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The Concept of corporate strategy

Author: Andrews, Kenneth Richmond Publisher: McGraw-Hill, 1999.Edition: Custom ed.Language: EnglishDescription: 132 p. : Ill. ; 23 cm.ISBN: 9780256183295Type of document: BookNote: Custom edition is reprinted from The concept of corporate strategy, 3rd ed. by Kenneth R. Andrews, Richard D. Irwin, Inc., 1980 and 1987Bibliography/Index: Includes 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 1999
(Browse shelf)
900190374
Consultation only 900190374
Book Asia Campus
Textbook Collection (PhD)
Print HD31 .A63 1999
(Browse shelf)
900190565
Available 900190565
Total holds: 0

Custom edition is reprinted from The concept of corporate strategy, 3rd ed. by Kenneth R. Andrews, Richard D. Irwin, Inc., 1980 and 1987

Includes index

Digitized

Contents The Concept of Corporate Strategy The Concept of Corporate Strategy 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: LowGrowth Strategies. ForcedGrowth 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 53 Strategy as Projection of Preference. The Inevitability of Values. Reconciling Divergent Values. Modification of Values. Awareness of Values. Chapter 5 The Company and Its Responsibilitiee to Societ~~ Relating Corporate Strategy to Ethical Values 65 Public Opinion of Managerial Malfeasance. The Inherently f Amoral Corporation. The Moral Component u Corporate Strategy. The Social Responsibility of Business. Categories of Concern: Review of Management Concerns fir Responsibility. Impact of Control Systems on Ethical Perfirmame 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. e Commitment. Strategy as the K y 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 fir Multiple Criteria Effective Evducztion of Performcurce. Motivation and Incentives: Executive Compensation Role of Incentive Pa3 Nonmonetary Incentives. Constraints and Control: Formal Controt. Integruting Formal and Social Control. Enforcing Ethical Standards. Recruitment and Development of Management: Continuing Education Management Development and Corporate Purpose. Chapter 8 Strategic Management and Cokporate Governance 113 Strategy as a Process. Managing the Process. The Strategic f f Function o the Board o Directors.

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