International_Management_Theory_Slides_2 (1)

International_Management_Theory_Slides_2 (1) - process of...

Info icon This preview shows pages 1–9. Sign up to view the full content.

View Full Document Right Arrow Icon
STRATEGY AND PLANNING INFORMATION ADOPTED FROM CONTEMPORARY BUSINESS BY BOONE, 2010 International Management  Theory
Image of page 1

Info icon This preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
VISION AND MISSION STATEMENT Mission: A written explanation of an organization’s business intentions and aims. Vision:   Perception of marketplace needs and the methods an organization can use to satisfy them. Must be focused yet adaptable to changes in the business environment.
Image of page 2
THE STRATEGIC PLANNING PROCESS • Often makes the difference between success and failure.
Image of page 3

Info icon This preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
IMPORTANCE OF PLANNING Types of Planning Strategic Determining the primary objectives of an organization and then acting and allocating resources to achieve those objectives. Tactical • Guides the activities required to implement overall strategies. Operational • Assigning employees and teams to carry out tactical plans. Contingency Planning for unforeseen major accidents, natural disasters, and rapid economic downturns.
Image of page 4
Planning at Different Organizational Levels
Image of page 5

Info icon This preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Image of page 6
MANAGERS AS DECISION MAKERS Decision making
Image of page 7

Info icon This preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Image of page 8
Image of page 9
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: process of recognizing a problem or opportunity, evaluating alternative solutions, selecting and implementing an alternative, and assessing the results. Programmed and Nonprogrammed Decisions • Programmed decision involves simple, common problems with predetermined solutions. • Nonprogrammed decision involves a complex, unique problem or opportunity with important consequences for the organization. How Managers Make Decisions CORPORATE CULTURE Corporate culture Organizations system of principles, beliefs, and values. • Managerial philosophies, communications networks, and workplace environments and practices all influence corporate culture. • Typically shaped by the leaders who founded and developed the company and by those who have succeeded them. • Can be changed. • Strong culture = everyone knows and supports the same principles, beliefs, and values. • Weak or constantly shifting culture = lack of a clear sense of purpose....
View Full Document

{[ snackBarMessage ]}

What students are saying

  • Left Quote Icon

    As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

    Student Picture

    Kiran Temple University Fox School of Business ‘17, Course Hero Intern

  • Left Quote Icon

    I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

    Student Picture

    Dana University of Pennsylvania ‘17, Course Hero Intern

  • Left Quote Icon

    The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

    Student Picture

    Jill Tulane University ‘16, Course Hero Intern