DOCSLIB.ORG

STRATEGY and STRATEGIC MANAGEMENT CONCEPTS: ARE THEY RECOGNISED by MANAGEMENT STUDENTS? Emerson Wagner Mainardes, João J

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
STRATEGY and STRATEGIC MANAGEMENT CONCEPTS: ARE THEY RECOGNISED by MANAGEMENT STUDENTS? Emerson Wagner Mainardes, João J EM_01_14_zlom 20.3.2014 8:44 Stránka 43 Business Administration and Management STRATEGY AND STRATEGIC MANAGEMENT CONCEPTS: ARE THEY RECOGNISED BY MANAGEMENT STUDENTS? Emerson Wagner Mainardes, João J. Ferreira, Mário L. Raposo Introduction context of organizational knowledge management, specifically the knowledge that new When reviewing strategic thinking, we realize professionals bring into companies, grasping how this phenomenon has gone through different which type of strategic understanding new phases and semantic contexts. With a millen- managers bring into the organization is clearly nium distancing the word from its origins, the of importance [15], [58], [74]. Thus, we may word strategy has had several meanings but question whether concepts of strategy and without ever losing its semantic roots. In the strategic management are understood by beginning, strategy took on a military business managers, especially the younger, the significance and represented the action of newly graduated in management. Therefore, commanding or leading armies in times of war, this research aims to assess the acquired i.e. a military campaign [30]. It meant a way of knowledge of university management students prevailing over the adversary, a tool of victory in relating to strategy and strategic management war and only afterwards was it applied to other concepts with the purpose of answering the contexts and fields of human relationships: following question: What is strategy and political, economics, business, among others, strategic management to future managers? Are but always retaining in all its uses the semantic they understood and recognized? root, to define paths [76]. To answer this question, this study seeks to After several phases and meanings, the examine management student understanding concept of strategy has evolved into a field of as to the meaning of these two concepts. As knowledge in management, strategic mana- specific objectives, we seek : (i) to build gement, with content, concepts and practical a model explaining the definition of strategy reasoning, ending up by carving out its own according to the perceptions of students role in the academic and business fields [25]. graduating in management, and (ii) to identify Management uses this old military concept to which concept of strategic management in the associate the activities of a general with those existing literature comes closest to the of an organization’s manager [76]. Since it perceptions of current management students. represents an important tool for business To understand the perceptions of indivi- management in a competitive and turbulent duals about a particular concept, we adopt marketplace, the main objective of strategy phenomenography type research practices. involves preparing the organization to confront The main feature of the research method is its the current hostile environment, to this end description of a phenomenon as it is expe- systematically and objectively deploying the rienced, emphasizing the collective significance skills, qualifications and internal resources of of the studied phenomena, and should in no the enterprise [25]. On the other hand, the way be confused with phenomenological concept of strategy still seems to be a very studies. Phenomenology is far more concerned vague concept and subject to various with the individual experience of the people interpretations [14]. involved than with the phenomena studied [2]. An exact definition of strategy may not The study is justified due to the sheer actually be fundamental, however, within the importance of the themes of strategy and DOI: 10.15240/tul/001/2014-1-004 1, XVII, 2014 43 EM_01_14_zlom 20.3.2014 8:44 Stránka 44 Ekonomika a management strategic management to contemporary Another reason that led to this study was organizations [74]. In this sense, the survey the method adopted, phenomenography, sought to contribute towards management whose main characteristic is its ability to knowledge in the organizational environment capture the perceptions of a group of people by clarifying what is the real understanding of about a concept. After an exhaustive search of management graduates on the themes of available scientific databases, only one study of strategy and strategic management. a similar nature was found, the Shanahan and According to Tseng [83] and Obembe [60], Gerber [75] research on the concept of quality knowledge management in an organization in HEIs, which proved the inspiration for the begins by identifying the knowledge that research set out here. Most of the other individuals bring in from outside the company. phenomenography studies found deal with In this case, the development of organizational educational teaching methods [5], [13], [19], strategy depends on understanding the [36], [63], [82] or, in fewer cases, the behaviour perceptions of their managers on what strategy of consumers [88]. In the field of strategy, they and strategic management actually is. The both represent an innovation and a new identification of perceptions of future managers alternative for research. on the two concepts, as used in this study, The paper is structured as follows: firstly, contributes significantly to organizational mana- a literature review of the strategy and strategic gement practice. This enables the organization’s management concepts from a historical management strategies as organizational perspective is carried out. Afterwards, the knowledge on the field of strategy can hardly be phenomenography research is described and managed should each manager understand the explained. The methodology adopted in the concept