Essentials of Strategic Management: Paperback - 2006

Details

• Title Essentials of Strategic Management:
• Author J. David Hunger; Thomas L. Wheelen
• Binding Paperback
• Edition International Ed
• Pages 192
• Volumes 1
• Language ENG
• Publisher Prentice Hall, Lebanon, Indiana, U.s.a.
• Date April 24, 2006
• Illustrated Yes
• ISBN 9780131485235 / 0131485237
• Weight 0.67 lbs (0.30 kg)
• Dimensions 9.18 x 7.04 x 0.31 in (23.32 x 17.88 x 0.79 cm)
• Dewey Decimal Code 658.412

Preface ixPART I : INTRODUCTION TO STRATEGICMANAGEMENT 1Chapter 1 Basic Concepts of Strategic Management 11.1 The Study of Strategic Management 21.2 Initiation of Strategy:Triggering Events 41.3 Basic Model of Strategic Management 51.4 Strategic Decision Making 11Chapter 2 Corporate Governance and Social Responsibility 172.1 Corporate Governance: Role of the Board of Directors 182.2 Corporate Governance: Role of Top Management 242.3 Social Responsibilities and Ethics in Strategic Decision Making 26PART I I : SCANNING THE ENVIRONMENT 32Chapter 3 Environmental Scanning and Industry Analysis 323.1 Environmental Scanning 333.2 Industry Analysis: Analyzing the Task Environment 383.3 Competitive Intelligence 483.4 Forecasting 493.5 Synthesis of External Factors–EFAS 51Chapter 4 Internal Scanning: Organizational Analysis 554.1 Resource-Based View of the Firm 554.2 Business Models 584.3 Value-Chain Analysis 594.4 Scanning Internal Resources and Capabilities 614.5 Synthesis of Internal Factors–IFAS 72PART I I I : STRATEGY FORMULATION 76Chapter 5 Strategy Formulation: Situation Analysisand Business Strategy 765.1 Situational (SWOT) Analysis 765.2 Review of Mission and Objectives 805.3 Generating Alternative Strategies Using a TOWS Matrix 815.4 Business Strategies 82Chapter 6 Strategy Formulation: Corporate Strategy 936.1 Corporate Strategy 946.2 Directional Strategy 946.3 Portfolio Analysis 1016.4 Corporate Parenting 105Chapter 7 Strategy Formulation: Functional Strategy andStrategic Choice 1097.1 Functional Strategy 1107.2 The Sourcing Decision: Location of Functions and Competencies 1147.3 Strategies to Avoid 1147.4 Strategic Choice: Selection of the Best Strategy 1157.5 Development of Policies 120PART IV: STRATEGY IMPLEMENTATIONAND CONTROL 122Chapter 8 Strategy Implementation: Organizing for Action 1228.1 What Is Strategy Implementation? 1238.2 Who Implements Strategy? 1238.3 What Must Be Done? 1248.4 How Is Strategy to Be Implemented? Organizing for Action 1258.5 International Issues in Strategy Implementation 136Chapter 9 Strategy Implementation: Staffing and Leading 1389.1 Staffing 1399.2 Leading 143Chapter 10 Evaluation and Control 15110.1 Evaluation and Control in Strategic Management 15210.2 Measuring Performance 15310.3 Strategic Information Systems 16010.4 Guidelines for Proper Control 16110.5 Strategic Incentive Management 161PART V: INTRODUCTION TO CASEANALYSIS 165Chapter 11 Suggestions for Case Analysis 16511.1 The Case Method 16511.2 Frameworks for Case Analysis 16511.3 Researching the Case Situation 16611.4 Financial Analysis: A Place to Begin 16611.5 Using the Strategic Audit in Case Analysis 172Appendix 11.A Suggested Techniques for Case Analysisand Presentation 174A. Case Analysis 174B. Written Report 175C. Oral Presentation by Teams 175Appendix 11.B Resources for Case Research 177A. Company Information 177B. Economic Information 177C. Industry Information 177D. Directory and Index Information on Companies and Industries 178E. Ratio Analysis Information 178F. Online Information 178Appendix 11.C Strategic Audit of a Corporation 179I. Current Situation 179II. Corporate Governance 179III. External Environment: Opportunities and Threats (SWOT) 180IV. Internal Environment: Strengths and Weaknesses (SWOT) 180V. Analysis of Strategic Factors (SWOT) 184VI. Strategic Alternatives and Recommended Strategy 184VII. Implementation 184VIII. Evaluation and Control 185