

Contents

Overview
Strategic
Planning Process
What
is Strategic Planning: The Strategy Process.
Planning in a Larger Context. Creative Planning. Gaining Understanding
of Strategic Planning. Benefits of Strategic Planning. When Should
Strategic Planning Be Done?
Definitions
of Strategy: Some Language Basics. Strategy Accoring
to B. H. Linddell Hart. Strategy According to George Steiner. Strategy
According to Henry Mintzberg. Strategy According to Kenneth Andrews.
Strategy According to Michael Porter. Strategy According to Kepner-Tregoe.
Strategy According to Michael Robert. Strategy According to Treacy
and Wiersema. What is Strategy? The Practical Question: How? The
Decisions Are the Same. Some Fundamental Questions. Concluding Remarks.
Preparation
for Strategic Planning: Perspectives of Planning.
Who Should Be Involved in Planning? How Do We Ensure Implementation
of Our New Plan?
Strategic
Planning Models: Model One - "Basic" Strategic
Planning. Model Two - Issue-Based (or Goal-Based) Planning. Model
Three - Alignment Model. Model Four - Scenario Planning. Model Five
- "Organic" (or Self-Organising) Planning.
Business Profile - Assignment
Tutorials
- Evolution,
Interpretations and Theorists
Multi-disciplinary Nature, Scope of Strategic Management, Terminology,
Traditional Strategy, Sun Tzu & the Art of Business, Historical
Evolution, Management Theory, Modern Developments, Evolution of
Strategic Management, Organisational Planning and Implementation.
- Strategic
Management - An Introduction
Applications, Efficient Markets, Characteristics of EM, Competitive
Ideal, Motivating Profit Differentials, Sources of Superior Performance,
Purposes of Strategy, Strategic Planning Process Overview, Strategy
Defined, A Hierarchy of Strategic Action, Two Phases of Strategic
Management, Entry Plays an Important Role, Mission Statements,
Vision Statements, Values Statements, Financial Statement Analysis,
Calculating Sales and Earnings Growth, Accounting Measures of
Performance, Ratios - Liquidity, Ratios - debt management, Ratios
- market value, Strategic Investments, Recap - Using performance
information, Stakeholder theory.
- Strategic
Management
Introduction to Corporate Strategy, Ohmaes Competition Model,
Company Performance in Context, What is Corporate Strategy?A Working
Approach to Strategy, A Model of Strategic Management, Strategy
is about choices firm make on Products and Markets and how they
leverage their advantage, Corporate Strategic Balance, The determinants
of success - A Porterian View, An Alternative Theory of Strategy,
Entrepreneurial Viewpoint, The Austrian School, Heterogeneity
of Strategies, Profits are not a result of monopoly power, Success
factors, Modelling Success, The Management Agenda, Strategic Challenges
and the Quest for Competitiveness, External Corporate Strategy
Drivers, Key Strategic Questions.
Case
Studies
The
Strategic Company Appraisal
Organisations
as Systems: A Systems Approach. Environmental
Factors - Internal and External. Boundaries. Structures and Processes.
Management roles and processes. Modelling.
Company
Appraisal: Situation Assessment. Strategic
Managers. Environmental Scanning. Strategy Evaluation. Administrative
Considerations. Action Planning. Implementation. Performance Evaluation
and Control.
Performance
Management: On Performance
in Organisations. Performance Management Applies to More than Employee
Performance. Overall Goals. Basic Steps. Development and Contents
of a Performance Plan.
Measuring
Performance and the Executive's Diagnostic Toolkit: The
Four Sets of Diagnostic Tools. Foundation
Information. Productivity
Information. Competence
Information. Resource-Allocation
Information. Control Systems
for Strategic Management. Total
Quality Control (TQC): Japanese Approach.
Organisational
Culture: What is Culture? Culture
Control and Engineering. Organisational Culture
and Working Life. Visibility. Classifying/Modelling Organisation
Culture. Some Types of Cultures. Understanding
and Assessment.
The
Learning Company Model: Supply-chain Learning.