differently. survey is presented in the next section. The study findings may also be expected to Subsequently, the collected data are analysed contribute to Higher Education Institutions and our model is tested. The article ends up (HEI), by identifying what level of understan- with final considerations and future recom- ding their graduating management students mendations. attain regarding the subjects under analysis. The research contribution also extends to the 1. Strategy and Strategic academic world by presenting the concepts of Management: a Historical strategy and strategic management most Perspective present and active in the minds of future Strategy was created by the Greeks, who managers, findings rarely encountered in the endowed the concept with a military conno- literature. There are few studies relating strategy tation. The term derives from the Greek strategos, as a theoretical approach and its practical translated as a general in command of troops application in organizations [42], [68]. Thus, this or the art of the general or plan to destroy study contributes to research on strategy demon- enemies through effective use of resources strating that the field of strategy, comprising as [18], [76], [78]. This term in itself contained the it does of several concepts and approaches, idea of objectives to be achieved and plans of generates confusion among management action to be performed in various scenarios, practitioners. After all, the same phenomenon depending on the enemy’s behaviour [73]. is approached in several distinctly different According to Mintzberg and Quinn [53], ways and individuals working in management strategy was already considered as an orga- would also seem to hold various perspectives, nizational skill at the time of Pericles (450 BC), often understanding neither the real meaning of meaning management skills (administrative, strategy nor its management [41], [62]. leadership, public speaking, power). However, Furthermore, this research aims to provide it was only after World War II that strategy fully some insights for lecturers bearing in mind that entered into the business world, which has student opinions and knowledge on this matter since grown significantly and needed guidance, reflect the efficiency and the effectiveness of lines and paths to be followed by their entire the strategy related learning process [31], structures [18]. This growth increased organi- potentially revealing a need to change the zational complexity and, together with the didactics of these classes. accelerated pace of environmental changes, 44 2014, XVII, 1 EM_01_14_zlom 20.3.2014 8:44 Stránka 45 Business Administration and Management began requiring enterprises deploy greater the soul and existential rationale behind capacity to create and manage strategies a company’s existence. It is a concept often put enabling them to meet the challenges of the forward in the academic and business worlds, market, reaching their objectives in the short, filled with a great diversity and width, which in medium and long term [25]. some aspects is complementary while According to Mintzberg [51], it was only in divergent in others [68]. the 1980s that strategies underwent great According to Fahey [28], there are few development within the corporate environment. words subject to as many abuses in its Phenomena such as corporate restructuring, utilisation in enterprises, as poorly defined in joint decisions and actions impacting on management literature and exposed to such organizational size, financing and portfolios different factors as strategy and hence it is [87] were driven by the technological advance a term that causes widespread discussions, in means of communication and transport and, especially among theorists. Mintzberg et al. since then, an interactive dynamic and integration [54] argue that strategy is the enemy of the on a global level have become predominant.
Load more

Recommended publications
  • Strategy and Strategic Management 1
    CHAPTER STRATEGY AND STRATEGIC MANAGEMENT 1 For the past decade, Texas Health has been executing a strategic plan called the Ascent to the Summit. As the organization nears the end of that climb with a stronger strategic footing in place, the THR Promise continues to unify and strengthen us as we move into a journey toward becoming a high-reliability organization transforming the way healthcare is delivered. In the past decade, Texas Health has shifted from an acute care hospital company to an integrated health system. In 2009, Texas Health Physicians Group was formed, creating a base of employed physicians who work with Texas Health on numerous objectives. Today, the group includes more than 830 physicians, physician assistants, nurse practitioners, and medical pro- fessionals dedicated to providing safe, quality care for its patients. The Texas Health Physicians Group’s primary care and specialist network represents more than 50 medical specialties, with more than 250 locations spanning 11 North Texas counties. Because of our culture, Texas Health was rec- ognized in 2015 as the number one healthcare organization to work for in the United States by Fortune. We also were recognized as the number two workplace for women and the number three workplace for diversity in the nation, with one-third of our nurses from ethnically diverse backgrounds. We’re proud to say we reflect the diversity of the communities we serve. —Barclay Berdan, 2016, “Climbing the Healthcare Summit” Learning Objectives After reading this chapter, you will • comprehend that strategy has many definitions, and its meaning depends on one’s perspective; • understand the role of strategy in moving a healthcare organization to achieve its goals, increase its business, and improve its performance; • recognize the use of prospective and emergent strategies; and • be aware that business strategies evolve over time as a result of changing circumstances and managerial modifications.
