Suche senden
Hochladen
Strategicmanagement4
•
Als PPT, PDF herunterladen
•
0 gefällt mir
•
444 views
T
TechXpla
Folgen
Strategicmanagement4
Weniger lesen
Mehr lesen
Leadership & Management
Melden
Teilen
Melden
Teilen
1 von 33
Jetzt herunterladen
Empfohlen
Strategicmanagement2
Strategicmanagement2
TechXpla
Strategicmanagement3
Strategicmanagement3
TechXpla
Strategic 7
Strategic 7
TechXpla
Strategic 6
Strategic 6
TechXpla
Strategy 12
Strategy 12
TechXpla
Strategic 8
Strategic 8
TechXpla
Strategy 13
Strategy 13
TechXpla
Business strategy
Business strategy
daryl10
Empfohlen
Strategicmanagement2
Strategicmanagement2
TechXpla
Strategicmanagement3
Strategicmanagement3
TechXpla
Strategic 7
Strategic 7
TechXpla
Strategic 6
Strategic 6
TechXpla
Strategy 12
Strategy 12
TechXpla
Strategic 8
Strategic 8
TechXpla
Strategy 13
Strategy 13
TechXpla
Business strategy
Business strategy
daryl10
Strategic 9
Strategic 9
TechXpla
Chapter06
Chapter06
Denish Vaniyawala
Strategy 10
Strategy 10
TechXpla
Strategicmanagement1
Strategicmanagement1
TechXpla
exploring strategy.ppt
exploring strategy.ppt
KazimZaidi12
Strategic 11
Strategic 11
TechXpla
Strategicmanagement5
Strategicmanagement5
TechXpla
David sm13 ppt_07
David sm13 ppt_07
Rizwanah Parwin
Strategy 15
Strategy 15
TechXpla
Business strategy 3.pdf
Business strategy 3.pdf
SabrineDraoui3
Strategic Management chap09
Strategic Management chap09
Masroor Soomro
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALS
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALS
Shadina Shah
David sm13 ppt_02
David sm13 ppt_02
UNIVERSITAS SUEMATERA UTARA
SM Lecture One : Introducing Strategy
SM Lecture One : Introducing Strategy
StratMgt Advisor
Kotler mm15e inppt_07
Kotler mm15e inppt_07
Ehab Yousry
Supply Chain Management chap 9
Supply Chain Management chap 9
Umair Arain
David sm13 ppt_10
David sm13 ppt_10
Rizwanah Parwin
David sm13 ppt_08
David sm13 ppt_08
Rizwanah Parwin
Lecture chapter 3
Lecture chapter 3
jillmitchell8778
Session 1
Session 1
suresh sood
Slide 2.Johnson, Whittington and Scholes, Exploring Strat.docx
Slide 2.Johnson, Whittington and Scholes, Exploring Strat.docx
budabrooks46239
Business Strategy
Business Strategy
charlottecornemillot
Weitere ähnliche Inhalte
Was ist angesagt?
Strategic 9
Strategic 9
TechXpla
Chapter06
Chapter06
Denish Vaniyawala
Strategy 10
Strategy 10
TechXpla
Strategicmanagement1
Strategicmanagement1
TechXpla
exploring strategy.ppt
exploring strategy.ppt
KazimZaidi12
Strategic 11
Strategic 11
TechXpla
Strategicmanagement5
Strategicmanagement5
TechXpla
David sm13 ppt_07
David sm13 ppt_07
Rizwanah Parwin
Strategy 15
Strategy 15
TechXpla
Business strategy 3.pdf
Business strategy 3.pdf
SabrineDraoui3
Strategic Management chap09
Strategic Management chap09
Masroor Soomro
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALS
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALS
Shadina Shah
David sm13 ppt_02
David sm13 ppt_02
UNIVERSITAS SUEMATERA UTARA
SM Lecture One : Introducing Strategy
SM Lecture One : Introducing Strategy
StratMgt Advisor
Kotler mm15e inppt_07
Kotler mm15e inppt_07
Ehab Yousry
Supply Chain Management chap 9
Supply Chain Management chap 9
Umair Arain
David sm13 ppt_10
David sm13 ppt_10
Rizwanah Parwin
David sm13 ppt_08
David sm13 ppt_08
Rizwanah Parwin
Lecture chapter 3
Lecture chapter 3
jillmitchell8778
Session 1
Session 1
suresh sood
Was ist angesagt?
