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J-74


    Johnson, G.
    Exploring Corporate Strategy: Text and Cases.- 5-th ed. [Текст] / G. Johnson, K. Scholes. - London : Prentice Hall Europe, 1999. - 972 с. - ISBN 0-13-080740-0 : Б. ц.
    Содержание:
part I Introduction . - С .1
Corporate Strategy: An Introduction . - С .3
1.1 The nature of strategy and strategic decisions . - С .4
1.1.1 The characteristics of strategic decisions . - С .4
1.1.2 Levels of strategy . - С .11
1.1.3 The vocabulary of strategy . - С .13
1.2 Strategic management . - С .16
1.2.1 Strategic analysis . - С .17
1.2.2 Strategic choice . - С .20
1.2.3 Strategy implementation . - С .22
1.2.4 Strategic management as 'fit' or 'stretch . - С .23
1.2.5 Explaining strategic management processes . - С .25
1.3 Strategic management in different contexts . - С .28
1.3.1 The small business context . - С .29
1.3.2 The multinational corporation . - С .29
1.3.3 Manufacturing and service organisations . - С .31
1.3.4 The innovatory organisation . - С .32
1.3.5 Strategy in the public sector . - С .32
1.3.6 Privatised utilities . - С .34
1.3.7 The voluntary and not-for-profit sectors . - С .34
1.3.8 Professional service organisations . - С .35
Summary . - С .36
Recommended key readings . - С .37
References . - С .38
Work assignments . - С .39
Case example: Microsoft and Netscape . - С .40
2 Strategic Management in Practice . - С .43
2.1 Introduction . - С .43
2.2 Patterns of strategy development . - С .45
2.2.1 Punctuated equilibrium . - С .45
2.2.2 Intended and realised strategies . - С .49
2.3 Strategy development as managerial intent . - С .51
2.3.1 The planning view . - С .51
2.3.2 The command view . - С .54
2.3.3 The logical incremental view . - С .55
2.4 Strategy development as the outcome of culturaland political processes . - С .58
2.4.1 The cultural view . - С .58
2.4.2 Organisational politics and networks . - С .61
2.4.3 Cultural and political processes in strategic
decision making . - С .63
2.5 Imposed strategy development . - С .66
2.5.1 Enforced choice . - С .66
2.5.2 The environment as constraint . - С .67
2.6 Л note on strategic vision . - С .68
2.7 Configurations of strategy developmentprocesses . - С .70
2.8 Challenges for strategy development . - С .72
2.8.1 The cultural web . - С .73
2.8.2 The risk of strategic drift . - С .79
2.8.3 Uncertainty and the learning organisation . - С .83
Summary and implications for the study of strategy . - С .85
Recommended key readings . - С .87
References . - С .87
Work assignments . - С .90
Case example: KPMG (A): strategy development in apartnership . - С .95
3 Analysing the Environment . - С .97
3.1 Introduction . - С .97
3.2 Understanding the nature of the environment . - С .100
3.3 Auditing environmental influences . - С .101
3.3.1 PEST analysis . - С .104
3.3.2 Porter's diamond . - С .107
3.3.3 The use of scenarios . - С .111
3.4 The competitive environment: five forcesanalysis . - С .115
3.4.1 The threat of entry . - С .115
3.4.2 The power of buyers and suppliers . - С .117
3.4.3 The threat of substitutes . - С .120
3.4.4 Competitive rivalry . - С .120
3.4.5 Competition and collaboration . - С .123
3.4.6 Key questions arising from five forcesanalysis . - С .126
3.5 Identifying the organisation's competitiveposition . - С .127
3.5.1 Strategic group analysis . - С .127
3.5.2 Market segmentation . - С .129
3.5.3 Analysing perceived value by customers . - С .133
3.5.4 Market attractiveness and business strength
the directional policy matrix) . - С .134
3.5.5 Competitor analysis . - С .135
3.6 Environmental analysis in practice . - С .136
Summary . - С .141
Recommended key readings . - С .142
References . - С .142
Work assignments . - С .144
Case example: Irish ports . - С .145