    [Show full text]
  • Axis Blitzkrieg: Warsaw and Battle of Britain
    Axis Blitzkrieg: Warsaw and Battle of Britain By Skyla Gabriel and Hannah Seidl Background on Axis Blitzkrieg ● A military strategy specifically designed to create disorganization in enemy forces by logical firepower and mobility of forces ● Limits civilian casualty and waste of fire power ● Developed in Germany 1918-1939 as a result of WW1 ● Used in Warsaw, Poland in 1939, then with eventually used in Belgium, the Netherlands, North Africa, and even against the Soviet Union Hitler’s Plan and “The Night Before” ● Due to the non-aggression pact with the Soviet Union, once the Polish state was divided up, Hitler would colonize the territory and only allow the “superior race” to live there and would enslave the natives. ● On August 31, 1939 Hitler ordered Nazi S.S. troops,wearing Polish officer uniforms, to sneak into Poland. ● The troops did minor damage to buildings and equipment. ● Left dead concentration camp prisoners in Polish uniforms ● This was meant to mar the start of the Polish Invasion when the bodies were found in the morning by Polish officers Initial stages ● Initially, one of Hitler’s first acts after coming to power was to sign a nonaggression pact (January 1934) with Poland in order to avoid a French- Polish alliance before Germany could rearm. ● Through 1935- March 1939 Germany slowly gained more power through rearmament (agreed to by both France and Britain), Germany then gained back the Rhineland through militarization, annexation of Austria, and finally at the Munich Conference they were given the Sudetenland. ● Once Czechoslovakia was dismembered Britain and France responded by essentially backing Poland and Hitler responded by signing a non-aggression with the Soviet Union in the summer of 1939 ● The German-Soviet pact agreed Poland be split between the two powers, the new pact allowed Germany to attack Poland without fear of Soviet intervention The Attack ● On September 1st, 1939 Germany invaded Warsaw, Poland ● Schleswig-Holstein, a German Battleship at 4:45am began to fire on the Polish garrison in Westerplatte Fort, Danzig.
    [Show full text]
  • Blitzkrieg: the Evolution of Modern Warfare and the Wehrmacht's
    East Tennessee State University Digital Commons @ East Tennessee State University Electronic Theses and Dissertations Student Works 8-2021 Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era Briggs Evans East Tennessee State University Follow this and additional works at: https://dc.etsu.edu/etd Part of the History Commons Recommended Citation Evans, Briggs, "Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era" (2021). Electronic Theses and Dissertations. Paper 3927. https://dc.etsu.edu/etd/3927 This Thesis - unrestricted is brought to you for free and open access by the Student Works at Digital Commons @ East Tennessee State University. It has been accepted for inclusion in Electronic Theses and Dissertations by an authorized administrator of Digital Commons @ East Tennessee State University. For more information, please contact [email protected]. Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era ________________________ A thesis presented to the faculty of the Department of History East Tennessee State University In partial fulfillment of the requirements for the degree Master of Arts in History ______________________ by Briggs Evans August 2021 _____________________ Dr. Stephen Fritz, Chair Dr. Henry Antkiewicz Dr. Steve Nash Keywords: Blitzkrieg, doctrine, operational warfare, American military, Wehrmacht, Luftwaffe, World War II, Cold War, Soviet Union, Operation Desert Storm, AirLand Battle, Combined Arms Theory, mobile warfare, maneuver warfare. ABSTRACT Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era by Briggs Evans The evolution of United States military doctrine was heavily influenced by the Wehrmacht and their early Blitzkrieg campaigns during World War II.
