Ch01 - Strategy and the organisation Chapter 1 - Haberberg...

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Slide 1.1 Strategy and the organisation Chapter 1 - Haberberg Four ways of looking at organisations how they interact understanding success and failure How organisations develop over time Stakeholders, politics, power and culture What strategy is Different levels of strategy
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Slide 1.2 What is an organisation? Bodies of people that come together for a particular set of purposes.
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Slide 1.3 What is an organisation? A group of people An economic actor An accumulation of knowledge + learning A bundle of resources
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Slide 1.4 Groups of people Stakeholders with different objectives Politics and power Fallible human beings bounded rationality shaped by experience, upbringing, emotions Culture and paradigm
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Slide 1.5 What is a stakeholder? People with an interest in an organisation’s success, failure or activities, and therefore a desire to influence its behavior
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Slide 1.6 Examples of stakeholders Owners/founders Managers Staff Functions/divisions Unions Host communities Franchisees/partners Customers/users Suppliers Bankers Shareholders Fund managers Governments and regulators
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Slide 1.7 User People or organisation who actually use an organisation’s product or service Customers The people or organisation’s that pay for an organisation’s products or services
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Slide 1.8 Organisation Users Customers Sony Individual purchasers Dealers McDonald’s, Benetton Individual purchasers Same as users British Airways Passengers Sometimes users, but often their employers Public university Students Research sponsors Consultancy clients Students who pay own fees, sponsors, clients, governments who pay for/subsidise students
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Slide 1.9 Politics and power Differing stakeholder objectives resolved through political activity Decisions depend on: information available to decision-makers their backgrounds, personal preferences language in which proposal expressed power of different stakeholder groups
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Slide 1.10 What is power? The ability to get other people to do what you want, even if this is not something that they would otherwise have done.
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Slide 1.11 Sources of power Position in organisation Expertise Control of resources and information Physical strength Readiness to fight Charisma Relationships
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Slide 1.12 Bounded rationality People can’t process all available data. .. … so focus on familiar stimuli
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Ch01 - Strategy and the organisation Chapter 1 - Haberberg...

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