4 Resources, Competences and Strategic Capability . - С .149
4.1 Introduction . - С .149
4.2 Resource audit . - С .153
4.3 Analysing competences and core competences . - С .155
4.3.1 Value chain analysis . - С .155
4.3.2 Identifying core competences . - С .160
4.3.3 Analysing cost efficiency . - С .165
4.3.4 Analysing value added (effectiveness) . - С .169
4.3.5 Managing linkages . - С .171
4.3.6 Robustness . - С .174
4.3.7 Tacit and explicit knowledge . - С .176
4.4 Comparative analysis and benchmarking . - С .179
4.4.1 Historical analysis . - С .179
4.4.2 Comparison with industry norms . - С .179
4.4.3 Benchmarking . - С .181
4.4.4 Financial analyses . - С .183
4.5 Assessing the balance of the organisation . - С .186
4.6 Identification of key issues . - С .189
4.6.1 SWOT analysis . - С .190
4.6.2 Critical success factors . - С .192
Summary . - С .192
Recommended key readings . - С .194
References . - С .194
Work assignments . - С .196
Case example: Outsourcing . - С .197
5 Stakeholder Expectations and Organisational
Purposes . - С .201
5.1 Introduction . - С .201
5.2 Corporate governance . - С .203
5.2.1 The governance chain . - С .204
5.2.2 Shareholders and the role of the governingbodies . - С .204
5.2.3 Rights of creditors and lenders . - С .208
5.2.4 Relationships with customers and clients . - С .208
5.2.5 Changes of ownership: mergers and takeovers . - С .209
5.2.6 Disclosure of information . - С .211
5.2.7 Conflicts of expectations . - С .211
5.3 Stakeholder expectations . - С .213
5.3.1 Identifying stakeholders . - С .214
5.3.2 Stakeholder mapping . - С .215
5.3.3 Assessing power . - С .220
5.4 Business ethics . - С .224
5.4.1 The ethical stance . - С .225
5.4.2 Corporate social responsibility . - С .229
5.4.3 The role of individuals and managers . - С .230
5.5 The cultural context . - С .231
5.5.1 National and regional cultures . - С .232
5.5.2 Professional and institutional cultures . - С .233
5.5.3 Industry recipes . - С .235
5.5.4 Organisational culture . - С .235
5.5.5 Functional and divisional cultures . - С .237
5.5.6 Analysing the cultural web . - С .237
5.5.7 Characterising an organisation's culture . - С .239
5.6 Organisational purposes . - С .241
5.6.1 Mission statements . - С .241
5.6.2 Corporate objectives . - С .244
5.6.3 Unit objectives . - С .245
5.6.4 The precision of mission and objectives . - С .245
Summary . - С .246
Recommended key readings . - С .247
References . - С .247
Work assignments . - С .249
Case example: Manchester United - football club orglobal brand? . - С .255
6 Bases of Strategic Choice . - С .257
6.1 Introduction . - С .257
6.2 Corporate purpose and aspirations . - С .259
6.2.1 Ownership structures . - С .260
6.2.2 Mission and strategic intent . - С .263
6.2.3 What business are we in? The issue of scopeand diversity . - С .266
6.3 Bases of SBU competitive advantage: the
strategy clock . - С .270
6.3.1 Price-based strategies (routes 1 and 2) . - С .271
6.3.2 Added value, or differentiation strategies
route 4) . - С .276
6.3.3 The hybrid strategy (route 3) . - С .281
6.3.4 Focused differentiation (route 5) . - С .282
6.3.5 Failure strategies (routes 6, 7 and 8) . - С .284
6.3.6 The management challenge of competitivestrategies . - С .285
6.4 Enhancing SBU strategy: the role of thecorporate centre . - С .285
6.4.1 Managing portfolios . - С .286
6.4.2 Corporate financial strategy . - С .288
6.4.3 Corporate parenting: the role of the parent . - С .290
6.4.4 The parenting matrix . - С .293
6.4.5 The challenge of parenting . - С .294
Summary . - С .298
Recommended key readings . - С .299
References . - С .300
Work assignments . - С .301
Case example: the Virgin Group . - С .302
7 Strategic Options: Directions and Methods of
Development . - С .307