Pedler, Burgoyne and Boydell's Learning Company. Adopt
a Learning Approach to Strategy. Company-to-company
learning.
Learning
Organisation and Knowledge Management
Introduction
to Valuation: Introduction.
Earnings
Valuation. Revenues Valuation. Cash Flow Valuation. Equity Valuation.
Yield Valuations. Member Valuation.
Workshops,
Tutorials, Assignments
Strategic
Planning Models
"Basic" Strategic Planning, Issue-Based (or Goal-based) Planning,
Alignment Model, Scenario Planning, "Organic" (or Self-Organising)
Planning
Descriptive
Cognitive Models
Situated cognition, Knowledge and Learning, Enculturation, Cognitive
Apprenticeship, Models of Decision Making, Classical Decision Making,
Naturalistic decision making (NDM), Prescriptive Model, Current
Planning Model, New Planning Model, Planning Under Time Pressure
Model, Recognition-primed decision (RPD) model, Mental Simulation,
GOMS (Goals, Operators, Methods and Selection rules), TAO Model
The
Viable System Model as a Framework for Understanding Organisations
Introducing
the Model, Organisations as Recursive Systems,
The Five Essential Functions for Viability: Implementation, Co-ordination,
Control, Intelligence, Policy. The
VSM in Summary.
Workshop:
Managing Profits
Profit, Introduction to Cost Accounting, Standard
Costing and Variance Analysis, Introduction to Break-even Analysis,
Break-even Tutorial, Break-even Glossary, Cost Classifications,
Dividend Policy and Internal Financing, Stock Market Strategy
Theory
of the Firm
Introduction, Types of Firms, Traditional Theory of the Firm, What
does a supplier maximise? Profit, The John Bates Clark Model, More
Simplifying Assumptions, The Firm's Decision, Labour Input and Profits,
Problems with Profit Maximisation, Net Present Value, Risk Minimisation
v. Profit Maximisation, Baumols Static Sales Revenue Maximising
Model, Alternatives to Profit Maximisation, Baumol's Theory of Sales
Revenue Maximisation, Williamson's Model of Managerial Discretion,
Marris - Growth Maximisation, Cyert and March Behavioural Theory.
Nature
and Scope of Objectives/Objective Setting. Introduction to the Strategy
Process
What should the firm's objectives be? Definitions of Strategy, The
Strategic-Management Model, The Behavioural Analysis: Missions,
Goals and Objectives, Corporate Objectives, A Hierarchy of Objectives,
Corporate Means or Strategies, Selecting the ROSE target, A Shareholders
Performance-risk Curve, A Planning Framework For Objective Setting,
The Strategic Management Model, Internal Organisation and Managerial
Hierarchies, Organisation Strategies, International Corporate Governance,
The Stakeholder Theory, The German Model, The Japanese Model, The
Future, Competencies directly related to successful management performance,
Definition of Competency, Competence and Competency.
A
Philosophical Basis for Valuation
Misconceptions about Valuation, Approaches to Valuation, Discounted
Cash Flow Valuation, Equity Valuation versus Firm Valuation, First
Principle of Valuation, What is Risk? Risk and Return Models, Riskfree
Rate in Valuation, Measurement of the risk premium, The Survey Approach,
The Historical Premium Approach, Historical Average Premiums for
the United States, What about historical premiums for other markets?
Risk Premiums for Asia, Implied Equity Premiums, Other Measures
of Market Risk, Using Proxy Variables for Risk, Measures of Operating
Leverage, Measuring Cost of Capital, Estimating the Cost of Debt,
Estimating Market Value Weights, Estimating Cash Flows, Three Ways
to Think About Earnings, Dividends and Cash Flows to Equity, Measuring
Investment Expenditures, The Working Capital Effect, Estimating
Growth, Dealing with Negative Earnings, Propositions about Historical
Growth, How good are analysts at forecasting growth? The Five Deadly
Sins of an Analyst, Propositions about Analyst Growth Rates, Fundamental
Growth Rates, Growth Rate Derivations, Changes in ROE and Expected
Growth, Expected Growth in EBIT And Fundamentals, Growth Patterns,
Beyond Inputs: Choosing and Using the Right Model.
