Академический Документы
Профессиональный Документы
Культура Документы
Lecture Series
BUS 109
a destination
requires a
conversion
demands intensive
corporate culture
adaptability
intelligence at all
levels
strong sense of
corporate mission
Benefits
Basic Financial
requires organizational
learning
forces continuous
improvement
enables experimentation
with new approaches to
management
the true knowledge
organization
Planning
Forecast-Based
Planning
Externally Oriented
Planning (Strategic)
Strategic
Management
Structure organizational
Culture values
Resources assets and competencies
Strategic
Management
Model
The Credo
The Ritz-Carlton Hotel is a place where the genuine care and comfort
of our guests is our highest mission.
We pledge to provide the finest personal service and facilities for
our guests who will always enjoy a warm, relaxed, yet refined
ambience.
The Ritz-Carlton experience enlivens the senses, instills well-being,
and fulfills even the unexpressed wishes and needs of our guests.
Corporate Value
Largest employers
Largest philanthropists
Structure of Governance
Board of Directors
Council of elders
Legally required
Set corporate mission, vision
Hire / fire CEO and senior executives
Control top management
Represent shareholder interests
1.
Board of Directors
Monitor issues, resources internal and
external
2.
3.
stakeholder
Do Corporations Have
Social Responsibilities?
ETHICAL
Expected
Obligationtodowhatisrightandfair.
Avoiddoingharm.
LEGAL
Required
Obeythelaw.Lawissocietyscodificationof
rightandwrong.
ECONOMIC
Required
Beprofitable.TheFoundationonwhichallothersrest
Stages of Corporate
Citizenship
Stage One Elementary
Mirvis
and- Googins,
2006
Stage Two
Stage Three
Engaged
Innovative
Stakeholder
Management
Sustainability
Citizen
Concept
Jobs, Profits,
Taxes
Philanthropic
Strategic
Intent
Legal
Compliance
License to
Operate
Business Case
Value
Proposition
Leadership
Supporter, In
the Loop
Steward, On Top
of It
Champion, In
Front of It
Visionary, Ahead of
It
Structure
Marginal: Staff
Driven
Functional
Ownership
Cross-Functional
Coord.
Org. Alignment
Mainstream:
Business Driven
Issues
Management
Defensive
Reactive
Policies
Responsive,
Programs
Pro-Active
Systems
Defining
Multi-Organization
Full Disclosure
Stakeholder
Relations
Unilateral
Interactive
Mutual Influence
Partnership
Alliance
Transparency
Flank Protection
Public Relations
Public Reporting
Assurance
BODs Responsibilities
Governance is not Management
1. CEO Selection
2. Oversight, Compliance, and Risk Management
3. Strategy Development
4. Responding to External Pressures and Unforeseen Events
5. Maintaining High Performance of the Board Itself
Fundamental Approach
Strategic Thinking
Strategic Decision Making
Strategic Planning
Strategy Execution
Defined
This outcome is achieved
when an organization is
implementing
a
valuecreating strategy that is not
being
implemented
by
competitors and when these
competitors are unable to
duplicate the benefits of this
strategy
Resources &
Capabilities
Competitive
Advantage
Strategy
VRIO
Assessing your competitive advantage
Reflections on Welch
ON WINNING
On Leadership
Be a change agent
Welchs Advice to
Graduates
BUSINESS
STRATEGY
COMPETITIVE METHODOLOGY
Strategic Management
Lecture Series
BUS 109