(20)
Strategic 9
Strategic 9
Chapter06
Chapter06
Strategy 10
Strategy 10
Strategicmanagement1
Strategicmanagement1
exploring strategy.ppt
exploring strategy.ppt
Strategic 11
Strategic 11
Strategicmanagement5
Strategicmanagement5
David sm13 ppt_07
David sm13 ppt_07
Strategy 15
Strategy 15
Business strategy 3.pdf
Business strategy 3.pdf
Strategic Management chap09
Strategic Management chap09
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALS
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALS
David sm13 ppt_02
David sm13 ppt_02
SM Lecture One : Introducing Strategy
SM Lecture One : Introducing Strategy
Kotler mm15e inppt_07
Kotler mm15e inppt_07
Supply Chain Management chap 9
Supply Chain Management chap 9
David sm13 ppt_10
David sm13 ppt_10
David sm13 ppt_08
David sm13 ppt_08
Lecture chapter 3
Lecture chapter 3
Session 1
Session 1
Ähnlich wie Strategicmanagement4
Slide 2.Johnson, Whittington and Scholes, Exploring Strat.docx
Slide 2.Johnson, Whittington and Scholes, Exploring Strat.docx
budabrooks46239
Business Strategy
Business Strategy
charlottecornemillot
10erobbins ppt05 r
10erobbins ppt05 r
Ng Xiang
Ch 5 social responsibility and managerial ethics
Ch 5 social responsibility and managerial ethics
Nardin A
Chapter04
Chapter04
Denish Vaniyawala
Strategy 14
Strategy 14
TechXpla
Business strategy 1.pdf
Business strategy 1.pdf
SabrineDraoui3
Principles of management chapter number 6
Principles of management chapter number 6
israshahid1
Bcu msc cg week 6 stakeholders
Bcu msc cg week 6 stakeholders
Stephen Ong
Ally or merge.ppt
Ally or merge.ppt
DrTazeentajMahat
1. Discuss the differences between the agency theory” and the st.docx
1. Discuss the differences between the agency theory” and the st.docx
ambersalomon88660
CHAPTER 5 PRINCIPLES OF MARKETING.pptx for students
CHAPTER 5 PRINCIPLES OF MARKETING.pptx for students
MariaErikaFerrer
Principles of Marketing Chapter #5
Principles of Marketing Chapter #5
Jan Muhammad
Group 4 ERI Turkey presentation March 2010 nf v4.0
Group 4 ERI Turkey presentation March 2010 nf v4.0
Nicola Franklin
Management ch5
Management ch5
julianmillar
Social responcibilities and ethics
Social responcibilities and ethics
Aashray For Everyone
Ls 601 ppt 10
Ls 601 ppt 10
BHUOnlineDepartment
Stu R C8e Ch05
Stu R C8e Ch05
D
Managing non-profit organizations
Managing non-profit organizations
MIT
Unit iv managing non-profit organizations
Unit iv managing non-profit organizations
Dr. Prachi
Ähnlich wie Strategicmanagement4
(20)
Slide 2.Johnson, Whittington and Scholes, Exploring Strat.docx
Slide 2.Johnson, Whittington and Scholes, Exploring Strat.docx
Business Strategy
Business Strategy
10erobbins ppt05 r
10erobbins ppt05 r
Ch 5 social responsibility and managerial ethics
Ch 5 social responsibility and managerial ethics
Chapter04
Chapter04
Strategy 14
Strategy 14
Business strategy 1.pdf
Business strategy 1.pdf
Principles of management chapter number 6
Principles of management chapter number 6
Bcu msc cg week 6 stakeholders
Bcu msc cg week 6 stakeholders
Ally or merge.ppt
Ally or merge.ppt
1. Discuss the differences between the agency theory” and the st.docx
1. Discuss the differences between the agency theory” and the st.docx
CHAPTER 5 PRINCIPLES OF MARKETING.pptx for students
CHAPTER 5 PRINCIPLES OF MARKETING.pptx for students
Principles of Marketing Chapter #5
Principles of Marketing Chapter #5
Group 4 ERI Turkey presentation March 2010 nf v4.0
Group 4 ERI Turkey presentation March 2010 nf v4.0
Management ch5
Management ch5
Social responcibilities and ethics
Social responcibilities and ethics
Ls 601 ppt 10
Ls 601 ppt 10
Stu R C8e Ch05
Stu R C8e Ch05
Managing non-profit organizations
Managing non-profit organizations
Unit iv managing non-profit organizations
Unit iv managing non-profit organizations
Mehr von TechXpla
Evaluation 1
Evaluation 1
TechXpla
Potential of blockchain into industry 4.0
Potential of blockchain into industry 4.0
TechXpla
Portergeneral
Portergeneral
TechXpla
Crm 16 hours introduction
Crm 16 hours introduction
TechXpla
International product management
International product management
TechXpla
Market entry & expansions a workshop
Market entry & expansions a workshop
TechXpla
International marketing c factors
International marketing c factors
TechXpla
International marketing world market environment 56
International marketing world market environment 56
TechXpla
International marketing slept analysis
International marketing slept analysis
TechXpla
Introduction and World Market Environment
Introduction and World Market Environment
