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    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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