UofP - MBA590 - DQs - Week Three - 12-19-05

UofP - MBA590 - DQs - Week Three - 12-19-05 - Discussion...

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Discussion Question Week 3 DQ 1 Due Week 3 Day 3 Based on the assigned scenario, answer the following questions: What are the reasonable alternatives to consider? What are the pros and cons of each considering the assessment against goals and the risk assessment? --- Terry Taggart UOP Faculty
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Discussion Question Week 3 DQ 2 Due Week 3 Day 3 Based on the assigned scenario, answer the following questions: What is the best solution considering the facts and your intuition? --- Terry Taggart UOP Faculty
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Discussion Question Week 3 DQ 3 Due Week 3 Day 3 Based on the assigned scenario, answer the following questions: What model or approach should you use to resolve the issue? Who should be involved? How do you define success? What do you want to measure? How can you collect “leading” and “lagging” indicators? How do you get the data you need? --- Terry Taggart UOP Faculty
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Discussion Question Week 3 DQ 4 Due Week 3 Day 3 Discuss several barriers that would prevent the communication of a strategy down through the various levels of an organization? In your discussion, provide analysis as to how prevented communication would impact the organization. What are some ways to prevent or overcome these barriers? Several barriers that might prevent the communication of a strategy down through the various levels of an organization include: An ineffective top management team. An inability to speak truthfully to top managers. Unclear strategy and conflicting priorities. A leadership style that is too “accommodating.” Poor coordination or teamwork. Inadequate leadership skills and development at middle levels. Furthermore, there are political barriers. Meaning—depending on “who” expresses a particular point of view, reciprocal responses may vary. For example, if a CEO makes a comment on something, it may be given a deferential position because he/she is the “boss.” From research, I discovered that the creation of a strategy should happen at every level of the organization. By looking at strategy as something that is done at the top, we become complacent thinking that the rest of the organization simply exists to “execute” a strategy. An effective strategy is a process of translation so that it flows down through the organization. Bottom line: We must be able to take action by (1) focusing, (2) learning, (3) aligning, and (4) executing. Focusing and learning form the basis of an organization’s creation of a strategy, while aligning and executing form the foundation of strategy implementation. Simply, these two cycles link strategy and leadership.
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Robert (Robb) Sikes 520.245.0662 rsikes3@cox.net
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Discussion Question Week 3 DQ 5 Due Week 3 Day 5 How can an implementation roadmap aid in the realization of a strategy? By applying a methodical implementation approach or “roadmap,” a
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This note was uploaded on 09/19/2011 for the course STATEGIC O 590 taught by Professor Smith during the Spring '11 term at University of Phoenix.

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UofP - MBA590 - DQs - Week Three - 12-19-05 - Discussion...

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