strategic management and social responsibility n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
STRATEGIC MANAGEMENT AND SOCIAL RESPONSIBILITY PowerPoint Presentation
Download Presentation
STRATEGIC MANAGEMENT AND SOCIAL RESPONSIBILITY

Loading in 2 Seconds...

play fullscreen
1 / 42

STRATEGIC MANAGEMENT AND SOCIAL RESPONSIBILITY - PowerPoint PPT Presentation


  • 72 Views
  • Uploaded on

STRATEGIC MANAGEMENT AND SOCIAL RESPONSIBILITY. POWER POINT SET 4: MISCELLANEOUS. ROLE OF THE CEO. Strategist Mentor Visionary Guru Futurist Champion Leader. AGENDA OF RESPONSIBILITIES. Individuals (I T ) Pre-Course - Bio & Picture Intro to Strategic Audit

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'STRATEGIC MANAGEMENT AND SOCIAL RESPONSIBILITY' - bell


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
strategic management and social responsibility

STRATEGIC MANAGEMENT AND SOCIAL RESPONSIBILITY

POWER POINT SET 4: MISCELLANEOUS

role of the ceo
ROLE OF THE CEO
  • Strategist
  • Mentor
  • Visionary
  • Guru
  • Futurist
  • Champion
  • Leader
agenda of responsibilities
AGENDA OF RESPONSIBILITIES

Individuals (IT)

Pre-Course - Bio & Picture

Intro to Strategic Audit

MINI CASE(s) As Assigned (S, S√, S√√)

MIDI CASE - MID Term Exam (Letter Grade)

Template

Feedback Team Member Rating

Constructive Comments [Peer Eval] - Maxi Case

Optional: Strategic Plan -- Career Plan

slide4

AGENDA OF RESPONSIBILITIES (Cont’d)

PARTICIPATION

TEAM (IT)

Form Teams – Roles

Weekly - Chapter Questions

With key issues/answers email to Lead Discussion

(Per Schedule)

Maxi Case – Choice of company (approval)

Prepare Report – Strategic Plan Template

Present Strategic Plan

MISC – Team Assignment – Micro Cases

slide5
MIDI Case: One (1), five (5) page (approximately), individually written case analysis (business plan) that must include:
  • Your mission for the future of the organization.
  • Your future objectives for the organization.
  • Your analysis and quantitative forecast of industry and company.
  • Your strategic decisions, i.e., actions, with results, to accomplish objectives.
  • A three (3) year pro forma income statement.
  • Your participation in class discussion and case debrief.
team strategic plan
TEAM STRATEGIC PLAN

MAXI: A STRATEGIC PLAN that incorporates two efforts:

Effort 1: A 25 Page Written Report (Approximately)

Effort 2: Team Discussion/Presentation

slide7
Effort 1: A 25 Page Written Report

The following must be included in the strategic plan report:

  • Future mission and objectives decided by you.
  • Analysis and forecast of social, technical, economic, and political forces with attention to global aspects.
  • Analysis of industry history and quantitative industry forecast on a global and domestic basis.
  • Illustration and source of a share analysis.
  • Evaluation of alternative strategies.
  • Decision on strategic course showing basis and actions, with results, required to achieve indicated performance goals on each major strategic action
  • Organizational process changes with schedules and budgets
  • Pro-forma financial statements, I.e., cash flows balance sheets, and income statements to show impact of decision in the short-term, intermediate-term and long-term for a minimum of 5 years.
  • Sufficient research, quantitative analysis, style, and organization to meet business planning standards.
  • Typed, doubled spaced, table of contents, number pages, exhibits, and indicate sources.
slide8
Effort 2: Team Discussion/Presentation
  • Each team must run a one (1) hour maximum discussion or presentation of the case.
  • The presenting team also indicates its role and audience role, both f which must be internal to the organization.
  • For intelligent participation in the team case discussions and to help in the selection of the third individual case, each team must provide one copy of each of the following materials to every class member and the instructor:
strategic audit and decision making a structure
Strategic Audit and Decision Making: A Structure
  • Context - Environmental/Industry
  • SLEPT (Social, Legal, Economic, Political, Technological) Forecast(s)
    • Company
    • Industry
    • History - Now/Future
  • Mission - All Stakeholders
    • Internal, Transactional, Influencers, Vision, Core Values, etc.
  • Objectives (Qualitative, Quantitative)
    • Drucker Model (8) (E) - Below
structure cont d
STRUCTURE, CONT’D

PERFORMANCE - Design/Audit

System View

  • ADAPTIVE - 3 Questions

What is Business?