TechXpla
CRM SubSystems
CRM SubSystems
TechXpla
Collaborative CRM
Collaborative CRM
TechXpla
Operational and Analytical CRM
Operational and Analytical CRM
TechXpla
Marketing aspects of crm
Marketing aspects of crm
TechXpla
Introduction, Strategy, organisation and implementation of crm
Introduction, Strategy, organisation and implementation of crm
TechXpla
Loginext - World of Organised Logistics Brochure
Loginext - World of Organised Logistics Brochure
TechXpla
Mehr von TechXpla
(16)
Evaluation 1
Evaluation 1
Potential of blockchain into industry 4.0
Potential of blockchain into industry 4.0
Portergeneral
Portergeneral
Crm 16 hours introduction
Crm 16 hours introduction
International product management
International product management
Market entry & expansions a workshop
Market entry & expansions a workshop
International marketing c factors
International marketing c factors
International marketing world market environment 56
International marketing world market environment 56
International marketing slept analysis
International marketing slept analysis
Introduction and World Market Environment
Introduction and World Market Environment
CRM SubSystems
CRM SubSystems
Collaborative CRM
Collaborative CRM
Operational and Analytical CRM
Operational and Analytical CRM
Marketing aspects of crm
Marketing aspects of crm
Introduction, Strategy, organisation and implementation of crm
Introduction, Strategy, organisation and implementation of crm
Loginext - World of Organised Logistics Brochure
Loginext - World of Organised Logistics Brochure
Kürzlich hochgeladen
LPC Operations Review PowerPoint | Operations Review
LPC Operations Review PowerPoint | Operations Review
thomas851723
LPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business Sector
thomas851723
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
CIToolkit
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Giuseppe De Simone
Motivational theories an leadership skills
Motivational theories an leadership skills
kristinalimarenko7
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
CIToolkit
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
jdkhjh
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
9953056974 Low Rate Call Girls In Saket, Delhi NCR
Introduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-Engineering
thomas851723
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
CIToolkit
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful Thinking
Giuseppe De Simone
Measuring True Process Yield using Robust Yield Metrics
Measuring True Process Yield using Robust Yield Metrics
CIToolkit
Fifteenth Finance Commission Presentation
Fifteenth Finance Commission Presentation
mintusiprd
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Rashtriya Kisan Manch
Management and managerial skills training manual.pdf
Management and managerial skills training manual.pdf
fillmonipdc
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
CIToolkit
Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)
Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)
jennyeacort
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem Resolution
CIToolkit
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
CIToolkit
Reflecting, turning experience into insight
Reflecting, turning experience into insight
Wayne Abrahams
Kürzlich hochgeladen
(20)
LPC Operations Review PowerPoint | Operations Review
LPC Operations Review PowerPoint | Operations Review
LPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business Sector
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Motivational theories an leadership skills
Motivational theories an leadership skills
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
Introduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-Engineering
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful Thinking
Measuring True Process Yield using Robust Yield Metrics
Measuring True Process Yield using Robust Yield Metrics
Fifteenth Finance Commission Presentation
Fifteenth Finance Commission Presentation
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Management and managerial skills training manual.pdf
Management and managerial skills training manual.pdf
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)
Call Us🔝⇛+91-97111🔝47426 Call In girls Munirka (DELHI)
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem Resolution
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
Reflecting, turning experience into insight
Reflecting, turning experience into insight
Strategicmanagement4
1.
