Strategic management: fundamental concepts for decision making and strategy execution
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer
[2024]
|
| Ausgabe: | 1st ed. 2024 |
| Schriftenreihe: | Classroom companion: business
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVII, 422 Seiten Illustrationen |
| ISBN: | 9783031556685 |
| ISSN: | 2662-2866 |
Internformat
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| 650 | 4 | |a Work and Organizational Psychology | |
| 650 | 4 | |a Organization | |
| 650 | 4 | |a Strategic planning | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Psychology, Industrial | |
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Datensatz im Suchindex
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XIII Contents Contents I Business Landscape 1 Introductory Economics. 3 1.1 Introduction. 4 1.2 Human Needs. 5 1.3 Factors of Production. ;. 7 1.3.1 Land as a Factor of Production. 1.3.2 Labor as a Factor of Production. 7 7 1.3.3 Capital as a Factor of Production. 8 1.3.4 Other Factors of Production. 8 1.4 Fundamental Economic Problems. 9 1.4.1 Production Possibilities Curve (PPC). 9 1.4.2 Circular Flow of Income Model in Economics. 11 1.5 Purchasing Power Parity. 16 1.5.1 The Big Mac Index: A Measure of PPP and
Burger. Inflation. 17 1.5.2 PPP and Productivity Relations. 18 1.6 Externalities. 19 1.7 Economic Ethics. 20 References. 21 2 Managerial Economics. 23 2.1 Introduction. 24 2.2 Agency Theory. 25 2.2.1 2.2.2 Agency Problems. Direct and Indirect Agency Costs. 26 2.2.3 Agency Cost of Debt. . 28 2.3 Horizontal and Vertical Firm Borders. 29 2.4 Free Enterprise Model. 33 2.4.1 Profit-Maximization
Theory. 33 2.4.2 Limited Rationality and Incomplete Information. . 35 2.4.3 Impossibility of Implementing Profit Maximization Targets. 36 2.5 Building Trust and Motivation among People. 36 2.6 Firm Humanist Conception. 37 References. II 27 41 Strategic Concepts 3 General Management. 45 3.1 Introduction. 46 3.2 Organization Conceptions. 46 3.2.1 Industrial Organization Model (I/O). 47
XIV Contents 3.2.2 Resource-Based Theory. . 50 3.2.3 Competence-Based Theory of the Firm. . 51 3.3 Efficiency, Efficacy, and Effectiveness. 58 3.4 Open System View on Organizational Development. 60 References. 62 4 Corporate Governance and Business Ethics. 65 4.1 Introduction. . 66 4.2 Corporate Governance Frameworks. 67 4.2.1 Conciliating Owners and Managers. 68 4.2.2 Principles of Good Governance. 68 4.3 Corporate Governance Model. 70 4.4 4.4.1 Business Ethics. ;. Organizational Transparency. 72 72 4.4.2 Quality of
Information. 73 4.4.3 Organizational Integrity. 75 4.4.4 Codes of Ethics. 75 4.5 Environmental, Social, Corporate Governance (ESG). 77 4.5.1 Natural Capital. ;. 78 4.5.2 Primary Productivity. 79 4.5.3 Social Capital. 81 4.5.4 Economic Capital. 81 4.6 The 17 Sustainable Development Goals (SDG). 82 4.6.1 Corporate Social Responsibility (CSR). 83 4.6.2 Mapping Social Opportunities. 87 References. 88 5 Organizational Behavior. 91
5.1 Introduction. 92 5.2 The Eight Organizational Metaphors. 93 5.2.1 Organizations as Machines. 93 5.2.2 Organizations as Living Organism. 94 5.2.3 Organization as a Brain. 96 5.2.4 Organization as Cultural System. 97 5.2.5 Organizations as Political Systems. 5.2.6 Organizations as Psychic Prison. 100 5.2.7 Instrument of Domination. 102 5.2.8 Flux and Transformation. 103 5.3 The Living Company. 104 5.3.1 Visionary Organizations. 107 5.4 Learning
Organization. 108 5.4.1 Learning by Assimilation. 109 5.4.2 Learning by Accommodation. 109 5.4.3 Learning by Playing. 110 5.5 The Wise Company. 113 98
