Introduction / Organisational Purposes and Objectives / Analysing External Relationships, 2nd Ed.
Strategy -- Books 1 / 2 / 3
Publisher: The Open University, 1999 , 133 pages
ISBN: 0-7492-8990-2
Synopsis:
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Table of Contents:
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- Book 1 Introduction
- 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
- The Importance of Strategy
- 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
- How Strategy is Made
- 4.1 Strategy by Planning and Design
- 4.2 Strategy as Pattern
- 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
- Summary and Conclusion
- Book 2 Organisational Purposes and Objectives
- Introduction
- 1.1 Learning Objectives of This Book
- 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
- 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
- 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
- Summary and Conclusion
- Book 3 Analysing External Relationships
- Introduction
- 1.1 Learning Objectives of This Book
- The Far and Near Environments
- 2.1 What Constitutes the Far Environment?
- 2.2 What Constitutes a Near Environment?
- 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?
- Strategic Groups and Strategic Space
- 4.1 Strategic Groups
- 4.2 Strategic Space and Industry Dynamics
- 4.2.1 Strategic space
- 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
- Interaction in the Industry
- 6.1 Competition
- 6.2 Co-operation
- 6.3 Conclusion
- Summary and Conclusion
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Introduction / Organisational Purposes and Objectives / Analysing External Relationships
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