Strategic Management Module 1 & 3 Past Paper PDF

Strategic Management Module 1 and 3 SWOT ANALYSIS was chosen, and why not the others? Module 1 - Case Analysis Outline - This sectio...

Strategic Management Module 1 and 3 SWOT ANALYSIS was chosen, and why not the others? Module 1 - Case Analysis Outline - This section analyzes the Strengths, Weaknesses, Opportunities, and V - M -V STATEMENT Threats of the business based on the IMPLEMENTATION PLANS - This section identifies the case facts. organization's vision, mission, and - It is advised that this be presented - This section discusses the plans of values based on the facts of the in a quadrant. the group on how to put the case. decision into action. They must ALTERNATIVE COURSES OF - Most of the time, the company's V- start with verbs or action words. ACTION M -V is not explicitly stated in the - These must be classified as long - case. The group must formulate its - This enumerates the possible term (strategies) and short -term own V - M -V for the company solutions to the problem. (tactics) and must be written in based on case facts. - There must be at least 3 enumeration format. alternatives. - Use specific and meaningful - They must be equally desirable actions. Avoid plans like conduct STATEMENT OF THE PROBLEM meeting, hire consultants, etc. - This section identifies the basic root ANALYSIS OF ALTERNATIVES BUSINESS LESSONS LEARNED problem of the case. - It must be written in interrogative - This includes an enumeration of the - This synthesizes the business form. advantages and disadvantages of the lessons learned by the student different alternatives that will form about the case at hand. as a basis for making the final - The student must enumerate at STATEMENT OF OBJECTIVES decision. least three (3) business lessons - This answers the question: "What learned. No need to explain do you want the company to DECISION STATEMENT achieve upon solving the case? - These must be written in infinitive - This section states the final decision form and classified as Long-Term of the group. and Short-Term. - There must be one and only one - Use SMART objectives final choice. - This must explain what alternative Module 2 - Strategic Management - An RAPIDLY its strengths, weaknesses, Overview CHANGING PREFERENCES opportunities, and threats (SWOT). - NEW BUSINESS FORMATS CHARACTERISTICSOF 21st 2. Strategic Decision-Making CENTURY BUSINESSES Strategic Management - refers to the use of the right resources for the right markets at - STRATMAN is the science of the right time. creating, executing, and evaluating DYNAMISM cross-functional decisions to enable Strategic Thinking - Business is in a state of an organization to achieve its goals - this is the result of good strategic fluidity. It is not static. and objectives. decision-making - Changes and fluctuations constantly - In short, STRATMAN is a - this is the cognitive process of happen. continuous process of strategy arriving at intelligent decisions creation, which includes five (5) important processes. HYPERCOMPETITION 3. Strategy Formulation - Business experiences a THE 5 STRATEGIC PROCESSES - Designing strategies of the business heightened cut-throat and corporation levels. situation. - Strategic Analysis Organizational Competitiveness - Only the most adaptive and - Strategic Decision-Making nimble organizations will - Strategy Formulation - Result of good Formulation survive - Strategy Implementation - Ability of an organization to use its - Strategic Control resource optimally and sustainably for maximum performance and How do dynamism and productivity hypercompetition 1. Strategic Analysis affect today’s businesses? - Is performed by evaluating factors both in the internal and external 4. Strategy Implementation - MORE COMPETITORS business environments. - Mean employing the strategies to - SHORTER LIFE SPAN Strategic Intelligence achieve organizational set goals and - GREATER ACCESS, MORE - Result of good strat analysis. It is objectives CONSUMER DEMANDS & the ability of a company to identify Comparative Advantage STRATEGIC PLANNING - when strictly followed, strategic planning may reduce flexibility and - Result of Good Strategy - defined as a continuous, repetitive adaptability. - Refers to the ability of an and competitive process of setting organization to perform better than the goals and objectives, and its competitors finding the best way to realize MODULE 3: The Components of them. Comparative Advantage is also known Strategic Management as: Strategic planning answers: - Competitive Advantage - Where are we now? STRATEGIC PLANNING - Distinctive Advantage - Where do we want to go? - Competitive Edge - How do we get there? - Strategic Planning is applied Strategic Management. - According to Hunger and 5. Strategic Control What are the benefits of Strategic Wheelen,,strategic planning - Is the application of appropriate Planning? involves EnvironmentaL Scanning, monitoring and feedback system Strategy Formulation, Strategy - defines and organization’s vision, Implementation,and Evaluation and Strategic Performance mission, goals and objectives, Control. which provide DIRECTION. - Strategic decision making has been - Result of good strategic control - reduce the chance of committing - Accomplishment of high level of removed because some authors mistakes, errors or wastage. believe that decision making is productivity that is characterized by - promotes more efficient allocation NOT a separate process, but must efficiency. of resources, better collaboration be part of each and every process and communication. - provides leverage and competitive STRATEGIC MANAGEMENT advantage to the organization. vs. STRATEGIC PLANNING WHOSE RESPONSIBILITY? - Strategic management is - Strategic planning is a primary theoretical. LIMITATIONS OF STRATEGIC responsibility of TOP - Strategic planning is PLANNING MANAGEMENT applied. - strategic planning might be good only in paper COMPONENTS OF STRATMAN OUR STUDENTS, THE GOALS: are general aims or targets PHILIPPINES AND THE OBJECTIVES: more specific, - Vision WORLD. It is committed to... detailed, quantitative and must be - Mission SMART - Values - Objectives SMART: VALUES - Goals - Specific - Strategies - Inherent roots of motivation within - Measurable - Tactics an individual, an organization, a - Attainable - Operational Plans community, or a nation. - Realistic - Operating Policies - They are both intellectual (beliefs) - Time-bound - Organizational Climate and behavioral (attitudes), serving - Organizational Culture as bases for the organization’s actions and way of thinking - The value system is the hierarchy STRATEGIES AND TACTICS The Vision of values ranked by organizations. - Both action plans that are It is broader in scope and values are undertaken to achieve the goals and - The organizational VISION is an merely one part of it. objectives. inspirational statement of what the organization hopes to achieve at STRATEGIES: long -range action plan some point in the future. It is the VALUE SYSTEM more than one year “impossible dream.” - Ex: The CEU vision is THE - Aside from values, it also includes: TACTICS: short-range within a year or UNIVERSITY OF FIRST - Dreams, aspirations, interests, CHOICE. expectations, philosophies, and less even leadership and management styles and ethical practices The MISSION THE OPERATIONAL PLANS - Also known as the statement of - Plans pertaining to the different GOALS AND OBJECTIVES aspects of business operations. They purpose. It answers what the organization does, for whom it is - Goals and objectives are both aims include plans pertaining to areas done, and how it does what it does. and targets that a firm wishes to such as marketing, management, - Ex: The CEU mission is TO BUILD achieve. technical, financial and human A BRIGHTER FUTURE – FOR resources.  THE OPERATING POLICIES DIFFERENCE BETWEEN OCLI AND OCLU - OPERATING POLICIES are plans that affect a firm’s day-today OCLI: easier to assess and change operations. These are the routine OCUL: more solid, stable and long policies and daily plans undertaken term by a company for the smooth conduct of its operations. - ORGANIZATIONAL CLIMATE - is the regular and repetitive patterns of attitudes and behavior by employees of an organization. It is a measure of an organization’s health. ORGANIZATIONAL CULTURE - is a wide range of social phenomena, which may include dress code, language, behavior, beliefs, values, symbols of status and authority. - organizational culture shows its evolution through the years and is largely and generally influenced by the leadership of the top management