XV Contents 5.5.1 Why Do Companies Fail to See the Signals of Change Ahead of Time?. 115 5.5.2 Learning Begins with Perception. 117 References. 118 6 Leadership and Managerial Skills. 121 6.1 Introduction. 123 6.2 Flat World. 124 6.3 The Changing Face of Leadership. 125 6.3.1 Critical Leadership Skills. 126 6.4 From Management to Leadership. 128 6.4.1 Most Important Skills for Twenty-First Century Managers. ;. 131 6.4.2 Management to Leadership Organizational Performance. 132 135 6.5 Contingency Approaches to Leadership. 6.5.1 The Leadersh ip Grid. 136 6.5.2 Fiedler's Contingency
Model. 137 6.6 Hersey-Blanchard's Situational Leadership Theory. 139 6.6.1 Situational Leadership Style Matrix with Followers Readiness. 140 6.7 House's Path-Goal Theory. . 141 6.8 Leadership Styles. 142 6.8.1 Paternalistic Leadership. 142 6.8.2 Charismatic Leadership. 143 6.8.3 Collective Leadership. 144 6.8.4 Visionary Leadership. . 145 6.8.5 Authentic Leadership. 146 6.8.6 Transformational Leadership. 147 6.8.7 Transactional Leadership. 148 6.8.8 Servant Leadership. 149 6.8.9 Relational
Leadership. 152 6.9 Negotiation as Leadership Competence. 153 6.10 Leadership Development. 155 6.11 Succession Planning. 157 References. 158 III Strategic Choices 7 Decision and Risk Analysis. 163 7.1 Introduction. 165 7.2 Decision-Making. 165 7.2.1 Knowledge as the Most Valuable Currency. 165 7.2.2 Decision Definition. 168 7.2.3 Making Complex Decisions. 169 7.3 How to Identify Problems. 171 7.3.1 Detecting Problems
Process. 172 7.4 How to Spot Opportunities. . 174
XVI Contents 7.5 Problem Types by Their Complexity. 7.5.1 Paradoxical Problem. 176 7.5.2 Polarity as Paradox. . 177 7.6 Solutions Strategies Approaches. 178 7.6.1 Problem Structuring. 181 7.6.2 How the Problem Structure Impacts Decision-Taking?. 183 7.7 Conditions for Decision-Making. . 185 7.7.1 Analytic Tools Based on the Level of Uncertainty. 187 7.8 Approaches in Decision-Making. 189 7.8.1 Experience-Based Decision-Making (Intuition). 190 7.8.2 Analytics-Based Decision-Making. 191 7.8.3 Rational Model for Making Decisions. 197 175 7.8.4 Multi-Criteria Decision-
Making. 200 7„9 Risk Management. 205 7.9.1 Risk Analysis. 207 7.9.2 Risk Assessment. 208 7.9.3 RiskTreatment. 208 7.9.4 Critical Monitoring and Analysis. 208 References. .'. 8 Corporate and Business Strategic Planning. . 209 213 8.1 Introduction. 8.2 Strategic Thinking. 215 8.3 Strategic Planning. 218 8.3.1 Taxonomy of the Concepts and Term Associated with Strategic Planning. 219 8.3.2 Strategic Planning Process Benefits. 220 8.3.3 Strategic Planning Process
Steps. 221 247 214 8.4 Strategic Management. 8.4.1 Strategic Attitude. 247 8.4.2 Emergent Strategy. 248 References. 249 Change and Project Management. 251 9 9.1 Introduction. 253 9.2 Periods of Transition. 253 9.3 Crisis Management. 255 9.3.1 How to Lead with These Crisis Periods. 256 9.4 Types of Change Management. 257 9.4.1 Anticipatory. 257 9.4.2
Reactive. 258 9.4.3 Incremental. 258 9.4.4 Strategic. . 258 9.4.5 Sequential and Iterative Change Approach. 258 9.5 Theories and Models of Change Management. 259 9.5.1 Lewin's Change Management Model. 259 9.5.2 Kotter's Eight-Step Model. 260
XVII Contents 9.5.3 ADKAR Model. . 263 :. 9.6 Implementing Change. 264 9.6.1 Identify the Problem. 264 9.7 Resistance to Change. 265 9.7.1 Overcoming Resistance to Change. 267 9.7.2 Negotiation and Agreement. 268 9.8 Integrating Change and Project Management. 268 9.9 Leadership and Change Management. 271 9.9.1 Reinforcement Strategies. 273 References. . 274 10 Talent Management. 275 10.1 Introduction. 276 10.2 Talent Pipeline. 276 10.3 Talent
Development. 278 10.4 Talent Management Strategies. 278 10.5 Cycle of HR. 282 10.5.1 Broader Talent Management Models. 285 10.5.2 Diversity Challenge. . 287 10.6 Leadership Transitions. 289 10.6.1 Two Cases of Excellence in Talent Management Based on Unique Leadership 10.7 Talent Acquisition. 297 10.8 The Future of Talent Management. 297 10.8.1 Part Four—Management in Action. . 300 References. 302 Styles: Jack Welch's GE and Disney. IV 292 Management in Action 11 Operating Model and Organization Design. 307 11.1 Introduction. 308 11.2