The
Fool Ratio
The P/E Ratio, The Growth Rate, Calculating Growth Rates, The Fool
Ratio Explained.
Organisational
Cultures and Structures
Harrisons cultures, The Power culture, The Role culture, The
Task culture, The Person culture, Organisation Strategies, Payne's
Organisational concepts, A conventional pyramid with a management
services department ladder, Outline organisation chart for a decentralised
geographically diverse company, Outline organisational chart for
a heavily centralised geographically diverse company, A Matrix organisation
structure, Two cells (or autonomous work groups) alongside a conventional
pyramid in computer department
Corporate
Governance, Nature and Scope of Governance, Role of the Board, Checks
and Balances
Evolution of Corporate Governance, Corporate Governance, Why Corporate
Governance? Working Definition, An Organisational Framework for
Corporate Governance, Focus on the Role of the Board, Hampel Report
1998, Role of Directors, Hampel - some recommendations, Interested
Parties in Corporate Governance, Types of Boards, Framework for
Analysing Board Activity, The Two Primary Functions of the Board,
Governance - Voluntary or Legal? Notable Failures of Governance,
Some Reasons for Corporate Governance Failure
Case
Studies
Strategic
Analysis I - Functional Competence
Hierarchical
Levels of Strategy: Corporate Level Strategy,
Business
Unit Level Strategy, Functional Level Strategy.
Workshops,
Tutorials, Assignments
Corporate
Level Strategy 1
Corporate Strategy Alternatives, Growth Strategies,
DiversificationOverview, Diversification Strategies, Boston Consulting
GroupGrowth-Share Matrix.
Corporate
Level Stratey 2
The Role of Diversification, Forms of
Diversification, Vertical Integration, Horizontal Diversification,
Means of Diversification, Problems With Diversification, BCG Matrix,
BCG Matrix with Learning/Experience Curve.
The
Role of Resources and Capabilities in Strategy Formulation
Resource-based Strategy, Theodore Levitts solution to the
problem of external change, Resource as the basis for corporate
profitability, Resources as the Basis of Superior Profitability,
Resource-based approach comprises three key elements, The starting
point for analysis is to identify and assess the resources and capabilities
that the firm has available to it, The Resources of the Firm - at
two levels of aggregation, Financial resources, Physical resources,
Human resources, Technological resources, Reputation.
Workshop:
Human Resources Planning
Workshop:
Operations Strategy
Crisis management versus Visionary Operations,
Corporate and marketing strategy and operations?
The Value-added Chain, Programmes in an operations strategy, Evolution
versus radical change
Operations
and Corporate Influences
Workshop:
Strategic Finance
SWOT
Analysis
Strengths and Weaknesses, Resources and Capabilities, Competitive
Competencies, Fit between Firm Strategy and its Environment, Internal
Analysis, Strategy built around SW, Key Success Factors, Analysing
Resources, Typical SW Items, SWOT Profile and Possible Strategies,
Resources & Skills, Resources as the basis for corporate profitability,
Elements in Distinctive Competencies, Competitive Advantage Simplified,
Day & Wenleys Model of Competitive Advantage, Durability
of Competitive Advantage, Issues surrounding Resources and Capabilities,
Barriers.
Case
Studies
Workshops,
Tutorials, Assignments
Workshop:
The
Strategic Human Resource Management
Strategic
Analysis II. Current Strategic Position
Managing
Value Chain: What
is Value Chain? Virtual Integration. Leveraging Your Service-Profit
Chain. Lean Enterprise. Waste Reduction.
Employee Empowerment.
Analysing
Company Reports:
Calculating
Profitability Ratios . How Do I Use Fundamentals to Make an Investment
Decision? What
Is Ratio Analysis? What Can I Learn from Profitability
Ratios? When Is an Increase in Earnings a
Loss? How to Use Profitability Ratios to Make
Investment Decisions. Other Ratios to Consider. Understanding Balance
Sheets.