7.1 Introduction . - С .307
7.2 Alternative directions for strategydevelopment . - С .310
7.2.1 Protect and build on current position . - С .310
7.2.2 Product development . - С .318
7.2.3 Market development . - С .321
7.2.4 Diversification . - С .323
7.3 Alternative methods of strategy development . - С .335
7.3.1 Internal development . - С .336
7.3.2 Mergers and acquisitions . - С .337
7.3.3 Joint developments and strategic alliances . - С .340
Summary . - С .344
Recommended key readings . - С .345
References . - С .345
Work assignments
347
Case example: Lonely Planet Publications - personalpassion to business success . - С .348
8 Strategy Evaluation and Selection . - С .353
8.1 Introduction and evaluation criteria . - С .353
8.2 Assessing suitability . - С .355
8.2.1 Establishing the rationale . - С .355
8.2.2 Screening options . - С .364
8.3 Analysing acceptability . - С .370
8.3.1 Analysing return . - С .372
8.3.2 Analysing risk . - С .377
8.3.3 Analysing stakeholder reactions . - С .382
8.4 Analysing feasibility . - С .383
8.4.1 Funds flow analysis . - С .383
8.4.2 Break-even analysis . - С .383
8.4.3 Resource deployment analysis . - С .383
8.5 Selection of strategies . - С .386
8.5.1 The planned approach: formal evaluation . - С .387
8.5.2 Enforced choice . - С .388
8.5.3 Learning from experience . - С .389
8.5.4 Command . - С .390
Summary . - С .392
Recommended key readings . - С .393
References . - С .393
Work assignments . - С .394
Case example: The benefits of multi-utility? . - С .399
9 Organisation Structure and Design . - С .401
9.1 Introduction . - С .401
9.2 Structural types . - С .402
9.2.1 The simple structure . - С .402
9.2.2 The functional structure . - С .403
9.2.3 The multidivisional structure . - С .404
9.2.4 The holding company structure . - С .408
9.2.5 The matrix structure . - С .409
9.2.6 Intermediate structures and structural variations . - С .411
9.2.7 Network and virtual organisations . - С .412
9.2.8 Structural types in multinational companies . - С .415
9.3 The elements of organisational design . - С .422
9.4 Centralisation vs. devolution . - С .423
9.4.1 The role of the centre . - С .423
9.4.2 Dividing responsibilities . - С .425
9.5 Organisational configurations . - С .431
9.5.1 Configurations in practice . - С .433
9.5.2 Changing configuration . - С .436
Summary . - С .438
Recommended key readings . - С .439
References . - С .439
Work assignments . - С .441
Case example: Unilever . - С .442
10 Resource Allocation and Control . - С .445
10.1 Introduction . - С .445
10.2 Resource configuration . - С .448
10.2.1 Protecting unique resources . - С .448
10.2.2 Fitting resources together . - С .449
10.2.3 Business process re-engineering . - С .449
10.2.4 Exploiting experience . - С .454
10.2.5 Sustaining competitive advantage . - С .455
10.3 Preparing resource plans . - С .458
10.3.1 Critical success factors . - С .458
10.3.2 Planning priorities . - С .459
10.4 Processes of allocation and control . - С .463
10.4.1 Control through planning systems . - С .464
10.4.2 Control through direct supervision . - С .467
10.4.3 Control through performance targets . - С .467
10.4.4 Social/cultural control . - С .471
10.4.5 Control through market mechanisms . - С .471
10.4.6 Self-control and personal motivation . - С .474
10.5 Information: a key resource . - С .474
10.5.1 Information on individual resources . - С .475
10.5.2 Creating competences through information . - С .475
10.5.3 Information, performance targets and marketmechanisms . - С .476
10.5.4 Information, cultural and self controls . - С .476
10.6 Influences on organisational design andcontrol . - С .477
10.6.1 Type of strategy . - С .477
10.6.2 Operational processes, technology andinnovation . - С .479