Slide 4.1 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Slide 4.1 The Strategic Position 4: Strategic Purpose
2.
Slide 4.2 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Learning outcomes • Consider appropriate ways to express the strategic purpose of an organisation in terms of statements of purpose, values, vision, mission or objectives. • Identify the components of the governance chain of an organisation. • Understand differences in governance structures and the advantages and disadvantages of these. • Identify differences in the corporate responsibility stances taken by organisations and how ethical issues relate to strategic purpose. • Undertake stakeholder analysis as a means of identifying the influence of different stakeholder groups in terms of their power and interest.
3.
Slide 4.3 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Influences on strategic purpose Figure 4.1 Influences on strategic purpose
4.
Slide 4.4 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Who are the stakeholders? Stakeholders are those individuals or groups who depend on an organisation to fulfil their own goals and on whom, in turn, the organisation depends.
5.
Slide 4.5 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Mission statements • A mission statement aims to provide employees and stakeholders with clarity about the overriding purpose of the organisation • A mission statement should answer the questions: ‘What business are we in?’ ‘How do we make a difference?’ ‘Why do we do this?’
6.
Slide 4.6 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Vision statements • A vision statement is concerned with the desired future state of the organisation; an aspiration that will enthuse, gain commitment and stretch performance. • A vision statement should answer the question : ‘What do we want to achieve?’
7.
Slide 4.7 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Statement of corporate values • A statement of corporate values should communicate the underlying and enduring core ‘principles’ that guide an organisation’s strategy and define the way that the organisation should operate. • Such core values should remain intact whatever the circumstances and constraints faced by the organisation.
8.
Slide 4.8 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Objectives • Objectives are statements of specific outcomes that are to be achieved. • Objectives are frequently expressed in: financial terms (e.g. desired profit levels) market terms (e.g. desired market share) and increasingly social terms (e.g. corporate social responsibility targets)
9.
Slide 4.9 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Issues in setting objectives • Do objectives need to be specific and quantified targets? • The need to identify core objectives that are crucial for survival. • The need for a hierarchy of objectives that cascade down the organisation and define specific objectives at each level.
10.
Slide 4.10 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Corporate governance Corporate governance is concerned with the structures and systems of control by which managers are held accountable to those who have a legitimate stake in an organisation.
11.
Slide 4.11 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 The growing importance of governance • The separation of ownership and management control – defining different roles in governance. • Corporate failures and scandals (e.g. Enron) – focussing attention on governance issues. • Increased accountability to wider stakeholder interests and the need for corporate social responsibility (e.g. green issues).
12.
Slide 4.12 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 The governance chain Figure 4.2 The chain of corporate governance: typical reporting structures Source: Adapted from David Pitt-Watson, Hermes Fund Management
13.
Slide 4.13 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 The principal-agent model • Governance can be seen in terms of the principal agent model • Principals pay agents to act on their behalf (e.g. beneficiaries/trustees pay investment managers to manage funds, Boards of Directors pay executives to run a company). • Agents may act in their own self interest.
14.
Slide 4.14 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Issues in governance (1) • The key challenge is to align the interests of agents with those of the principals. • Misalignment of incentives and control – e.g. beneficiaries may require long term growth but executives may be seeking short term profit. • Responsibility to whom – should executives pursue solely shareholder aims or serve a wider constituency of stakeholders?
15.
Slide 4.15 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Issues in governance (2) • Who are the shareholders – should boards respond to the demands of institutional investment managers or the needs of the ultimate beneficiaries? • The role of institutional investors – should they actively intervene in strategy? • Establishing the specific role of the board – in particular the role of non-executive directors. • Scrutiny and control – statutory requirements and voluntary codes to regulate boards.
16.