What will business be? [as is]

What should business be?

(E) EFFECTIVENESS (Drucker 8)

Market Human Resources

Innovation Financial Resources

Profit Material Resources

Societal Productivity

(e) Efficiency

Cost (versus) Scope/Quantity

Quality

Time

system view cont d
SYSTEM VIEW (CONT’D)

Global Dimensions (MACROECONOMICS - Global; Clusters/Culture; Comparative Advantages, etc)

SWOT

Internal S - Strengths

W - Weakness

[Core Competence]

External O - Opportunity

T - Threat

slide12
PORTER’S ANALYSIS (Link to O.T.)

National / Global

Barriers to Entry

Government Action

Rivalry Among Competitors

Barriers to Exit

Power of Suppliers

Power of Buyers

Availability of Substitutes

CONCLUSION: Attractive?

slide13
Market Penetration

Market Development

Product Development

Backward Integration

Forward Integration

Horizontal Integration

Horizontal Diversification

Vertical Diversification

9. Concentric Diversification

10. Conglomerate

11. Cooperative (Joint Venture) Strategic Alliance

12. Defensive - Retrenchment

- Divestiture

- Liquidation

13. Do Nothing

STRATEGY FORMULATION13 Strategic Options - ClustersStrategy Implementation and ControlMIS System Corporate Leadership/CultureRE: Ongoing Process

mgmt 450 strategic audit format
MGMT 450STRATEGIC AUDIT FORMAT

General Economy

You

CONTEXT

History

Now

Future

All Stakeholders

Priorities

MISSION

Formulation

(A)

e/E

QUAL

Quant

(SUCCESS)

OBJECTIVES

(Personal|Professional)

3Q’s

ACTION(S) IMPLEMENTATION

APPRAISAL Evaluation

Control

TOOLS

TECHNIQUES

B\C

RELEVANT

ETC

BEPOINT

ISSUES

S

W

O

T

PORTER

EVALUATION

CONTROL

RECOMMENDATIONS

PRIORITIES

REFORMULATION

(REVISIT Model)

delphi forcasting
DELPHI FORCASTING

Q1. Estimate rate of inflation in the United States during next 12 months.

________%

Q2. Estimate rate of unemployment in the United States during next 12 months.

________%

Q3. Estimate prime rate for corporations in the United States during next 12 months.

________%

Q4. Consumer confidence index in the United States during next 12 months.

Use scale 1 to 10, with 10 highest

________%

strategic management information knowledge vs system
Strategic ManagementInformation Knowledge vs. System

Organization

Level

Strategic

Tactical

Operational

Tech

Perf.

10% 90%

Planning

External

Information

40% 60%

It = Ik + Is

90% 10%

Control

Internal

Information

strategic management organ vs information skills
Strategic ManagementOrgan. Vs Information/Skills

Organ.

Level

Strategic

Tactical

Operational

Tech

Perf.

Skills

Conceptual

Behavioral

Technical

  • 65 30 5
  • 40 30
  • 5 30 65

It = Ik + Is

global models corporate governance
Global ModelsCorporate Governance

Firm Executive Management

Issues:

Plan – Control

Authority

Responsibility(s)

Information Flow

Stakeholders:

Shareholders

Financial Institutions: Banks, Insurance Co., etc.

Government

Community

Unions – Employees

Customers

Suppliers

etc.