10.6.3 Organisational ownership and accountability . - С .479
10.6.4 The environment . - С .479
10.6.5 Reinforcing cycles . - С .480
Summary . - С .483
Recommended key readings . - С .484
References . - С .484
Work assignments . - С .487
Case example: Justice sector information strategy in
New Zealand . - С .488
11 Managing Strategic Change . - С .493
11.1 Introduction . - С .493
11.2 Understanding types of strategic change . - С .496
11.2.1 Types of strategic change . - С .496
11.2.2 Change and the learning organisation . - С .498
11.2.3 Managed change . - С .499
11.2.4 Imposed (or forced) change . - С .501
11.3 Diagnosing strategic change needs . - С .503
11.3.1 Detecting strategic drift . - С .503
11.3.2 Identifying forces blocking and facilitatingchange . - С .504
11.3.3 An openness to change . - С .508
11.4 Managing strategic change processes . - С .510
11.4.1 Changes in structure and control systems . - С .510
11.4.2 Styles of managing change . - С .510
11.4.3 Changes in organisational routines . - С .513
11.4.4 Symbolic processes in managing change . - С .515
11.4.5 Power and political processes in managingchange . - С .519
11.4.6 Communicating change . - С .526
11.4.7 Change tactics . - С .528
11.5 Roles in the change process . - С .530
11.5.1 The change agent . - С .530
11.5.2 Middle managers . - С .533
11.5.3 Other organisational members . - С .534
11.5.4 External stakeholders . - С .536
11.5.5 Outsiders . - С .537
11.6 Managing strategic change and strategicmanagement . - С .538
11.6.1 Environmental assessment . - С .538
11.6.2 Leading change . - С .538
11.6.3 Linking strategic and operational change . - С .539
11.6.4 Strategic human resource management . - С .539
11.6.5 Coherence in managing change . - С .539
Summary . - С .540
Recommended key readings . - С .541
References . - С .541
Work assignments . - С .543
Case example: South African Fabrication . - С .544
Case Studies . - С .547
A guide to using the case studies . - С .547
Guide to the main focus of cases . - С .549
British Steel (U) . - С .551
Strategy development at New Town Council . - С .559
Strategy development at Castle Press . - С .567
The pharmaceutical industry . - С .574
The European brewing industry (U) . - С .582
Brasseries Kronenbourg . - С .607
The Brewery Group Denmark: Faxe, Ceres and Thor . - С .622
Stewart Grand Prix (N) . - С .633
Laura Ashley Holdings plc . - С .641
The Iona Community . - С .656
Sheffield Theatres Trust . - С .670
Fisons: the fall from grace . - С .685
A note on the world automobile industry . - С .691
PSA Peugeot Citroen (U) . - С .709
The Rover/Honda alliance . - С .725
The BMW acquisition of the Rover Group . - С .738
Barclaycard (N) . - С .746
Coopers Creek and the New Zealand wine industry . - С .756
Dutch PTT Telecom (N) . - С .768
The News Corporation . - С .779
Nokia: the consumer electronics business . - С .807
Bord Gais Eireann (N) . - С .827
Doman Synthetic Fibres plc . - С .838
The Royal Alexandra Hospital (U)
852 The
Burton Group
Burton Group (A): Ladislas Rice, 1969-75 (N) . - С .868
Burton Group (B): Ralph Halpern, 1976-90 (N) . - С .874
Burton Group (C): John Hoerner, 1991-97 (N) . - С .882
KPMG (B): managing strategic change (U) . - С .891
KPMG (C): developing a global firm (N) . - С .909
UNHCR: achieving the impossible (N) . - С .918
Burmah Castrol Chemicals Group . - С .935
Glossary . - С .959
Index of Companies and Organisations . - С .965
General Index . - С .967
УДК

Кл.слова (ненормированные):
Менеджмент -- Management -- Менеджмент -- Менеджмент стратегічний -- Strategic management -- Менеджмент стратегический -- Управління корпоративне -- Corporate management -- Управление корпоративное -- Управління стратегічне -- Strategic management -- Управление стратегическое


Доп.точки доступа:
Scholes, K.
