Strategy and policy: concepts and casesAuthor: Thompson, Arthur A. ; Strickland, A. J.Publisher: Business Publications, 1981.Edition: Revised ed.Language: EnglishDescription: 865 p. : Graphs/Ill. ; 24 cm.ISBN: 0256023859Type of document: BookBibliography/Index: Includes index
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HD30.28 .T47 1981
Strategy and Policy Concepts and Cases Contents List of Case Contributors PART I THE PROCESS OF STRATEGY MANAGEMENT 1. Strategy and Policy: The Framework of General Management 3 xxi Where Strategy and Policy Fit in. General Management: Concept and Function. General Management Is Common to All Organizations. Basic Concepts of Strategy Management: Organization Purpose and Mission. Organization Objectives. Organization Strategy. Organization Policy. The Interrelationships among Purpose, Objectives, Strategy, and Policy. The Process of Strategy Management: Strategy Formulation and Entrepreneurship. Strategy Implementation and Administration. Measuring Strategic Performance. Strategy Evaluation. Managing the Process. A Capsule Summary of the General Management Function. 2. Formulating Organization Strategy 30 The Value of a Consciously Formulated Strategy. Where Strategy Formulation Begins. The Concept of Strategic Fit. The Levels of Strategy. The Determinants of Strategy. How the Determinants of Strategy Combine to Affect Strategic Choice. Characteristics of an Effective Strategy. A Concluding Point. 3. Identifying Strategic Alternatives 67 Corporate Strategy Alternatives versus Business Strategy Alternatives. The Basic Alternatives of Corporate Strategy: Concentration on a Single Business. Vertical Integration. Corporate Diversification Strategies. Merger and Acquisition Strategies. Joint Venture Strategies. Retrenchment Strategies. Divestiture Strategies. Liquidation Strategy. Combination Strategies. When Some Corporate Strategies Are More Logical than Others. Alternative Line of Business Strategies: Strategies for Underdog and Low Market Share Businesses. Business Strategies for Dominant Firms. Business Strategies for Firms in Growth Markets. Strategies for Weak Businesses. Strategies for Firms in Mature or Declining Industries. Turnaround Strategies. Strategies to Be Leery of. Strategies to Avoid. Business Strategies: A Perspective View. 4. Strategy Analysis and Evaluation at the Corporate Level 110 Approaching the Task of Corporate Strategy Evaluation. Identifying the Present Corporate Strategy. Corporate Portfolio Analysis. Evaluating a Firm's Current Business Portfolio. Performance Gap Analysis. A Concluding Perspective. 5. Strategy Analysis and Evaluation at the Business Level 131 Identifying the Present Strategy. Performing a Competitive Audit. The Role of Competition in Business Strategy Evaluation. Gathering Strategic Intelligence about Rival Firms. Screening out Alternative Strategies. The Act of Strategic Commitment. 6. Strategy Implementation and Administration: Organizational Considerations 151 Strategy and Organization. How Structure Follows Strategy: The Stages Model. Guidelines for Linking Structure to Strategy. Forms of Organization: What the Options Are: The Functional Organization Structure. Geographic Forms of Organization. Process, Market Channel, or Customer Departmentation. Decentralized Product Divisions. Strategic Business Units. Matrix Forms of Organization. Supplemental Methods of Organization. Perspectives on Organization Design. Nonstructural Considerations in Organizing for Strategic Accomplishment: Building a Distinctive Competence. Focusing Organizational Resources on Strategic Objectives. 7. Strategy Implementation and Administration: The Day-to-Day Aspects 179 Measuring and Evaluating Performance. Instilling a Spirit of Performance. Finding the "Right" Style of Managerial Leadership. Instituting Management Controls. Communication and Management Control. Problem Areas in Managing People. Playing "The Power Game." The Ingredients of Successful Strategy Implementation. PART II FROM CONCEPTS TO CASES: PRACTICING AT BEING A MANAGER 8. Case Analysis: Its Role and Method 203 Practicing Management via Case Analysis. Why Use Cases to Practice Management: Objectives of the Case Method. Preparing a Case for Class Discussion. The Classroom Experience. Preparing a Written Case Analysis. Keeping Tabs on Your Performance. PART III CASES IN STRATEGIC MANAGEMENT A. The General Manager: Tasks, Functions, Responsibilities I. United Products, Inc., 225 2. Steadman Realty Company, 240 3.1 Ivie Electronics, Inc. (A), 257 3.2 Ivie Electronics, Inc. (B), 266 4. L. L. Bean, Incorporated (B), 275 B. Strategy Identification and Evaluation 5. Wall Drug Store, 296 6. Bright Coop Company, Inc., 315 7. Itty Bitty Machine Company, 327 8. Builders Homes, Inc., 340 9. Indian Cashew Processors, Ltd., 357 10. The Southland Corporation, 375 11. Coca-Cola Wine Spectrum (A), 397 225 296 C. Reappraising Strategy and Corporate Direction 12. The Devil's Own Wine Shoppe, 421 13. Northern Scrap Processors, Inc. (A), 437 14. Grant Industrial Corporation (A), 456 15. Anheuser-Busch Companies, Inc., 469 16. A Note on the World Petroleum Industry, 493 17. Exxon Corporation, 514 18. Mobil Corporation, 548 19. Dresser Industries, Inc.: Acquisition of Jeffrey Galion, Inc., 580 20. The Ditch Witch and the Sky Witch, 598 21. Bishopric, Inc., 612 22. Alabama Power Company, 633 421 D. Strategy Implementation and Administration: Converting the Strategic Plan into Results 23. Narragansett Bay Shipbuilding and Drydock Company (A), 672 24. The A. L. Garber Company, 684 25. Riverview Apartments, 701 26. Lincoln County Welfare Services, 714 27. Mr. Gatti's Pizza, 727 28. Dover Municipal Hospital, 747 29. Village Inn, 760 30. Hoosier Home Federal Savings and Loan Association, 774 31. Rick Montrose (A), 787 32. Value Valve Company, 794 672 E. Responding to Societal Priorities 33. Welgro Chemical Company, The EPA, and Other Environmentalists, 807 34. Cumberland Gasket Company, Inc., 827 35. Asheville Foundries, Inc. (A), 834 807 Case Index Subject Index 859 861
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