Strategic MGT Perspective:
Integrative view of the org, Assess how functional areas and activities “fit together” to achieve goals and objectives, all managers and
employees must take and integrative, strategic perspective of issues facing the organization.
Plan(intended), Pattern(realized), Position, Perspective
Strategic MGT Process:
decision making process that flows from setting goals to assessing
performance, intended versus emergent strategy.
that set of decisions and actions that determine the long term performance of the org.
1.Where is the org now 2.if no changes are made where will the org be in 1 2 5 or 10 years. Are answers acceptable. 3.if not what should we do today to
put the org in a desired position in the future.
Trigg events for major strategy changes:
New CEO, External intervention, performance gap.
: -strategic goals (vision, mission,
strategic objectives) – internal and external environment of the firm
-What industries should we compete in? -How should we compete in those
-allocate necessary resources –Design the organization to bring intended strategies to reality
Direction for the Org:
Purpose of the company, Basis of competition and competitive Adv, More specific than vision, focused on the means by which the firm will compete.
massively inspiring, overarching, long-term, driven by and evokes passion, fundamental statement of the org’s (values, aspiration, goals).
Goals (Vision above Mission Statements).
operationalize the mission statement, provide guidance on how the organization can fulfill or move
toward the “higher goals”, more specific, cover a more well-defined time frame
writing a statement-involvement and introspection, practicing
what it preaches, using it for decision making, serves internal and external audiences
Continental Airlines: Corporate Vision-
to be recog. As the best airline in the
industry by our customers, emps, and shareholders
-we create a learning environment that enables our studnets to emerge as succ. Leaders in the
practice of global business and public serv. We value excellence in education and research, and work w/ our students, alum and bus partners.
=Value Chain Analysis can help managers create value by examining:-relationships among activities within the firm, -between the firm and its customers and
suppliers =The resource based view(RBV) of the firm and the diff types of tangible and intangible resources, as well as organizational capabilities.
Financial (cash accts), Physical (machinery, equip, facilities), Technological(innovative production processes, patents),
Organizational(strategic planning processes).
(difficult for competitors and firm to acct for or imitate) Human(skills), Innovation and