Title:
Strategic analysis and action
Personal Author:
Edition:
6th ed.
Publication Information:
Toronto, Ontario : Pearson/Prentice Hall, 2005
ISBN:
9780131278226
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010163297 | HD31 C76 2005 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
This book aims to develop the basic general management skills required to understand a business, sense the opportunities and problems that it faces, deal effectively with strategic decisions, and set in place the people and operations to implement those decisions.
Table of Contents
| Preface |
| Introduction |
| 1 The Job of General Manager |
| The Job of the General Manager |
| Assessing Performance |
| Setting Direction: Vision, Mission, Values |
| From Vision, Mission, and Values to Strategy |
| Summary |
| Notes |
| Additional Readings |
| 2 Strategy |
| The Essentials of the Strategy Model |
| The Role of Strategy |
| Strategy in a Single Business |
| Goals |
| Product Market Focus |
| Value Proposition |
| Core Activities |
| Putting the Strategy Components Together |
| Assessing Coherence of the Strategy |
| Other Strategy Perspectives |
| Corporate Strategy |
| Summary |
| Notes |
| Additional Readings |
| 3 The Diamond E-Framework |
| Introducing the Diamond-E Framework |
| The Criterion of Consistency |
| Using the Diamond-E Framework |
| Strategic Tension |
| The Process of Strategic Analysis |
| Summary |
| Notes |
| 4 Tools for Environment Analysis |
| Porter's Five Forces Model |
| Industry Value Chain |
| Cooperation and Competition: Game Theory |
| Pest |
| Scenario Planning |
| New Economy Models |
| Global Industry Models |
| Comparing and Contrasting Industry Analysis Frameworks |
| Notes |
| 5 Environmental Analysis: The Strategy-Environment Linkage |
| Conducting Environmental Analysis |
| Step 1: Focus the Environment Analysis |
| Step 2: Test the Strategy-Environment Linkage |
| Step 3: Forecast Performance |
| Step 4: Rank Against Other Proposals |
| Summary |
| Notes |
| Additional Readings |
| 6 Resource Analysis: The Strategy-Resource Linkage |
| The Nature of Resources.Other Characterizations of Resources |
| Resources and Competitive Advantage |
| The Dual Role of Resources |
| Resource Analysis |
| Step 1: Identify Resource Requirements |
| Step 2: Test the Strategy-Resource Linkage |
| Step 3: Develop Gap-Closing Analysis |
| Step 4: Move to the Next Step in the Diamond-E Drill |
| Dynamic Resources and Capabilities |
| Resources and the Scope of the Firm |
| Summary |
| Notes |
| Additional Readings |
| 7 Management Preference Analysis: The Strategy-Management Preference Linkage |
| Management as a Key Stakeholder |
| The Role of Management Preferences |
| The Roots of Strategic Preference |
| Matching Preferences and Strategy |
| Step 1: Identify the Required Management Preferences |
| Step 2: Test the Strategy-Preferences Linkage |
| Step 3: Develop Gap-Closing Analysis |
| Management Preference and Competitive Analysis |
| Summary |
| Notes |
| Additional Readings |
| 8 Strategy and Organization |
| Organizational Capabilities |
| Behaviour |
| Culture |
| Step 1: Identify Required Organizational Capabilities |
| Step 2: Identify Capability Gaps |
| Step 3: Develop New Organizational Capabilities |
| Organization Structure |
| Management Processes |
| Leadership Behaviour |
| Using All Three Leverage Points |
| Step 4: Assess Feasibility |
| Summary |
| Notes |
| 9 Strategic Choice |
| Strategy Formulation as a Dynamic Process |
| The Practical Matter of Strategic Choice at a Point in Time |
| Notes |
| 10 Implementing Strategy: Change Agenda and Starting Conditions |
| Implementing Strategic Change |
| The Change Plan |
| Change Agenda |
| Analysis of Starting Conditions |
| Urgency for Action: The Crisis Curve |
| Organizational Readiness for Change |
| Personal Readiness for Change |
| The View From Below |
| Summary |
| Notes |
| Additional Readings |
| 11 Implementing Strategy: Guidelines and Action |
| Establishing Guidelines for Action |
| Priority Objectives |
| Action Priorities |
| Leadership Style |
| Pace |
| Generic Guidelines |
| Creating an Action Plan |
| Summary |
| Notes |
| Additional Readings |
| Index |