    [Show full text]
  • Developing Strategy Leaders
    Developing Strategy Leaders Randall Rollinson, President LBL Strategies, Ltd. 6321 N. Avondale, Suite A‐214 Chicago, Illinois 60631 (773) 774‐0240 www.lblstrategies.com Developing Strategy Leaders Randall Rollinson, President, LBL Strategies, Ltd. The size and complexity of modern organizations operating in turbulent, even chaotic, environments has put a premium on competent strategy leaders. This is particularly true in midsize and larger organizations who must prepare the next generation of leaders well in advance to take the organization forward. Looking at this challenge from a longer term perspective it is clear that managerial excellence alone is no longer sufficient for sustainable success. Military schools long ago recognized rapidly changing events on the battlefield required leaders not managers. Remember the old adage: Would you rather be managed or led into battle? They recognized that leadership development could not be left to chance. The West Point Military Academy curriculum and the full range of 24/7 campus life activities are designed to develop future officers that have the ability to lead upon graduation. This is hardly the case in business schools, where the emphasis is on understanding a body of knowledge and developing skill in how to use it. Of course, managerial and interpersonal skills are developed, but there is scant attention to the development of leadership attributes and skills. This is left to the graduating students and the organizations that hire them. This pattern of education results in the development of a world full of excellent managers, with little or no substantive strategic leadership experience, and no organized approach to developing leadership qualities in their management team‐‐ and certainly not strategy leaders.
    [Show full text]
  • Case Study: the Uberisation of Supply Chain
    ISSN (Print) : 2249-1880 SAMVAD: SIBM Pune Research Journal, Vol X, 26-31, June 2016 ISSN (Online) : 2348-5329 Case Study: The Uberisation of Supply Chain Venkatesh Ganapathy* Associate Professor, Presidency School of Business, Bangalore, India; [email protected] Abstract Uber, a technology company, provides a platform for customers who wish to source a taxi ride on their smart phones. This case study analyses the impact of Uberisation on supply chains and addresses the risk Uberisation entails for traditional necessitated innovations across the supply chain. firms that are unable to leverage the smartphone app technology. This development based on app technology has Keywords: Innovations, Supply Chain, Technology, Uber, Uberisation 1. Introduction 2. Literature Review Uber is a well-known taxi aggregator that is famous across The objective of this review is to trace the evolution of the globe for its path-breaking service process innova- technology based apps. tion. Uber, a technology company, provides a platform for The World Bank’s “ICT for Greater Development customers who wish to source a taxi ride on their smart Impact” strategy seeks to transform delivery of public phones. Due to digital matching of demand and supply, services, generate innovation and improve competitive- capacity utilization of the vehicle is optimum and this ness2. leads to an affordable pricing mechanism for the services. Software development has flourished along with the This creates a win-win situation for the taxi aggregator development of smart phone technology. Transportation services, customers and drivers. industry has benefited from this new smart phone app The Uber model has become so popular that it has technology.
    [Show full text]
  • Strategy and the Strategist: How It Matters Who Develops the Strategy
    Strategy and the Strategist: How it Matters Who Develops the Strategy Eric Van den Steen Working Paper 14-057 December 14, 2013 Copyright © 2013 by Eric Van den Steen Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Electronic copy available at: http://ssrn.com/abstract=2383972 Strategy and the Strategist: How it Matters Who Develops the Strategy Eric Van den Steen∗ December 14, 2013 Abstract This paper studies how strategy – formally defined as ‘the smallest set of (core) choices to optimally guide the other choices’ – relates to the strategist, for example, whether an op- timal strategy should depend on who is CEO. The paper first studies why different people may systematically consider different decisions ‘strategic’ – with marketing people developing a marketing-centric strategy and favoring the marketing side of business – and derives two ra- tional mechanisms for this outcome, one confidence-based and the other implementation-based. It then studies why it matters that it is the CEO and important decision makers (rather than an outsider) who formulate the strategy and shows that outsider-strategists often face a trade- off between the quality of a strategy and its likelihood of implementation, whereas the CEO’s involvement helps implementation because it generates commitment, thus linking strategy for- mulation and implementation. In some sense, the paper thus explains why strategy is the quintessential responsibility of the CEO. Moreover, it shows that the optimal strategy should depend on who is CEO.