Board of Directors:

Keiretsu

Euro-Interlocking Directors

Government – Mercantilism

Socialist – State Capitalism

joe smith and outsourcing
Joe Smith and Outsourcing

Joe Smith started the day early having set his alarm clock (MADE IN JAPAN) for 6 a.m. While his coffeepot (MADE IN CHINA) was perking, he shaved with his electric razor (MADE IN HONG KONG). He put on a dress shirt (MADE IN SRI LANKA), designer jeans (MADE IN SINGAPORE) and tennis shoes (MADE IN KOREA). After cooking his breakfast in his new electric skillet (MADE IN INDIA) he sat down with his calculator (MADE IN MEXICO) to see how much he could spend today. After setting his watch (MADE IN TAIWAN) to the radio (MADE IN INDIA) he got in his car (MADE IN GERMANY) and continued his search for a good paying AMERICAN JOB. At the end of yet another discouraging and fruitless day, Joe decided to relax for a while. He put on his sandals (MADE IN BRAZIL) poured himself a glass of wine (MADE IN FRANCE) and turned on his TV (MADE IN INDONESIA), and then wondered why he can’t find a good paying job in……AMERICA…..

management strategy
Management Strategy

Responsibilities

Philanthropic

Be a good

Corporate citizen

Contribute resources to the Community; improve quality of life

The Pyramid of Corporate Social Responsibility

Ethical

Be ethical

Obligation to do what is right, just and fair

avoid harm

Legal

Obey the Law

Law is society’s codification of right and wrong

Play by the rules of the game.

Economic

Be profitable

The foundation upon which all others rest

triad leadership @ drexel
Triad Leadership @ Drexel
  • CQ (Conceptual Quotient)
  • TQ (Technical Quotient)
  • EQ (Emotional Quotient)

Peer Relations

(Team-building)

Politics

(Power-management)

Personal Insight

(Self-awareness)

EQ

Connectivity

(IT/Internet use)

Puzzle

TQ

CQ

Security

Performance

Persona

Opportunity

(company- and/

Industry-specific)

porter s five competitive forces
Porter’s Five Competitive Forces
  • Supplier Power
  • - Supplier concentration
  • Importance of volume to supplier
  • Differentiation of inputs
  • Impact of inputs on cost or differentiation
  • Switching costs of firms in the industry
  • Presence of substitute inputs
  • Threat of forward integration
  • Cost relative to total purchases in industry
  • Barriers to Entry
  • Absolute cost advantage
  • Proprietary learning curve
  • Access to inputs
  • Government policy
  • Economies of scale
  • Capital requirements
  • Brand identity
  • Switching costs
  • Access to distribution
  • Expected retaliation
  • Proprietary products
  • Threat of Substitutes
  • Switching costs
  • Buyer propensity to substitute
  • Relative price performance of substitutes

Rivalry

  • Degree of Rivalry
  • Exit barriers
  • Industry concentration ratio
  • Fixed costs/Value added
  • Industry growth
  • Intermittent overcapacity
  • Product differences
  • Switching costs
  • Brand identity
  • Diversity of rivals
  • Corporate stakes
  • Buyer Power
  • Bargaining leverage
  • Buyer volume
  • Buyer information
  • Brand identity
  • Price sensitivity
  • Threat of backward integration
  • Product differentiation
  • Buyer concentration vs industry
  • Substitutes available
  • Buyers’ incentives
mgmt 450 strategy and business policy internal assessment of firms
MGMT 450 Strategy and Business PolicyInternal Assessment of Firms

Four Characteristics: Resources – Capabilities

Important in Sustaining Competitive Advantage

DURABILITY – Rate at which firms underlying resources and capabilities depreciate or become obsolete

TRANSPARENCY – Speed with which other firms can understand the relationship of resources and capabilities supporting a successful firm’s strategy. Capability that requires a complex pattern of various resources and is more difficult to comprehend than a capability based on a single key resource.

TRANSFERABILITY – Ability of competitors to gather the resources necessary to support a competitive challenge. (e.g. Duplicating the primary source of Rocky Mountain spring water may be difficult. Also brand names may be impossible to transfer with out purchase or a license.)

REPLICABILITY – Ability of competitors to use resources and capabilities to duplicate a firm’s success. (e.g. brand manager from P&G competitor may fail to identify least visible coordination mechanisms or fail to note behaviors of another company’s brand manager may conflict with company’s culture.)

location analysis
Location Analysis

COST FACTORS

  • Power
  • Labor
  • Material
  • Taxes
  • Water
  • Insurance
  • Transportation

Total Composite Site Cost

QUANTITATIVE FACTORS IN LOCATION ANALYSIS

  • Labor Supply
  • Union Activity
  • Labor Skills Available
  • Community Attitudes Towards Company Activities
  • Local Transportation Facilities
  • Recreation
  • Community Growth Potential
  • Universities, Colleges and Research Centers
  • Community Tax Status
slide30