Workshops,
Tutorials, Assignments:
Financial
Analysis
The Companys Cash-Cycle, The Dupont Strategic Profit Model,
Margin Management, Asset Management, Leverage Management, Growth
Strategy and Finance
The
Uses of Financial Ratios
Performance assessment, Trend analysis, Inter-firm comparison,
Test of reasonableness.
Capital
Investment Appraisals
How should managers evaluate capital investments
Capital investment appraisals: Payback methods, Discounted payback,
Accounting rate of return, Net present value and yield
The
Environment
Environmental
Factors
Industry
Analysis: Rivalry. Threat Of Substitutes. Buyer
Power. Supplier Power. Barriers to Entry / Threat of Entry. Dynamic
Nature of Industry Rivalry. Generic Strategies to Counter the Five
Forces.
Workshops,
Tutorials, Assignments:
Industry
Analysis - Model
Industry Structure, The Porter 5-Force Model, Success Factors
Firm's
Environment - Nature, Scope, Impact
Assessing the Environment, Environmental Aspects in Three Contexts,
Business Environment, How can we study this? Environmental Analysis
and Industry Analysis, Environmental Influences by Source, Environmental
Influences by Proximity, The Macro-environment, The Micro-environment,
The Determinants of Industry Profit, Problems and Questions, Environmental
Forecasting, Models, The Scenario Process, Fit between Firm Strategy
and its Environment, Quest for Competitiveness in 1990s, Managers
Need to Know, Key Strategic Questions.
Competitive
Pricing and Regulation
Price Cutting, Limit Pricing, Post-Entry
Pricing, Antitrust Issues, Types of Regulation, Regulatory Agencies,
Demand for Regulations, Strategic Regulation, Privatisation.
Measuring
Macroeconomic Performance
Growth and Business Cycles, Domestic Income and Product, Accounting
Identities, Price and Quantity Indexes
Government
and Political Environment
International
Business Environment
Culture and Cultural Change, Hai
in Japanese, Cultural Factors, Elements of Culture, Key Cultural
Variables, Contextual Background of Various Countries, High and
Low Context Cultures, Comparisons & Contrasts, Managing Our
Values, Managing Cultural Change, Cultural Diversity, Building Cross-cultural
Skills
Legal
Forces
Be aware of complex legal forces, Alternate purposes of taxes, Antitrust
Laws, Tariffs, Quotas & Other Obstacles, Product Liability,
Price&Wage Controls, Labour Laws & Currency Exchange, Local
Laws, International Assistance, Protect your Intellect, Industrial
Espionage, Terms to Know,
Case
Study
Strategic
Development I

Creating
a Vision: Key Components for Your Vision.
Create a Mission Statement. Benefits of Visioning. Vision Killers.
Exercise in Creating a Vision.
Conducting
Strategic Planning: Strategic Analysis.
Environmental
Scan Strengths. Weknesses, Opportunities and
Threats. Various Organisational Assessments. Developing/Updating
a Mission Statement. Developing/Updating a Vision Statement. Developing/Updating
a Values Statement.
Management
by Objectives: What
is MBO? Where
to Use MBO? Managing for
Results. Individual Responsibility.
Identifying
Strategic Direction: Strategic Issues
and Goals. Reaching Goals. The Goal Grid. Development Model. Forms
of Strategy.
Innovation
Management: Why Innovate? New Era of
Systemic Innovation.
Strategic
Thinking:Systems Thinking. Creativity.
Cybernetics. Game Theory. Chaos Theory. Cognition. Mind Mapping.
Cognitive Learning Theory. Reflexions.
Workshops,
Tutorials, Assignments:
Company
Analysis: Strategy
Components of Strategy, Strategy Over Time: The PLC, PLC: Implications,
Market Life Cycle, Implications for Segmentation, Value Disciplines
and the Life Cycle.
Strategic
Innovation
Facts, Uncertainty, Innovation Decision Tree, Diffusion, Patents,
Dominant Designs, Structuring for Innovation, Licensing.
Strategic
Development
Development Model, The Ansoff Matrix: Market Penetration, Product
Development, Market Development, Diversification, Integration. Contraction
- Internalised Strategies, Strategic Method: Internal Development,
External Development - Acquisitions & Mergers, Joint Development.