Экземпляры всего: 1
АБ (1)
Свободны: АБ (1)
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2.
65.050.9.214
J-74


    Johnson, G.
    Exploring Corporate Strategy (text and cases) [Текст] : third edition / G. Johnson, K. Scholes. - Hertfordsh : Prentice Hall International, 1993. - 733 с. - ISBN 0-13-297441-X : Б. ц.
    Содержание:
Corporate strategy: an introduction . - С .3
11 The nature of corporate strategy . - С .4
1.1.1 The characteristics of strategic decisions . - С .5
1.1.2 Levels of strategy . - С .10
1.1.3 The vocabulary of strategy . - С .12
Strategic management . - С .14
1.2.1 Strategic analysis . - С .17
1.2.2 Strategic choice . - С .20
1.2.3 Strategy implementation . - С .21
1.2.4 A summary of the strategic management process . - С .22
Strategic management in different contexts . - С .23
1.3.1 The small business context's
1.3.2 The multinational corporation . - С .26
1.3.3 Manufacturing and service organisations . - С .27
1.3.4 Strategy in the public sector . - С .27
1.3.5 The voluntary and not-f or-prof it sectors . - С .29
1.3.6 Professional organisations . - С .29
1.4 Summary: the challenge of strategic management . - С .30
References . - С .32
Recommended key readings . - С .33
Work assignments . - С .33
Strategic management in practice . - С .34
Introduction . - С .34
2.2 Patterns of strategy development . - С .35
2.2.1 Incremental strategy development . - С .35
2.2.2 Intended and realised strategies . - С .38
2.2.3 Emergent, opportunistic and imposed strategies . - С .38
2.3 Explaining strategy development . - С .39
2.3.1 The 'natural selection' view . - С .40
2.3.2 The planning view . - С .40
2.3.3 The logical incremental view . - С .43
2.3.4 The cultural view . - С .46
2.3.5 The political view . - С .51
2.3.6 The visionary view . - С .52
2.3.7 Integrating views of strategy development . - С .54
2.4 Strategic decision-making processes in action . - С .56
2.4.1 Elements of strategic decision-making processes . - С .58
2.4.2 The cultural web . - С .60
2.4.3 The risk of strategic drift . - С .63
Summary and implications for the study of strategy . - С .65
References . - С .69
Recommended key readings . - С .71
Work assignments . - С .71
Analysing the environment . - С .75
3.1 Introduction . - С .75
3.2 Understanding the nature of the environment . - С .77
3.3 Auditing environmental influences . - С .79
3.3.1 PEST analysis . - С .82
3.3.2 The use of scenarios . - С .85
3.4 Structural analysis of the competitiveenvironment . - С .87
3.4.1 The threat of entry . - С .88
3.4.2 The power of buyers and suppliers . - С .90
3.4.3 The threat of substitutes . - С .93
3.4.4 Competitive rivalry . - С .93
3.4.5 Key questions arising from structural analysis . - С .94
3.5 Identifying the organisation's competitiveposition . - С .96
3.5.1 Competitive analysis . - С .97
3.5.2 Strategic group analysis . - С .98
3.5.3 Market segments and market power . - С .101
3.5.4 Market share and market growth . - С .103
3.5.5 Market attractiveness and business strength . - С .106
3.6 Summary . - С .107
References . - С .111
Recommended key readings . - С .112
Work assignments . - С .113
Analysing resources and strategiccapability . - С .115
4.1 Introduction . - С .115
4.2 Resource audit . - С .119
4.3 Value chain analysis . - С .120
4.3.1 Resource utilisation . - С .123
4.3.2 Analysing cost efficiency . - С .128
4.3.3 Analysing effectiveness . - С .132
4.3.4 Control of resources . - С .133
4.3.5 Financial analyses . - С .135
4.4 Comparative analysis . - С .138
4.4.1 Historical analysis . - С .138
4.4.2 Comparison with industry norms . - С .139
4.4.3 Best practice analysis I . - С .40
4.5 Assessing the balance of resources . - С .143
4.5.1 Portfolio analyses . - С .144
4.5.2 Balance of skills/personalities . - С .146
4.5.3 Flexibility analysis . - С .148
4.6 Identification of key issues J . - С .148