Slide 4.16 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Different governance systems Table 4.1 Benefits and disadvantages of governance systems
17.
Slide 4.17 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 The role of boards • Operate ‘independently’ of the management – the role of non-executives is crucial. • Be competent to scrutinise the activities of managers. • Have time to do their job properly. • Behave appropriately given expectations for trust, role fluidity, collective responsibility, and performance.
18.
Slide 4.18 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Corporate social responsibility Corporate social responsibility (CSR) is the commitment by organisations to ‘behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as the local community and society at large’.1 1 World Business Council for Sustainable Development.
19.
Slide 4.19 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Corporate social responsibility stances Table 4.2 Corporate social responsibility stances
20.
Slide 4.20 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Questions of corporate social responsibility – internal aspects (1) Table 4.3 Some questions of corporate social responsibility
21.
Slide 4.21 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Questions of corporate social responsibility – external aspects (2) 21 Table 4.3 Some questions of corporate social responsibility (Continued)
22.
Slide 4.22 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 The ethics of individuals and managers Ethical issues have to be faced at the individual level : • The responsibility of an individual who believes that the strategy of the organisation is unethical – resign, ignore it or take action. • ‘Whistle-blowing’ - divulging information to the authorities or media about an organisation if wrong doing is suspected.
23.
Slide 4.23 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Texas instruments’ guidelines • Is the action legal? . . . If no, stop immediately. • Does it comply with our values? . . . If it does not, stop. • If you do it would you feel bad? . . . Ask your own conscience if you can live with it. • How would this look in the newspaper? . . . Ask if this goes public tomorrow would you do it today? • If you know it’s wrong . . . don’t do it. • If you are not sure . . . ask; and keep asking until you get an answer.
24.
Slide 4.24 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Stakeholders of a large organisation Figure 4.3 Stakeholders of a large organisation Source: Adapted from R.E. Freeman, Strategic Management: A Stakeholder Approach, Pitman, 1984. Copyright 1984 by R. Edward Freeman.
25.
Slide 4.25 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Stakeholder conflicts of expectations Table 4.4 Some common conflicts of expectations
26.
Slide 4.26 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Stakeholder mapping Stakeholder mapping identifies stakeholder expectations and power and helps in understanding political priorities.
27.
Slide 4.27 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Stakeholder mapping: the power/interest matrix Figure 4.4 Stakeholder mapping: the power/interest matrix Source: Adapted from A. Mendelow, Proceedings of the Second International Conference on Information Systems, Cambridge, MA, 1986
28.
Slide 4.28 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Stakeholder mapping issues • Determining purpose and strategy – whose expectations need to be prioritised? • Do the actual levels of interest and power reflect the corporate governance framework? • Who are the key blockers and facilitators of strategy? • Is it desirable to try to reposition certain stakeholders? • Can the level of interest or power of key stakeholders be maintained? • Will stakeholder positions shift according to the issue/strategy being considered.
29.
Slide 4.29 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Power Power is the ability of individuals or groups to persuade, induce or coerce others into following certain courses of action.
30.
Slide 4.30 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Sources of power Table 4.5 Sources and indicators of power
31.
Slide 4.31 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Indicators of power Table 4.5 Sources and indicators of power (Continued)
32.
Slide 4.32 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Summary (1) • An important managerial task is to decide how the organisation should express its strategic purpose through statements of mission, vision, values or objectives. • The purpose of an organisation will be influenced by the expectations of its stakeholders. • The influence of some key stakeholders is represented formally within the governance structure of an organisation. This can be represented in terms of a governance chain, showing the links between ultimate beneficiaries and the managers of an organisation.
33.
Slide 4.33 Johnson, Whittington
and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Summary (2) • There are two generic governance structures systems: the shareholder model and the stakeholder model though there are variations of these internationally. • Organisations adopt different stances on corporate social responsibility depending on how they perceive their role in society. Individual managers may face ethical dilemmas relating to the purpose of their organisation or actions it takes. • Different stakeholders exercise different influence on organisational purpose and strategy, dependent on the extent of their power and interest. Managers can assess the influence of different stakeholder groups through stakeholder analysis.
Hinweis der Redaktion
Update
Jetzt herunterladen