    [Show full text]
  • Leadership and Organizational Strategy Matthew R
    The Innovation Journal: The Public Sector Innovation Journal, Volume 14(1), 2009, article 3. Leadership and Organizational Strategy Matthew R. Fairholm, Ph.D. Political Science Department and W. O. Farber Center for Civic Leadership University of South Dakota, Vermillion, SD 57069 Abstract Strategic planning, an umbrella term used to include and summarize such activities as planning, performance measurement, program budgeting, and the like, has proven to be very useful but limited. It is a technical fix that gets at only part of the question of organizational effectiveness and only deals with some of the dilemmas organizations face. The efforts of public administrators to control organizational endeavors are essential, necessary, and aligned with current best practices. But the control mechanisms ultimately prove to be only part of the puzzle. In the face of such realities, the notion of strategic thinking emerges to fill the gaps and overcome the limitations that experience with strategic planning has proven to exhibit. This paper presents an integration of leadership ideas, strategic thinking and traditional planning activities in an effort to make important connections and important distinctions. The result is an outline of the foundations of strategic thinking. Key Words: Leadership, Strategic Planning, Strategic Thinking, Organizational Philosophy, Management 1 The Innovation Journal: The Public Sector Innovation Journal, Volume 14(1), 2009, article 3. Leadership and Organizational Strategy Introduction A city struggles to ensure the lowest bid to repave downtown’s Main Street is the most efficient use of tax dollars during a tight budget year. A state agency tries to verify that its type and level of services delivered is what the citizens need and is consistent with current political mandates.
    [Show full text]
  • Strategic Leadership: a Process for Maximizing Leadership Potential
    Strategic Leadership: A Process for Maximizing Leadership Potential By Rich Horwath Imagine the burnt yellow sun rising over the Acacia-spotted plains of Kenya, Africa. Your fur is moist with the residual dew of the night. You raise your three hundred-pound body onto your four paws and climb a nearby tree to survey the landscape. Gazing to your left, you see the rest of the pride of lions, numbering twenty in all. The male lions are relying on you for their kills and their scowls tell you they are becoming restless. The pride hasn’t eaten in nearly two weeks. You descend the tree and one of your cubs trots over to nuzzle you but you know the cubs too are growing restless. The rainy season is only a few days away and if you haven’t secured food by then, chances are you will be killed by your own family. Welcome to the challenges of leadership. Whether a three hundred-pound lion in the plains of Kenya, Africa or a manager of a healthcare company, there are four steps that can enable the consistent practice of strategic leadership. Understanding strategic leadership and how to practice it can enable one to significantly increase their contribution to their people and organizations, providing a competitive advantage in the marketplace “jungle.” A review of the definition of strategic leadership, the four steps in the Strategic Leadership Process, the nuances of leadership and management and the importance of managing relationships will provide a solid foundation for learning to become a strategic leader. Leadership and Strategy A 2001 survey conducted by the Graduate Management Admission Council asked MBA graduates one-year post-graduation which areas they wish they had more training in.
    [Show full text]
  • The Mind of the Strategist
    The Mind of the Strategist The Art of Japanese Business by Kenichi Ohmae © 1982 McGraw-Hill 304 pages Focus Take-Aways Leadership & Mgt. • The purpose of business strategy is to cause events to favor your strengths. Strategy • Identify your strengths and build on them. Sales & Marketing Corporate Finance • Every industry has a key success factor — know yours. Human Resources • Penetrate appearances. Technology & Production • Address the problem, not the symptoms. Small Business • Know what separates winners from losers in your industry and your market. Economics & Politics Industries & Regions • Analyze potential improvements in terms of cost, benefi t and strategic advantage. Career Development • Keep track of customer and market trends — even though customers may not Personal Finance know what they want. Concepts & Trends • Know the difference between a “business” and a “product.” • Think like an entrepreneur, but think. Rating (10 is best) Overall Applicability Innovation Style 9 9 9 9 To purchase individual Abstracts, personal subscriptions or corporate solutions, visit our Web site at www.getAbstract.com or call us at our U.S. offi ce (954-359-4070) or Switzerland office (+41-41-367-5151). getAbstract is an Internet-based knowledge rating service and publisher of book Abstracts. getAbstract maintains complete editorial responsibility for all parts of this Abstract. The respective copyrights of authors and publishers are acknowledged. All rights reserved. No part of this abstract may be reproduced or transmitted in any form or by any means, electronic, photocopying, or otherwise, without prior written permission of getAbstract Ltd (Switzerland). Relevance What You Will Learn In this Abstract, you will learn: 1) How Japanese business people think about strategy; and 2) How you should conceptualize and execute your strategy.