Strategic Basis: Sources of Competitive Advantage, Porters
Generic Strategies.
Life-cycle
Approaches to Strategy Formulation
Sales, cashflow and profits over the industry life-cycle,
Concerns, Introduction stage, Growth stage, Maturity stage, Decline
stage, Performance Objectives, Goal Orientation, Criteria for classification
of competitive position, Arthur D Little Matrix.
Portfolio
Analysis. Building Shareholder Value
Portfolio Models. The Boston Consulting Group Matrix. PLC and
an extended form of Growth Share Matrix, Weaknesses of Growth Share
Matrix, Directional Policy Matrix, Portfolio Models in use, Different
models - different results.
Case
Study: International Biscuits Limited
How to construct a BCG Matrix.
Tutorial:
Growth Share Positioning:Measuring Historical Evolution
A very powerful tool used to understand the implicit or explicit
strategies of a firm is the Share-Momentum Graph (Lewis
1977)
Construction of the Graph, Positioning, Challenging the basic premises
of the BCG approach, The Trade-off between Profitability and Growth,
Business-unit Cost of Capital, Market Growth Rate, Additivity Principle,
Cash Generation and Cash Using characteristics of a Business in
terms of its Growth and Profitability, Implications of Cash Generation
and Cash Use.
Scenario
Analysis and Planning
Process, Industry Example.
Vertical
Integration
Vertical Integration, Transaction Cost Economics.
Strategic
Development II
Business
Planning: Introduction. For-Profit Business Planning.
Nonprofit Business Planning. Preparation for Planning a Business
Venture. Business Planning Workshop.
Workshops,
Tutorials, Assignments:
Workshops:
Strategic
Business Plan: Income
Projection Statement, Balance
Sheet, Monthly
Cash Flow Projection, Information
Resources
Strategic
Business Plan: Marketing
Planning
Marketing
Planning
Marketing Planning: Definition, Steps in the Planning Process,
Assess Strengths and Weaknesses, Identify Opportunities and Threats,
Strategy Decisions, 4 Types of Growth Strategies, Implementation,
Control, Contents of a Marketing Plan, The BCG Growth-Share Matrix.
Strategic
Business Plan: Operational
Planning
Operations
Strategy in a Global Environment

Future
Direction
Beyond ERP, Tale of Two Eras, Directions,
eBusiness, eBusiness Strategy, eBusiness Defined, Where eBusiness
Happens, eBusiness Communities, eBusiness PortalProvides Content
Relevance, eBusiness Backbone, PeopleTools: N-tier Architecture
, Future Technology, Enterprise Performance Management, Enterprise
Performance Management... Beyond ERP, Enterprise Performance Management

Audio
and Video Clips
by Ben Gomes-Casseres
- What
is an Alliance?
Learn
why alliances must continually evolve.
Length: 1:52
- What
is an Alliance Strategy?
Why you need an "alliance
strategy," not a "strategic alliance."
Length: 2:14
- Elements
of Success in Alliance Strategy
Four fundamental conditions for
success.
Length: 0:43
- What
is Group-based Competition?
How alliances reshape the business
landscape.
Length: 1:17
- What
is a Constellation?
A new concept in advanced alliance
management.
Length: 0:43
- When
Polygamy is OK?
In your business alliances, that
is!
Length: 0:59
|
Simulate
Alternative Environment
Organisational
Engineering: A New, Old Way to View Organisations and their Management:
Introduction and Background. System Reliability.
Organisational Engineering. Theoretical Frameworks. Implications
for Management. Pragmatic Application of Frameworks.
Benchmarking
- Striving for the Best Practice: Why
do others better? How do others better? What
can we learn? How can we catch up? How can we become the best in
our sector?
Workshops,
Tutorials, Assignments:
Quality
Management Systems
Common-sense Hypotheses about Quality,
What is Quality? Quality Chains,
A Policy for Quality, Quality
Control (QC) vs Quality Assurance (QA), Quality Assurance, ISO EN
BS 9000 and TQM, TQM Projects Disappoint Managers!