4.6.1 SWOT analysis . - С .148
4.6.2 Core competences . - С .151
4.7 Summary . - С .152
References . - С .153
Recommended key readings . - С .154
Work assignments . - С .154
Culture and stakeholder expectations . - С .156
5.1 Introduction . - С .156
5.2 The cultural context of strategy . - С .158
5.2.1 External influences . - С .158
5.2.2 Internal influences . - С .162
5.3 Stakeholder analysis . - С .171
5.3.1 Conflicts of expectations . - С .172
5.3.2 Identifying stakeholders . - С .173
5.3.3 Stakeholder mapping . - С .175
5.4 Power . - С .178
5.4.1 Sources of power within organisations . - С .178
5.4.2 Sources of power for external stakeholders . - С .182
5.4.3 Methods of assessing power . - С .183
5.5 Organisational purposes . - С .186
5.5.1 Mission . - С .186
5.5.2 Corporate objectives . - С .188
5.5.3 Unit objectives . - С .190
5.5.4 The precision of objectives . - С .190
Business ethics . - С .191
5.6.1 The role of business in society . - С .192
5.6.2 Corporate social responsibility . - С .194
5.6.3 The role of individuals/managers . - С .195
Summary . - С .198
References . - С .198
Recommended key readings . - С .199
Work assignments . - С .200
Strategic options . - С .203
Introduction . - С .203
Generic strategies . - С .204
6.2.1 Porter's generic strategies . - С .204
6.2.2 Some problems with generic strategy concepts . - С .205
Market-based generic strategies: the 'strategy clock . - С .209
6.3.1 Price-based strategies (routes 1,2) . - С .210
6.3.2 Value added, or differentiation strategies
route 4) . - С .212
6.3.3 The hybrid strategy (route 3) . - С .213
6.3.4 Focused differentiation (route 5) . - С .213
6.3.5 Failure strategies (routes 6,7,8) . - С .216
Sustaining and operationalising generic strategies . - С .216
6.4.1 Cost and the value chain . - С .217
6.4.2 Differentiation and linkages 'within the valuechain . - С .217
6.4.3 Differentiation through linkages across valuechains . - С .218
6.4.4 The management challenge of generic strategies . - С .219
Alternative directions for strategy development . - С .221
6.5.1 Withdrawal . - С .222
6.5.2 Consolidation . - С .223
6.5.3 Market penetration . - С .225
6.5.4 Product development . - С .226
6.5.5 Marketdevelopment . - С .227
6.5.6 Diversification . - С .227
Alternative methods of strategy development . - С .231
6.6.1 Internal development . - С .231
6.6.2 Mergers and acquisitions . - С .233
6.6.3 Joint development and strategic alliances . - С .235
Summary . - С .239
References . - С .240
Recommended key readings . - С .242
Work assignments . - С .243
Strategy evaluation 1:
Assessing the suitability of strategies . - С .244
7.1 Introduction . - С .244
7.2 Evaluation criteria . - С .244
7.2.1 Snitability . - С .244
7.2.2 Feasibility . - С .245
7.2.3 Acceptability . - С .246
7.3 A framework for evaluating strategies . - С .246
7.4 Strategic logic . - С .248
7.4.1 Portfolio analyses . - С .249
7.4.2 Life cycle analyses . - С .250
7.4.3 Value chain analyses . - С .254
7.5 Cultural fit . - С .259
7.5.1 Embryonic stage . - С .259
7.5.2 Growth . - С .260
7.5.3 Maturity . - С .261
7.5.4 Decline . - С .261
7.6 Research evidence . - С .263
7.6.1 The importance of market share . - С .264
7.6.2 Consolidation strategies . - С .264
7.6.3 Related developments . - С .266
7.6.4 Diversification and performance . - С .268
7.6.5 Public-sector strategies . - С .270
Screening options . - С .271
7.7.1 Bases for comparison . - С .272
7.7.2 Ranking . - С .273
7.7.3 Decision trees . - С .274
7.7.4 Scenarios . - С .275
7.8 Summary . - С .277
References . - С .278
Recommended key readings . - С .279
Work assignments . - С .279
Strategy evaluation 2: Makina choices . - С .281
8.1 Introduction . - С .281
8.2 Analysing return . - С .281
8.2.1 Profitability analyses . - С .282
8.2.2 Cost/benefit analysis . - С .285
8.2.3 Shareholder value analysis . - С .288
