Strategic Management [antikvár]

This preface outlines the content and approach of this book and explains howit is appropriate both for managers and for students who will become futuremanagers.There are suggestions about how different types of reader might makeeffective use of the material.Strategic awareness and changeThis book is about strategic awareness and the management of strategicchange. It looks at how managers can become strategically aware of their com-pany's position and opportunities for change; at how changes often happen inreality; and at how the process might be managed more effectively.It is in five parts. The first part looks at the strategy process as a whole andincludes in Chapter 2 a comprehensive framework of the process, around whichthe book is structured. This part also includes chapters on strategic leadershipand decision making and on culture and values as these are forces whichdetermine how strategy is managed within organizations.Part II concerns strategic awareness. Chapters on the organizational missionand objectives, strategic success and strategic failure are followed by anexamination of the business and competitive environments. The section finisheswith a discussion on competitive positioning and advantage.Parts III and IV separate competitive and corporate level strategies.Corporate strategy issues concern the overall portfolio of activities undertakenby an organization, and their relatedness; competitive strategy is about how anorganization might achieve and sustain competitive advantage in each activityin the corporate whole.Part III, on competitive strategies, looks at how marketing, operations,human resource, financial and information strategies can all be an importantsource of, and support for, competitive advantage.Part IV is a consideration of how changes in corporate strategy areformulated, followed by a study of the various strategic alternatives which afirm might consider and the determinants of a good choice.The issues involved in strategy implementation are evaluated in Part VOrganization structures, resource management and the complexities ofmanaging change are included. Pressures to change are always present in theform of opportunities and threats. At any point in time the significance of thesepressures will vary markedly from industry to industry and from organization toThe manager's job is change. It is what we live with. It is what we are to create. If wecannot do that, then we are not good at the job. It is our basic job to have the nerveto keep changing and changing and changing again.Sir Peter Parker, Executive Chairman, Rockware Group,speaking at a BIM Workshop in London, February 1986