Comparing
TQM and ISO/EN/BS9000, TQM Techniques.
Quality
Management Tools
Business
Process Re-engineering
Business
Excellence Model
Strategic
Evaluation - Model
Evaluation - Two Basic Types, Strategy Support Tools, Models, Computing
And Strategic Choice, Assumptions Underpinning Rational Strategy
Selection Criteria, Evaluation Criteria (According to Johnson &
Scholes), Evaluation Criteria (According to Lynch), Evaluation Criteria
(According to Thompson), The Johnson & Scholes Framework For
Evaluating and Selecting Strategies, Undertaking an Initial Screening
of Options, Thompsons Criteria for Effective Strategies, Selecting
Strategies, Criteria For Selecting A Policy, Methods Of Making The
Choice, Influences On The Selection Decision, Making the Choice,
The Selection Decision.
Strategic
Business Plan - Strategic
Issues and Recommendations
International
Business Strategy
Workshops,
Tutorials, Assignments:
International
Trade Theory
Mercantilism and the Nation State, Gold
Standard and Wealth, Nation versus the Individual, Labour Theory
of Value, Mercantilist Government Policy, The Rise of the Classical
Writers, Quantity Theory of Money, Labour Requirements and Absolute
Advantage, The Gains from Trade, Positive Sum Game, David Ricardo
and Comparative Advantage, Opportunity Costs, International Trade,
Terms of Trade, Production Possibilities Frontier, Complete Specialisation
World
Competitiveness
What is world competitiveness? An Economic
and Social Model, Assets and Processes, Attractiveness and Aggressiveness,
Globality and Proximity, Added Value, National Wealth, Domestic
Economy, Internationalisation, Government, Finance, Infrastructure,
Management, Science & Technology, People.
Perspectives
of Globalization
Cultural, Political, Economic
International
Strategy I - Motives, Market Entry, Strategies
Historical Development, Globalization
Debate, Standardisation, Industrial Globalization Drivers - Detailed,
Push and Pull Factors Affecting International Growth, Market Entry
Issues, Alternative Methods of Foreign Market Entry, Modes of Entry
into
Foreign Markets, Definition of Inward Investment, The Meaning of
Direct Investment, Market-specific Motives, Why FDI and not Exports
into the EU? Elements of Global Organisation,
International
Strategy II
Main Issues of International Strategy,
International Strategy Opportunities and Outcomes, Motivations for
International Expansion, Porters Determinants of National
Advantage, Business-Level International Strategies, Corporate-Level
International Strategies, Combinations of Business-level and International
Strategies, Choice of entry mode, Political Risk, Economic Risk,
Managerial Problems.
Economic
Context for Strategy
Product Life Cycle, Variations on Business
Life Cycle, Market Segments in Business Life Cycle, Experience Curve,
Experience Curve Components, BCG Growth/Share Matrix, Industry Value
Chain
Strategic
of Business Functions in the Multinational Enterprise I
Outline,
Control, Definition Details, Why is Control More Difficult in the
MNE? Practice in"Leading Edge" Companies Has Evolved to
Differentiate, Functional Marketing, Strategic Marketing, Create
New Value: Extend and Co-ordinate International Operations, Old
Ideas, New Ideas, So, Now There Is No Such Thing As "A Good
Strategy", Complexity of Implementation, Complexity of Implementation,
Industry/Company Analysis, First Template in China PC, Organisational
Analysis Template, Generic Strategies, Organisational Capability
5 Cs Model, Organisational Architecture5 Ss Model,
Environmental Dimensions, Loop Model, Implementation, Implementation
Key.
Strategic
of Business Functions in the Multinational Enterprise II
Strategic Decisions, Different Companies, Different
Industries, Different Strategies, Early Adopters of Microprocessors
Pave the Way, The Early Majority spots the Trend and buys in Ahead
of the Curve, The Late Majority Eventually Comes Around, Laggards
Finally Give in, How Do You Rejuvenate Old Curves? How Do You Define
the Business? Distribution Levels: An Alternative Dimension, Functional
Inter- Dependencies, Capacity and Facilities Choices, International
Logistics, A Summary Model Focusingon Marketing / Manufacturing,
A Summary ModelFocusing on Marketing, Total and Served Markets,
Organisation Options.