8.3 Analysing risk . - С .289
Organisation structure and design . - С .344
10.1 Introduction . - С .344
10.2 Structural types . - С .345
10.2.1 The simple structure . - С .345
10.2.2 The functional structure . - С .345
10.2.3 The multidivisional structure . - С .346
10.2.4 The holding company structure . - С .347
10.2.5 The matrix structure . - С .349
10.2.6 Intermediate structures and structural variations . - С .353
10.2.7 Structural types in multinational companies . - С .353
10 3 The elements of organisational design . - С .356
10.4 Centralisation vs devolution . - С .358
10.4.1 Strategic planning . - С .358
10.4.2 Financial control . - С .361
10.4.3 Strategic control . - С .362
10.5 Organisational configurations . - С .364
10.5.1 Choosing a configuration . - С .367
10.6 Management systems and control . - С .370
10.6.1 Control through information and measurement . - С .370
10.6.2 Control through reward systems . - С .373
10.7 Influences on organisational design . - С .376
10.7.1 Type of strategy . - С .377
10.7.2 Operational processes and technology . - С .378
10.7.3 Organisational type . - С .379
10.7.4 The environment . - С .380
10.8 Summary . - С .381
References . - С .383
Recommended key readings . - С .384
Work assignments . - С .385
Managing strategic change . - С .386
11.1 Introduction . - С .386
11.2 Understanding processes of strategic change . - С .387
11.2.1 A systems view of incremental change . - С .388
11.2.2 Unfreezing and the management of strategicchange . - С .389
11.3 Diagnosing strategic change needs . - С .390
11.3.1 Detecting strategic drift . - С .391
11.3.2 Identifying barriers to strategic change . - С .393
11.4 Managing the strategic change process . - С .394
11.4.1 Styles of managing strategic change . - С .395
11.4.2 Changes in organisational routines . - С .398
11.4.3 Symbolic activity in managing change . - С .401
11.4.4 Political processes . - С .405
11.5 Leadership and change agency . - С .411
11.6 Conclusions . - С .414
11.6.1 Environmental assessment . - С .414
11.6.2 Leading change . - С .414
11.6.3 Linking strategic arid operational change . - С .415
11.6.4 Strategic human resource management . - С .416
11.6.5 Coherence in managing change . - С .416
11.6.6 Pulling it all together . - С .417
References . - С .417
Recommended key readings . - С .421
Work assignments . - С .422
CASE STUDIES
A guide to using the case studies . - С .427
British Steel . - С .431
Planning in Shell . - С .435
The European brewing industry . - С .444
Courage Ltd . - С .475
Brasseries Kronenbourg . - С .482
Laura Ashley Holdings pie . - С .495
The Crucible Theatre . - С .526
A note on the world automobile industry . - С .558
PeugeotSA Group . - С .571
The Rover/Honda alliance . - С .591
Vitalograph . - С .603
The News Corporation . - С .623
Electrolux: the acquisition and integration of
Zanussi . - С .651
A strategy for change at KPMG . - С .676
The Burton Group (A) . - С .686
The Burton Group (B) . - С .697
The Burton Group (C) . - С .710
Index of companies and organisations . - С .725
General index . - С .727
УДК

Кл.слова (ненормированные):
Аналіз фінансово-економічний -- financial economic analysis -- Анализ финансово-экономический -- Менеджмент -- Management -- Менеджмент
Аннотация: In the third edition, Gerry Johnson and Kevan Scholes present a fuller account of strategy development processes and value chain concepts. They present a critique of Porter's generic strategies and a market-led framework for considering generic strategies. There is a more integrated treatment of the cultural context of strategy and more specific attention is paid to the problems and means of managing strategic change. The chapters on culture, power and process of strategy formulation and change reflect the growing importance of these issues in the study of strategy.
