Neil Ritson - kau

1 Neil Ritson Strategic Management Download free ebooks at 2. Strategic Management Strategic Management 2011 Neil Ritson & Ventus Publishing ApS. ISBN 978-87-7681-417-5. Download free ebooks at 3. Strategic Management Contents 1 Introduction 7. 2 The Basis of Strategy: Structure 8. Introduction definition Structure' is the allocation and control of work tasks 8. Functional Structure 8. Divisional structure 10. Product structure 11. Geographical structure 12. Matrix structure 12. Complex forms of organisation 14. 3 The Levels and Formulation of Strategy 17.

2 Introduction - definition 17. Process of strategy 17. Levels of strategy 19. Types of Strategy 19. Other Types of Strategic formulation 22. 4 Schools of Strategy 24. Introduction - Definition - there are three schools' of strategy 24. The next step for top-performing graduates Please click the advert Masters in Management Designed for high-achieving graduates across all disciplines, London Business School's Masters in Management provides specific and tangible foundations for a successful career in business. This 12-month, full-time programme is a business qualification with impact.

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4 Strategic Management The planning' school 24. The positional' school 25. The resource based' school 25. Key points 25. 5 Stakeholder theory 26. Introduction definition of Stakeholders 26. Explanation 26. External stakeholders 28. 6 External Analysis 30. Introduction Definition: External Analysis 30. Explanation 30. 7 Internal Analysis 35. Introduction and Definition of The Value Chain 35. Explanation 35. Definition: margin 37. Examples: 37. The Human resource audit 37. Culture: 37. Teach with the Best. Learn with the Best. Agilent offers a wide variety of affordable, industry-leading Please click the advert electronic test equipment as well as knowledge-rich, on-line resources for professors and students.

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6 Lewin's (1951) Force Field analysis 50. References 51. Get a higher mark on your course assignment! Please click the advert Get feedback & advice from experts in your subject area. Find out how to improve the quality of your work! Get Started Go to for more info Download free ebooks at 6. Strategic Management 1 Introduction 1 Introduction This compendium provides a comprehensive overview of the most important topics covered in a strategy course at the Bachelor, Master or MBA level. The intention is to supplement renowned strategy textbooks such as Johnson and Scholes.

7 This compendium is designed such that it follows the structure of a typical strategy course. Throughout this compendium theory is supplemented with examples and illustrations. Download free ebooks at 7. Strategic Management 2 The Basis of Strategy: Structure 2 The Basis of Strategy: Structure Introduction definition Structure' is the allocation and control of work tasks This implies power relationships based on the acceptance of managerial power by subordinates and society this use of power is termed the legitimacy' of management which Max Weber called its authority'.

8 All organisations have some form of structure, based on the established pattern of relationships among the individuals, groups and departments within it'. There are two structures -- a vertical structure of authority and responsibility where clear limits of financial authority exist, and a horizontal structure of groupings of activities designed to use the resources towards goal-attainment. The horizontal structure can be changed from time to time, to suit the environment (see later sections on the internal and external environments). The basic vertical structure of an organisation is a relatively static framework within which processes such as communication, leadership and decision-making take place.

9 In most organizations, structure will be illustrated in the form of a chart. Functional Structure This is the most common form of structure. This divides the organisation up into its main activities or functions (production, sales, accounting and so on) in which all similar specialist activities are grouped together into interdependent departments. A manager is placed in charge of each function under the overall control of the owner or a senior manager. Advantages of a functional structure Specialised resources are used efficiently. Quality is enhanced by other specialists from the same functional area.

10 Opportunities exist for extensive division of labour. A career structure enables people to advance within their functional specialism. It is easier to manage specialists if they are grouped together, especially when the manager has the same experience. It fosters communication between specialists and enhances the development of skill and knowledge. It does not duplicate specialist resources throughout the organisation and promotes economies of scale. It is suited to conditions which stress functional specialism, where the environment is stable, and when the technology is routine, requiring little interdependence between departments.