Balance
of Payments and Exchange Rates
The Balance of Payments Account, Exchange
Rates, Determination of the rate of exchange, Floating exchange
rates: movement to a new equilibrium, Exchange Rates andthe Balance
of Payments, Fixed versus Floating Exchange Rates, European Monetary
Integration.
Corporate
Turnaround and Endgame Strategy
Workshops,
Tutorials, Assignments:
Mature Market Theory - Endgame Strategies
in the Mature and Decline Phase of the Lifecycle. Characteristics
of Mature Industries, Competition and Maturity, Barriers of Exit,
Endgame Model for the Mature & Decline Context, Harrigans
Model, Conditions Favourable for Endgame, Conditions Unfavourable
for Endgame, Basic Strategies Used in Maturity, Strategies for Declining
Industries, Leadership - Increase Investment, Hold Investment Level,
Niche -Shrink Selectively, Harvest - Milk the Investment, Divestment,
BCG Strategic Environments Matrix.
Recovery
and Turnaround Strategies
SWOT Profile and Possible Strategies,
Pressures on the Modern Business in the mid 1990s, Symptoms of Decline,
Sources of Decline, Two Main Types of Turnaround Strategy, Typical
Turnaround Strategies, The Time Path of Successful Turnarounds,
Five Common Stages, A Typical Turnaround Sequence, The Feasibility
of Recovery based on Six Factors.
Endgame
Strategies
Predicting decline, Predicting demand
conditions, Structure of remaining demand, Predicting and influencing
exit barriers, Exit barriers, Lowering indigenous exit barriers,
Lowering competitors exit barriers, Predicting capabilities,
Movement of cashflow against investment ratio, Strategic options,
Generic strategies pursued by firms in end game
Strategic
Choice, Evaluation and Implementation. Writing and Communicating
the Plan.
Strategic
Implementation
Strategic
Choice and Evaluation:
Value from Monitoring and Evaluation.
Responsibilities for Monitoring and Evaluation. Monitoring and Evaluating
Status of Implementation of the Plan. Frequency of Monitoring and
Evaluation. Reporting Results of Monitoring and Evaluation. Deviating
from Plan. Changing the Plan.
Writing
and Communicating the Plan: Writing the Plan.
Executive Summary. Authorization.
Organisational Description. Mission, Vision and Values Statements.
Goals and Strategies.
Workshops,
Tutorials, Assignments:
Issues
in Implementation
A Linear Sequential Perspective of Implementation,
An Adaptive Perspective of Implementation, An Interpretative Perspective
of Implementation, Implementation at Three Levels, Peters and Watermans
Formula for Organisational Success, The McKinsey 7 S Framework,
Types of Strategic Change, Managerial Problems Of Change, Stimuli
Leading To Change, Paradoxical View Of Organisational Change, Managing
Strategic Change, Designing Effective Organisations, Organisation
Structure, Differentiation, Integration, Basic View Of "Strategy-Structure"
Relationship, Crucial Elements Of Chandlers Thesis, Organisational
Design Variables, Basic Contingency Model, Six Structural Configurations,
Configurations as One System, A Portfolio Of Configuration At The
Business Level, The Role of People in Strategic Change, Factors
Causing Resistance To Change, Controls Upon Individual Members Of
Organisations, Resource Allocation and Control, Effective Communication,
Organisational Rituals and Culture Change, Styles for Managing Strategic
Change, The Corporate Death Spiral, Types Of Turnaround, Strategic
Leadership, Organising A Business Revolution.