Of the 17 cases in the case section, 12 are entirely new, and 5 have been revised to provide a strong European orientation. They include four prize winning cases.
Teaching and learning aids in the text include schematic diagrams of key frameworks, introductions to each part of the book, and end of chapter work assignments (at three levels of difficulty to give maximum flexibility in their use), references and key readings.


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3.
65
J-74


    Johnson, G.
    Exploring Corporate Strategy: Text and Cases.- 7-th td. [Текст] / G. Johnson, K. Scholes, R. Whittington. - Harlow : Pearson Education, Inc., 2006. - 1033 с. - ISBN 978-0-273-71018-9 : Б. ц.
    Содержание:
Part INTRODUCTION . - С .1
Introduction to Part I . - С .3
Introducing Strategy . - С .5
Commentary on Part I Strategy Lenses . - С .41
Part II THE STRATEGIC POSITION . - С .59
Introduction to Part II . - С .61
The Environment . - С .63
Strategic Capability . - С .115
Expectations and Purposes . - С .163
Commentary on Part II Coping with Complexity: The
Business Idea . - С .223
Part III STRATEGIC CHOICES . - С .233
Introduction to Part III . - С .235
Business-Level Strategy . - С .239
Corporate-Level and International Strategy . - С .279
Directions and Methods of Development . - С .339
Commentary on Part III Strategy Selection . - С .383
Part IV STRATEGY INTO ACTION . - С .391
Introduction to Part IV . - С .393
Organising for Success . - С .395
Enabling Success . - С .445
Managing Strategic Change . - С .503
Commentary on Part IV Strategy into Action . - С .551
Part V HOW STRATEGY DEVELOPS . - С .559
Introduction to Part V . - С .561
Understanding Strategy Development . - С .563
Commentary on Part V Strategy Development in
Organisations . - С .603
УДК

Кл.слова (ненормированные):
Менеджмент -- Management -- Менеджмент -- Менеджмент стратегічний -- Strategic management -- Менеджмент стратегический -- Управління корпоративне -- Corporate management -- Управление корпоративное -- Управління стратегічне -- Strategic management -- Управление стратегическое


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Scholes, K.; Whittington, R.
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4.
65
J-74


    Johnson, G.
    Exploring Corporate Strategy: Text and Cases.- 6-th ed. [Текст] / G. Johnson, K. Scholes. - Harlow : Pearson Education, Inc., 2002. - 1082 с. - ISBN 0-273-65112-9 : Б. ц.
    Содержание:
Part I INTRODUCTION . - С .1
Introducing Strategy . - С .3
2 Understanding Strategy Development . - С .37
Part II THE STRATEGIC POSITION . - С .93
3 The Environment . - С .97
4 Strategic Capability . - С .145
5 Expectations and Purposes . - С .193
Commentary on Part II Coping with Complexity: The
Business Idea . - С .253
Part III STRATEGIC CHOICES . - С .263
6 Corporate-Level Strategy . - С .267
7 Business-Level Strategy . - С .315
8 Directions and Methods of Development . - С .361
Commentary on
Part III Strategy Selection . - С .409
Part IV STRATEGY INTO ACTION . - С .417
9 Organising for Success . - С .419
10 Enabling Success . - С .475
11 Managing Strategic Change . - С .533
Commentary on Part IV Strategy into Action . - С .577
УДК

Кл.слова (ненормированные):
Менеджмент -- Management -- Менеджмент -- Менеджмент стратегічний -- Strategic management -- Менеджмент стратегический -- Управління корпоративне -- Corporate management -- Управление корпоративное -- Управління стратегічне -- Strategic management -- Управление стратегическое


Доп.точки доступа:
Scholes, K.
Экземпляры всего: 1
АБ (1)
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