This is the political dimension of reward systems since the ability to give rewards to individuals is an important source of power for certain individuals or groups. EOS are the cost advantages that a business obtains due to expansion.
Such organizations can cope with understanding their environment by seeking for understanding of the environment on an historical basis. Fear of success c. It sets out what resources need to be obtained and which to be disposed of.
Availability of raw material.
The second piecemeal which means understand the environment from overall impact. So, this list may be very long for most organizations. A Creating opportunities by building on resources and competences. Standardized production systems result in formalized and centralized control is really true only within the production side of the company; other departments and the company as a whole may not be organized in the same way.
It should be remembered that the relative importance of variance resources will change over time and hence power derived in this way can show dramatic changes, and this will change the strategic nature of the product. The growth-share matrix, a part of B.
It is apparently the opposite claim to the first argument in favor of decentralization. It is not just public bodies with government involvement that centralization of authority and decision-making occur.
To conclude, despite that resource factor cuts across all phases of strategic management, resources are only one of several influences on company policy. D Corporate and business unit.
They often have longer time horizons than day-to-day operating decisions. A Corporate; strategic business unit; operational. New plant may be more expensive to build but provide more efficient production on completion. Chief executive officer, salesman, dean, and lawyer d.
Choices on timing are problematic. More extensive marketing operations for example. Who do we want to serve? There are number a number of different measures of effectiveness: Once again, effort-related reward systems may cut across this and result in demotivation of skilled workers.
A They are likely to be concerned with, or affect, the long-term direction of an organisation. The strategist "deals with" the environment but it is not the central concern. It would be then possible to monitor environmental change to see which of these scenarios is most appropriate.
And how should the uncertainty be dealt with? It is also about matching organizational resource to those threats and opportunities. A- History and age of the company: It may mean that the decision has to be referred to more senior levels in head office. B The overriding purpose regardless of the values or expectations of stakeholders.
Strategy-implementation activities include a. Strategic business unit only d. There are two responses which are dangerous in their limitations. This raises the question: If people feel either very insecure or very secure, in both cases they resist the change by either rejection, suppressing, or distorting information concerning the proposed changes.
A strategy based primarily on diversification through acquisition. What are the priorities and key tasks? Some of these principles may be quite central to the organization mission. This was called the production orientation. In such circumstances a critical organizational design issue is the level at which discussion and referral ends and a decision is taken.Jul 02, · Looking for top strategic management quizzes?
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Strategic Management Prepared by: CHUOP Theot Therith 3 a. Forward integration b. Retrenchment c. Horizontal diversification d. Market penetration CHAPTER SIX Strategy Analysis & Choice A coordinate of _____ in the SPACE Matrix is a defensive profile.
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