Operating Model and Organization Design. 308 11.2 .1 Integration of Competitive Prerequisites. 309 11.2 .2 Componentization-Based Operating Model. 310 11.3 Managing Technology as a Business Strategy. 310 11.3.1 Supply Chain Operating Model for a Digital World. 311 11.4 Organization Design Development. 314 11.4.1 Departmentalization. 315 11.4.2 The Bureaucratic Organizations. 315 11.4.3 New Organizational Designs. 318 11.5 Organization by Processes. 320 11.5.1 Matrix Teams. 321 11.5.2 Agile Methodology. 322 11.6 11.6.1 Reengineering. -. 324
Horizontal Organization. . 325
XVIII Contents 11.7 The 7S Framework. 328 11.8 Business Process Management (BPM). 331 11.8.1 Total Quality Management (TQM). 331 11.8.2 The Five Steps in Business Process Management. 334 11.9 Strategy Execution. 336 References. 337 Managerial Activities System. 339 12.1 Introduction. 340 12.2 The Value Chain. 340 12.3 Main Managerial System Activities. 344 12.3.1 Key Managerial Activities. 348 References.,. 371 13 Entrepreneurship and Innovation. 373 12 13.1
Introduction. 374 13.2 Managing Innovation. 374 13.2.1 Creative Destruction and Planned Obsolescence. 375 13.2.2 Innovation Process.'. 377 13.3 The Role of Entrepreneur and Impacts of Entrepreneurship Attitude. 389 13.4 The Entrepreneurial Mind. . 391 References. 398 Supplementary Information Glossary. Bibliography. 402 412 |
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| id | DE-604.BV049868993 |
| illustrated | Illustrated |
| indexdate | 2024-12-06T13:10:51Z |
| institution | BVB |
| isbn | 9783031556685 |
| issn | 2662-2866 |
| language | English |
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| spelling | Sapiro, Arão Verfasser (DE-588)1346822786 aut Strategic management fundamental concepts for decision making and strategy execution Arão Sapiro Cham Springer [2024] XXVII, 422 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier Classroom companion: business 2662-2866 Business Strategy and Leadership Work and Organizational Psychology Organization Strategic planning Leadership Psychology, Industrial Industrial organization Erscheint auch als Online-Ausgabe 978-3-031-55669-2 (DE-604)BV049725525 Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=035208513&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Sapiro, Arão Strategic management fundamental concepts for decision making and strategy execution Business Strategy and Leadership Work and Organizational Psychology Organization Strategic planning Leadership Psychology, Industrial Industrial organization |
| title | Strategic management fundamental concepts for decision making and strategy execution |
| title_auth | Strategic management fundamental concepts for decision making and strategy execution |
| title_exact_search | Strategic management fundamental concepts for decision making and strategy execution |
| title_full | Strategic management fundamental concepts for decision making and strategy execution Arão Sapiro |
| title_fullStr | Strategic management fundamental concepts for decision making and strategy execution Arão Sapiro |
| title_full_unstemmed | Strategic management fundamental concepts for decision making and strategy execution Arão Sapiro |
| title_short | Strategic management |
| title_sort | strategic management fundamental concepts for decision making and strategy execution |
| title_sub | fundamental concepts for decision making and strategy execution |
| topic | Business Strategy and Leadership Work and Organizational Psychology Organization Strategic planning Leadership Psychology, Industrial Industrial organization |
| topic_facet | Business Strategy and Leadership Work and Organizational Psychology Organization Strategic planning Leadership Psychology, Industrial Industrial organization |
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