You are here: Home → Books → i → Introduction / Organisational Purposes and Objectives / Analysing External Relationships
« August 2019 »
Su Mo Tu We Th Fr Sa
123
45678910
11121314151617
18192021222324
25262728293031
Log in


Forgot your password?
 
Document Actions

Introduction / Organisational Purposes and Objectives / Analysing External Relationships, 2nd Ed.

Strategy -- Books 1 / 2 / 3

The Open University

Publisher: The Open University, 1999 , 133 pages

ISBN: 0-7492-8990-2

Keywords: MBA, Strategy

Synopsis:

Toggle Synopsis


Table of Contents:

Toggle Table of Contents

  • Book 1 Introduction
    1. Introduction
      • 1.1 The Course
        • 1.1.1 The course content
        • 1.1.2 Aims and objectives of the course
      • 1.2 Introduction to Strategy
        • 1.2.1 Learning objectives of this book
    2. The Importance of Strategy
    3. What is Strategy?
      • 3.1 A Definition of Strategy
      • 3.2 Strategic Issues
      • 3.3 Strategic Choices
          • Determining the nature, domain and scope of activities
          • Evaluating the success of activities
          • The acquisition, allocation and commitment of a distinctive set of resources and capabilities
          • Creating an effective match with the challenges of the environment
          • Managing the network of relationships with and between its stakeholders
      • 3.4 Strategy is Distinctive
        • 3.4.1 The shift from functional or specialist management
        • 3.4.2 The levels of strategy
      • 3.5 Strategic Fit
        • 3.5.1 Strategic success and effective strategic fit
        • 3.5.2 Sustaining effective strategic fit
        • 3.5.3 Strategic fit and strategic stretch
    4. How Strategy is Made
      • 4.1 Strategy by Planning and Design
      • 4.2 Strategy as Pattern
    5. Strategic Thinking
      • 5.1 Strategic Thinking and Strategic Decisions
        • 5.1.1 Strategic planning and strategic thinking
        • 5.1.2 Information-processing, thinking and strategy
        • 5.1.3 Uncertainty in making strategic decisions
      • 5.2 Strategic Recipes
        • 5.2.1 Strategic recipes and strategic change
        • 5.2.2 The need for fresh strategic thinking and innovation
      • 5.3 Integration and Complexity
        • 5.3.1 The integrative challenge of strategic thinking
        • 5.3.2 The complexity of strateguc thinking
    6. Summary and Conclusion
  • Book 2 Organisational Purposes and Objectives
    1. Introduction
      • 1.1 Learning Objectives of This Book
    2. The Development of Airbus Industrie
      • 2.1 Airbus Industrie Mini-Case
      • 2.2 Airbus and the Complexity of Managing Purposes and Objectives
      • 2.3 Summary
    3. Strategy, Purposes and Objectives
      • 3.1 ‘Purposes’ and ‘Objectives’ in the Organisation
      • 3.2 The Meaning of ‘Purposes’ and ‘Objectives’
        • 3.2.1 The role of 'policy'
      • 3.3 Purpose as a Public Statement
      • 3.4 The Components of Purpose Statements
      • 3.5 Purpose and Social Responsibility
      • 3.6 Creating a Sense of Purpose
      • 3.7 Organisational Purposes and the Language of Strategy
    4. Managing the Purposes and Objectives of Stakeholders
      • 4.1 Identifying Stakeholders
        • 4.1.1 The nature of the stakeholder relationship
        • 4.1.2 The stakeholder framework
      • 4.2 Managing Stakeholder Objectives — Shareholders and Owners
        • 4.2.1 The meaning of profitability
        • 4.2.2 Shareholder value and share price
      • 4.3 Managing Stakeholder Objectives — Non-Shareholder Ownership and Trust Relationships
      • 4.4 Managing Managers’ Objectives
        • 4.4.1 The manager's conflict of interest and the problem of 'agency'
        • 4.4.2 The manager's interest
        • 4.4.3 Aligning ownership and managerial interests
      • 4.5 Stakeholders as Collaborators
        • 4.5.1 Using contract theory to analyse stakeholder collaboration
      • 4.6 Important Dimensions of a Stakeholder Analysis
        • 4.6.1 Returns on resources and rewards for stakeholders
        • 4.6.2 Competition for scarce resources
        • 4.6.3 Sources of stakeholder power
      • 4.7 Implications of Adopting a Stakeholder Perspective
    5. Summary and Conclusion
  • Book 3 Analysing External Relationships
    1. Introduction
      • 1.1 Learning Objectives of This Book
    2. The Far and Near Environments
      • 2.1 What Constitutes the Far Environment?
      • 2.2 What Constitutes a Near Environment?
    3. Industry Structure
      • 3.1 Analysing Industry Structure
      • 3.2 Applying the Industry Structure Model
      • 3.3 The Evolution of Industry Structure
        • 3.3.1 Using industry structure analysis in corporate strategy
      • 3.4 Does Industry Structure Matter?
    4. Strategic Groups and Strategic Space
      • 4.1 Strategic Groups
      • 4.2 Strategic Space and Industry Dynamics
        • 4.2.1 Strategic space
    5. Industry Participants
      • 5.1 Participants: Intentions
      • 5.2 Participants: Decisions
        • 5.2.1 Deciding to specialise
        • 5.2.2 Deciding to seek lowest-cost production
        • 5.2.3 Deciding to focus
        • 5.2.4 Decisions and industry structures
      • 5.3 Participants: Capabilities
        • 5.3.1 Understand the differences between the customer segments served by key competitors/li>
        • 5.3.2 Understand the differences in value-generating processes
        • 5.3.3 Look for patterns of competitive behaviour
      • 5.4 Applying Competitor-Analysis Techniques
          • Intentions
          • Decisions
          • Capabilities
    6. Interaction in the Industry
      • 6.1 Competition
      • 6.2 Co-operation
      • 6.3 Conclusion
    7. Summary and Conclusion

Reviews:

Introduction / Organisational Purposes and Objectives / Analysing External Relationships

by Roland Buresund — last modified 2014-01-25 18:29

Rating: ****** (Decent)

MBA material, what do you expect?
Powered by Plone, the Open Source Content Management System

This site conforms to the following standards: