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The concept of corporate strategy

Author: Andrews, Kenneth Richmond Publisher: Irwin, 1987Edition: 3rd ed.Language: EnglishDescription: 132 p. ; 23 cm.ISBN: 0256036292Type of document: BookNote: Doriot: for 2016-2017 courses • Tanoto: for 2016-2017 coursesBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Textbook Collection (PhD)
Print HD31 .A63 1987
(Browse shelf)
Available 900235754
Book Europe Campus
Main Collection
Print HD31 .A63 1987
(Browse shelf)
Available 32419001218258
Total holds: 0

Doriot: for 2016-2017 courses

Tanoto: for 2016-2017 courses

Includes bibliographical references and index


The Concept of Corporate Strategy Contents Chapter 1 Chief Executive Officer, President, or General Manager: Roles and Responsibilities 1 What General Management Is. Complexity of General Management Tasks. Chief Executive as Organization Leader. Chief Executive as Personal Leader. Chief Executive as Architect of Purpose. Enormity of the Task. Need for a Concept. Chapter 2 The Concept of Corporate Strategy 13 What Strategy Is. Summary Statements of Strategy. Reasons for Not Articulating Strategy. Deducing Strategy from Behavior. Formulation of Strategy. The Implementation of Strategy. Kinds of Strategies: Low-Growth Strategies. Forced-Growth Strategies. Kinds of Companies. Criteria for Evaluation. Problems in Evaluation. Chapter 3 The Company and Its Environment: Relating Opportunities to Resources 35 The Nature of the Company's Environment. Tracking the Changing Environment. Identification of Opportunities and Risks. Opportunity as a Determinant of Strategy. Identifying Corporate Competence and Resources. Application to Situations. Chapter 4 The Company and Its Strategists: Relating Corporate Strategy to Personal Values Strategy as Projection of Preference. The Inevitability of Values. Reconciling Divergent Values. Modification of Values. Awareness of Values. 53 Chapter 5 The Company and Its Responsibilities to Society: Relating Corporate Strategy to Ethical Values 65 Public Opinion of Managerial Malfeasance. The Inherently Amoral Corporation. The Moral Component of Corporate Strategy. The Social Responsibility of Business. Categories of Concern: Review of Management Concerns for Responsibility. Impact of Control Systems on Ethical Performance. The Individual and the Corporation. The Range of Concerns. Choice of Strategic Alternatives for Social Action. Determination of Strategy. Chapter 6 The Implementation of Strategy: Achieving Commitment to Purpose 81 Distorted Approaches to Implementation. Flexibility in Pursuit of Purpose. Implementation in the Innovative Corporation. Structure, Coordination, and Information Systems. Commitment. Strategy as the Key to Simplicity. Chapter 7 The Implementation of Strategy: From Commitment to Results 97 Establishment of Standards and Measurement of Performance. Fallacy of the Single Criterion. Need for Multiple Criteria. Effective Evaluation of Performance. Motivation and Incentives: Executive Compensation. Role of Incentive Pay. Nonmonetary Incentives. Constraints and Control: Formal Control. Integrating Formal and Social Control. Enforcing Ethical Standards. Recruitment and Development of Management: Continuing Education. Management Development and Corporate Purpose. Chapter 8 Strategic Management and Corporate Governance Strategy as a Process. Managing the Process. The Strategic Function of the Board of Directors. Index 113 129

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