Developing Enterprise StrategyIndustry Structure and Environmental Opportunities*

* Gaining and Sustaining Competitive Advantage by Jay B Barney - 2004

executive management triangle strategy technology organization
Executive Management TriangleStrategy – Technology - Organization

STRATEGY

FORMULATION/IMPLEMENTATION

Investment Portfolio

Strategic Alternative

Risk vs. Return

Resource Allocation

PERFORMANCE EVALUATION

ORGANIZATION ALTERNATIVE STRUCTURES

Business Unit/Product

Geography/Place

Customer

Function

Span

21 CENTURY DYNAMICS

Global/Multi-Govt’al Societal

Core Competence

Staffing-Culture

Value Chain

ALTERNATIVES

Outsource

Joint Venture

Strategic Alliances

Licensing

Etc.

TECHNOLOGY CHANGE

PROCESS – Inbound Logistics Operations

PRODUCT – Admin. Operations

R&D

Outbound Logistics

Marketing, Sales

Distribution Service

organization design strategic alternatives
Organization DesignStrategic Alternatives

Executive

Strategic Level

Primary

Product

Place

Business Unit

Customer

Function

Tactical Level

Secondary

(Matrix)

Technical

Performance

Level

Tertiary

Span of Management

management union relations phases processes
Management – Union RelationsPhases/Processes

PHASE I – LEGISLATIVE

(THE LAW OF THE LAND)

COLLECTIVE

BARGAINING

Dispute Resolution

Warfare

Cooling – Off

Fact Finding

Conciliation

Mediation

Arbitration

MANAGEMENT

UNION

CONTRACT

5 Major Sections

PHASE III – JUDICIAL (PROTEST & APPEAL)

PHASE II – EXECUTIVE

(ADMINISTRATIVE INITIATIVE)

Dispute Resolution

Grievance Procedure

Arbitration

Warfare

strategic alliance model
Strategic Alliance Model

Figure 1a. The Impact of Strategic Alliance on the Creation of Low Cost Distinct Competencies.

Lower R & D Cost

Technology Licensing

Lower Distribution Cost

-Lower Cost of Operations

-Higher Quality Products

-Lower Prices

-Economies of Scale

-Broader Markets

Marketing Licensing

Low Cost

Distinct

Competencies

Access to Distribution Channels

Qualified Licensing

Higher Barriers to Entry

Cross-Licensing

Low Cost Access to Technology

Joint-Sourcing

Lower Cost of supply

Operating Efficiency

strategic alliance model 2
Strategic Alliance Model - 2

Figure 1b. The Impact of Strategic Alliance on the Creation of Differentiation Distinct Competencies.

Access to New Technology

Technology Joint Venture

Access to Marketing Expertise

-Quality Product

-Brand Name Recognition

-Broader Markets

Differentiation

Distinct Competencies

Higher Barriers to Entry

Marketing Joint Venture

Increased Knowledge

Patent Pool

Control Entries to the Markets

Access to R & D

e information hub model
E Information Hub Model

Financial Institutions

Manufacturers

Distributors

Subcontract

Manufacturers

Information

Hub

Consumer

Retailers

Suppliers

Logistics

Providers

information distortion and the bullwhip effect
Information Distortion and The Bullwhip Effect

Increasing Order Variability Up the Supply Chain

?

Customers

Wholesalers

Manufacturers

Suppliers

Retailers

business life cycle starbucks
Business Life Cycle - Starbucks

Sales

Time

Start-up

Growth

Decline

Maturity

country clusters
Country Clusters
  • Americans focus on working as individuals where as the Far East cultures place a high importance on collectivism and stress teamwork.
  • The U.S. is not as willing as the Far East to accept hierarchical or uneven distribution of power. Americans expect closer relationships between superiors and subordinates than the Eastern cultures.
  • Both Clusters have little emphasis on structure and security. The cultures’ tendency to let time ‘have its way’ is a willingness to accept risk.
  • The high Masculinity dimension reflects a stress on independence and masculine traits and less on interdependence and gender equality.
  • Americans live more for today (short-term), and find less respect for age and place more emphasis on formal written contracts. The Far East emphasizes long-term values; persistence and respect for age & tradition.