-S.M. Introduction & Contexts
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Transcript of -S.M. Introduction & Contexts
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Introduction & Contexts
INTO at GCU
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Introduction to theModule
CLASS CONTACT 9 hours per
week 10 weeks.
Lecture 2 hours
Seminar 2 hours
E-learning 1 hourGroup work 3 hours
Assessment 1 hour
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Assessment of Module INDIVIDUAL management report
- minimum 3000 words
worth 70% of marks
GROUP presentation, with
1. evidence of participation andcontribution to the group.
2. reflective evaluation of own group,
and other groups performance- minimum 1000 words
worth 30% of marks
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What is Strategy?
Class thoughts and views
please..
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What is Strategy?
There is no universally
agreed definition Why..?
Academics have many views on whatstrategy is...
Porter (1996)
competitive strategy is about beingdifferent..
Markides (1999)
(Strategy is) the selection of a strategicposition..
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What is The purpose of
Strategy? Much more agreement here;
the purpose of strategy isto help organisations
achieve sustainablecompetitive advantage..
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Another thought.. Kay (1993)
Views strategy of an organisationas the match between itsinternal capabilities and
its externalrelationships..
Do you agree..?
Groups please, 10 mins
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If a large part of strategy is about trying to
understand that world that the organisation
operates in, so that it can make sense of it, and
influence its position in that world..
What does that imply for
managers who operate atstrategic level..?
Class thoughts? Groupsplease 10 minutes
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Strategy
Analysis
Of internal & external environments
Allows evaluation of how well placedit is to exploit opportunities
Formulation
At corporate level
At business level
Implementation
Needs good, effectivecommunication
Needs stakeholder buy-in
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The strategic
management process
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StrategyANALYSIS
StrategyFORMULATION
StrategyIMPLEMENTAT
ION
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Strategy Formulation
2 main perspectives
The Design SchoolAndrews (1971); afterAnsoff (1965)
The Learning School Mintzberg (1990)
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The Design School
An Organisation has to MATCH
its Strengths & Weaknesses (its internalworld e.g. Its resources andcompetences.. In other words, its
strengths and weaknesses..)
...to the Needs of the Competitiveenvironment (its external world e.g. Its
opportunities, and the threats it faces)
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The Learning School
The Rational approaches of the DesignSchool fail to take account of theHUMAN condition;
How strategy formulation occurs in real
life depends on people; inside andoutside the organization.
They change... Over a period of time.The way they think, they way they act,the things they need/do.
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The Learning School 3
sub approaches...
Intended strategy
Realized strategy
Emergent strategy
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Vision, Mission &
Values
What the
organisation aspiresto achieve in thefuture
vision
Why theorganisation existsmission
An organisationscentral beliefs thatwill not becompromised
values
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Theory of the business
Is it reasonable to say that
a combination of Vision,Mission & Values are whata business is all about..?
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Any organisations
Theory of its business Has 4 characteristics;
Assumptions made must bebased in reality
Assumption made in one area ofthe business must fit with others
The Theory must be known,understood and accepted
throughout the business
The Theory of the business mustbe continually tested
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Types of strategy
Corporate
Whatindustries
theorganisationwants to be
in
Allocatesresources toSBUs andoversees
big strategy
Business
How anorganisation
will competein a marketor industry
sector
SBUs givenautonomy toplan
strategies tocompete
Functional
Subsumedwithin
corporateand/or
business
e.g.Marketing,
R & D,Finance
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TIE it all together..
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Values
GoalsResourcesStructuresProcesses
General &competitiveenvironments
Externalenvironment
S.W. O.T.
Stakeholders
STRATEGY
Internalenvironment
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