18-09-2012, 05:38 PM
STRATEGIC MANAGEMENT AND BUSINESS POLICY
1STRATEGIC MANAGEMENT.ppt (Size: 498.5 KB / Downloads: 67)
Strategic intent
Strategic intent is an obsession with an organisation: an obsession by having ambitions that may even be out of proportion to their resources and capabilities. This obsession is to win at all levels of the organisation while sustaining that obsession in the quest for global leadership.
Concept of stretch, leverage and fit
Stretch is "a misfit between resources and aspirations"
Leverage refers to concentrating, accumulating, complementing, conserving, and recovering resources in such a manner that meagre resource base is stretched to meet the aspirations that an organisation dares to have.
Fit means positioning the firm by matching its organisational resources to its environment
Vision
Kotter (1990) defines it as a "description of something (an organization, a corporate culture, a business, a technology, an activity) in the future".
El-Namaki (1992) considers it as a "mental perception of the kind of environment an individual, or an organization, aspires to create within a broad time horizon and the underlying conditions for the actualization of this perception".
Miller and Dess (1996) view it simply as the "category of intentions that are broad, all-inclusive, and forward thinking".
Core ideology and envisioned future
The core ideology defines the enduring character of an organisation that remains unchangeable as it passes through the vicissitudes of vectors such as technology, competition or management fads.
The envisioned future too consists of two components: a 10 - to - 30 years audacious goal and vivid description of what it will be like to achieve that goal.
Mission
Thompson (1997) defines mission as the "essential purpose of the organization, concerning particularly why it is in existence, the nature of the business(es) it is in, and the customers it seeks to serve and satisfy".
Hunger and Wheelen (1999) say that mission is the "purpose or reason for the organization's existence".
1STRATEGIC MANAGEMENT.ppt (Size: 498.5 KB / Downloads: 67)
Strategic intent
Strategic intent is an obsession with an organisation: an obsession by having ambitions that may even be out of proportion to their resources and capabilities. This obsession is to win at all levels of the organisation while sustaining that obsession in the quest for global leadership.
Concept of stretch, leverage and fit
Stretch is "a misfit between resources and aspirations"
Leverage refers to concentrating, accumulating, complementing, conserving, and recovering resources in such a manner that meagre resource base is stretched to meet the aspirations that an organisation dares to have.
Fit means positioning the firm by matching its organisational resources to its environment
Vision
Kotter (1990) defines it as a "description of something (an organization, a corporate culture, a business, a technology, an activity) in the future".
El-Namaki (1992) considers it as a "mental perception of the kind of environment an individual, or an organization, aspires to create within a broad time horizon and the underlying conditions for the actualization of this perception".
Miller and Dess (1996) view it simply as the "category of intentions that are broad, all-inclusive, and forward thinking".
Core ideology and envisioned future
The core ideology defines the enduring character of an organisation that remains unchangeable as it passes through the vicissitudes of vectors such as technology, competition or management fads.
The envisioned future too consists of two components: a 10 - to - 30 years audacious goal and vivid description of what it will be like to achieve that goal.
Mission
Thompson (1997) defines mission as the "essential purpose of the organization, concerning particularly why it is in existence, the nature of the business(es) it is in, and the customers it seeks to serve and satisfy".
Hunger and Wheelen (1999) say that mission is the "purpose or reason for the organization's existence".