is net present value (NPV) analysis performed and interpreted?. 1.03k views • 35 slides  CHAPTER 12 Strategic Leadership. Strategic Leadership and Style. Strategic leadership requires the ability to: Anticipate and envision. Maintain flexibility. Empower others to create strategic change as necessary. Strategic leadership is: 1.48k views • 20 slides  Strategic LeadershipChapter 2. Strategic Leadership. Robert E. Hoskisson Michael A. 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Presentation Transcript. Chapter 1The Strategic Management Process. Learning Objectives To understand: • the elements or stages of the strategic management process. • SWOT analysis. • the importance of strategic leadership and strategic direction. • the key elements of important strategic perspectives, including industrial organization ...
Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations. 4 Strategic decisions Exhibit 1.1. Integrated approach: if the operations are not in line with strategy then the ...
A set of managerial decisions and actions that determines the long-run performance of an organization. Purposes of Strategic Management. Involved in many decisions that managers make. Companies with formal strategic management systems have higher financial returns than companies with no such system. Important in profit and not-for-profit ...
7 Strategic Management Set of decisions and actions that result to the formulation and implementation of plans designed to achieve a company's objectives Study of why and how some firms outperform others. 8 Benefits of Strategic Management. Strategy formulation activities enhance the firm's ability to prevent problems.
1 CHAPTER-01 BASIC CONCEPTS OF STRATEGIC MANAGEMENT (SM) ALMA.SHAMEEM 13 April 2017. 2 Learning Objectives After studying this chapter, you should be able to do the following: Define the term strategic management (SM) Describe the SM process. Explain the need for integrating analysis and intuition in strategic management.
Strategic Management: Strategic Managment. Gregory G. Dess, University of Texas at Dallas G.T. Lumpkin, University of Illinois--Chicago ... PowerPoint Slides. When you click the "view" link, the presentation will open in your browser. The PowerPoint downloads are PowerPoint files and average 175K each. Download time is about 1 minute each with ...
Chapter 1 : Introduction to Strategic Management. The evolution of strategic management as an area of study • In 1950s the Gordan Howell report, recommended that business education be made broader in nature and include a capstone couse in an area called 'BUSINESS POLICY' • Business policy emphazied the development of skill in ...
Strategic Management Process • Rational approach used by firms to achieve strategic competitiveness and earn above average returns (AAR) • Figure 1.1 (Diagram of chapter relationships) • Part 1: Strategic Mgmt Inputs • Part 2: Strategic Actions: Strategy Formulation • Part 3: Strategic Actions: Strategy Implementation • Part 4 ...
Mar 15, 2012. 790 likes | 1.44k Views. Chapter 1 The Nature of Strategic Management. Strategic Management: Concepts & Cases 11 th Edition Fred David. Themes in the Text. Global Considerations - impact virtually all strategic decisions E-commerce - vital strategic management tool Natural environment -. Download Presentation.
23 Strategic HRM Defined The Meaning of Strategic HRM. According to Hendry and Pettigrew (1986), strategic HRM has four meanings: 1. The use of planning 2. A coherent approach to the design and management of personnel systems based on an employment policy and manpower strategy and often underpinned by a 'philosophy' 3.
Delivery on strategic initiatives in 2Q 2024 and beyond - New Products - Seven new listed equities representing non-resource sectors of the economy became available on the Equities Market.; 40 new non-listed equities were added to CCP-based OTC trading, which now features a total of 97 such equities.; Six companies placed 10 DFAs issues of credit nature on MOEX platform, raising a total of RUB ...
Step 4: Formulating Strategies • Develop and evaluate strategic alternatives. • Select strategies that capitalize on the organization's strengths and exploit environmental opportunities or that correct the organization's weaknesses and buffer against threats. Step 5: Implementing Strategies • A strategy is only as good as its ...
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Strategic Leadership (cont'd) • Effective strategic leaders: • Manage the firm's operations effectively. • Sustain a high performance over time. • Make better decisions than their competitors. • Make candid, courageous, pragmatic decisions. • Understand how their decisions affect the internal systems in use by the firm.