Strategic
Business Plan: Product Service
Culture
Culture: The collective mental programming
ofa group of people/nation, How Culture is Studied, The Iceberg
Concept of Culture, Cultural Socialisation, The Influence of Culture
on International Relations, Conflict and Resolution, How to Identify
and Classify Cultures, Cross-cultural Misunderstandings, Areas where
Cultural Awareness is Critical to Success in Foreign Markets, Expressions
that Describe American Values, Composition of the Cultural Environment
of International Business, Principle Differences in Basic Cultural
Assumptions, Evident Differences, Rigorous Models, Important Cultural
Variations, Uncertainty Avoidance, Power Distance, Small Power Distance
vs. Large Power Distance, Masculinity vs. Femininity, A Comparison
of Some American and Sinic Cultural Traits, A Comparison of Two
CulturesEast vs. West, A Management Comparison of the US &
Japan, Managing in the New Global Century, Global Economic Context,
Capabilities, Tools, Cultural Consciousness.
Workshop:
Internal Organisation
Managerial Hierarchies, Learning Company
Model, Business Strategy and Organisation
Structures, Five perspectives on "strategy", Strategy-making and
the Simple Structure, Strategy-making and the Machine Bureaucracy,
Strategy-making and the Divisionalized Form, Strategy-making and
the Professional, Bureaucracy, Strategy-making and the Adhocracy,
A Basic Functional Structure, Product Market Divisonalisation, A
Pyramid Structure, A Geographically Diverse Structure, Matrix Structure,
Autonomous Work Groups Holding Company Structure, Business Organisations
as Systems.
Basic
OD Interventions
Leadership
and Culture
Approaches to the Study of Leadership, Trait Theories, Behavioral
Theories, Fiedler Contingency Model, Path-Goal Theory, Charismatic
Leadership, Transformational Leadership, Power Bases, Organisational
Culture, Succession, Organisational Decline, Downsizing: A Tool
for Decline.
Organisation
Structure
Formal Structure, Differentiation, Integration,
Co-ordination Mechanisms, Basic View Of "Strategy-Structure"
Relationship, Crucial Elements Of Chandlers Thesis, Organisational
Design Variables, Approaches To Organisational Design, Basic Contingency
Model, Why Do Configurations Exist? Six Basic Elements Of The Organisation,
Six Structural Configurations, Configurations as One System, A Portfolio
Of Configuration At The Business Level.
Strategic
Business Plan: The Financial Plan
Strategic
Business Plan: The Management Plan
Strategic
Choice and Evaluation
Two Basic Types, Strategy Support Tools.
Models, Computing And Strategic Choice, Assumptions Underpinning
Rational Strategy Selection Criteria, Evaluation Criteria (According
to Johnson & Scholes), Evaluation Criteria (According to Lynch),
Evaluation Criteria (According to Thompson), Suitability, Undertaking
an Initial Screening of Options, Criteria for Assessing Acceptability,
Techniques for Assessing Acceptability, Criteria for Assessing Feasibility,
Thompsons Criteria for Effective Strategies, Selecting Strategies,
Criteria For Selecting A Policy, Methods Of Making The Choice, Influences
On The Selection Decision, The Selection Decision.
Undertaking
an Initial Screening of Options
Strategic
Challenge
Organisational
Change: What is
Organisational Change? What Provokes Organisational Change? Why
is Organisation-wide Change Difficult to Accomplish? How Is Organisation-wide
Change Best Carried Out? General Guidelines
for Organisation-wide Change.
Mastering
Continuous Innovation Strategy: Continuous
Change as a Norm. Forming
the Business Audit. Changes
- the Source of Opportunities. Internal
and External Sources of Changes. Principles
of Innovation. Entrepreneurship
as a Continuous Source of Innovation. Systemic
Innovation. Innovating
for the Present & Preparing for the Future. Innovation
and Kaizen Continuous Improvement Strategy.
Workshops,
Tutorials, Assignments:
Revision
Bibliography
and Recommended Texts
Online
Learning Center is a website
that follows the text chapter-by-chapter. OLC content is ancillary
and supplementary germane to the textbook, as students read the
book, they can go online to take self-grading quizzes, review material,
or work through interactive exercises. OLCs can be delivered multiple
ways professors and students can access them directly through
the textbook website, through PageOut, or within a course management
system (i.e. WebCT, Blackboard, TopClass, or eCollege.)
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