tailieunhanh - Lecture Management (2nd edition) – Chapter 9: Designing strategies

This chapter’s objectives are to: Explain how businesses use planning to solve problems and make a difference; distinguish how planning is different at the organizational, divisional, and functional levels of a business; outline methods that managers use to understand their industries and competitors. | Chapter 9 Designing Strategies Explain how businesses use planning to solve problems and make a difference Distinguish how planning is different at the organizational, divisional, and functional levels of a business Outline methods that managers use to understand their industries and competitors Learning Objectives Describe how managers assess the organization’s capacity to execute proposed business plans Demonstrate how managers develop divisional strategies and tactical plans Compare traditional strategic planning models to an event-based approach Learning Objectives (cont.) Designing and developing strategies is a continuous process that helps organizations determine what they do, why they should be in business, how they can win and sustain market share, and how they can continually innovate to keep ahead of the competition Acquisition (p. 230) When an organization purchases another organization or business in order to grow How Managers Plan to Make a Difference (p. 228) Strategy . | Chapter 9 Designing Strategies Explain how businesses use planning to solve problems and make a difference Distinguish how planning is different at the organizational, divisional, and functional levels of a business Outline methods that managers use to understand their industries and competitors Learning Objectives Describe how managers assess the organization’s capacity to execute proposed business plans Demonstrate how managers develop divisional strategies and tactical plans Compare traditional strategic planning models to an event-based approach Learning Objectives (cont.) Designing and developing strategies is a continuous process that helps organizations determine what they do, why they should be in business, how they can win and sustain market share, and how they can continually innovate to keep ahead of the competition Acquisition (p. 230) When an organization purchases another organization or business in order to grow How Managers Plan to Make a Difference (p. 228) Strategy Plan of action for achieving goals Three levels of strategy Organizational strategy – corporate level strategy that addresses the question “What business are we in?” and unites all parts of the organization Divisional strategy – strategy that determines how a business will compete in a particular industry or market Functional strategy – strategy that determines how employees will implement and achieve a tactical plan Different Levels of Strategy (p. 230) Organizational, divisional, and functional strategies are documented using business, tactical, and operational plans, respectively Business plan – stated actions and goals that support the organizational strategy (p. 230) Tactical plan – stated actions and goals that support achieving the divisional strategy Operational plan – stated actions and goals that support achieving the functional strategy Different Levels of Strategy (cont.) Connecting “mission, vision, and values” to strategies and plans Different Levels of Strategy (cont.) .