    [Show full text]
  • THE FUTURE ROLE of the HEALTHCARE STRATEGIST SECOND EDITION Dear Colleague
    The Learning Edge for Healthcare Strategists BRIDGING WORLDS THE FUTURE ROLE OF THE HEALTHCARE STRATEGIST SECOND EDITION Dear Colleague: I am pleased to share with you the second edition of Bridging Worlds, just released by The Society for Healthcare Strategy & Market Development (SHSMD), a professional membership group of the American Hospital Association. This report includes fresh input from recent leadership interviews, updates to the evolving healthcare landscape, new strategic opportunities, case examples, and refinements to the strategic implications, skills, and attributes for strategy professionals. SHSMD first released Bridging Worlds: The Future Role of the Healthcare Strategist in 2014 to help strategy professionals and other healthcare leaders navigate their organizations through radical transformation. Bridging Worlds identified the attributes and skills needed for future success, and was distributed to thousands of healthcare strategy leaders across the country, including CEOs, strategic planners, business developers, marketers, communicators, and physician strategists. It received wide acclaim and served as the genesis for SHSMD ADVANCE™, a comprehensive roadmap for skill development. Since its inception in 2016, SHSMD ADVANCE has resulted in hundreds of self- assessments and targeted educational activities to grow individual and team skill sets, helping to shape our future workforce. This latest edition is a valuable tool for any healthcare strategy leader serving as a change agent or leading innovative organizational transformation. Please share this resource with your colleagues. The electronic version is available at no cost at shsmd.org/BridgingWorlds. To purchase print copies, or for information on SHSMD ADVANCE or other related resources, please contact SHSMD at [email protected]. SHSMD invites your questions, comments, and ideas as you begin to read and use this document to drive change in your organization.
    [Show full text]
  • STRATEGY and the IMPORTANCE of STRATEGIC LEADERSHIP by James Redmond, BBS, MBS, ACMA: Examiner - Professional 2 Strategy & Leadership
    STRATEGY AND THE IMPORTANCE OF STRATEGIC LEADERSHIP By James Redmond, BBS, MBS, ACMA: Examiner - Professional 2 Strategy & Leadership You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. The success of doing both. Walking and chewing gum if you will. Getting it done in the short-range, and delivering a long-range plan, and executing on that. Jack Welch, former CEO of General Electric Introduction The business world is changing more rapidly and more dramatically than ever before: technology, globalisation, competition, the rise of Asian business superpowers, have fundamentally reshaped the business environment. To deal with such a complex and dynamic environment, organisations need experienced people with well-developed leadership abilities and acumen. This article will briefly address the nature and importance of organisational leadership, and will then focus primarily on leadership at the senior management level of the organisation, and in particular on the nature, the roles and the leadership styles of this critical group of management. The Nature of Leadership Leadership permeates society, but from a business perspective it is the identification, development, and use of organisational leadership which is critical to organisational performance. It is generally accepted (see for example, House and Podsakoff, 1995) that leadership is a key determinant of organisational performance: leaders make a difference. For example, when one reviews the success of Irish firms, it is easy to conclude that senior managers such a Michael O’Leary of Ryanair, Denis Brosnan formerly of Kerry Group, Myles Lee and Albert Manifold CPA of CRH have been integral to the success of their respective businesses.
    [Show full text]
  • A1.1 Strategy & Leadership
    INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF RWANDA CPA A1.1 STRATEGY & LEADERSHIP Study Manual 2nd edition February 2020, INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF RWANDA Advanced Level A1.1 STRATEGY & LEADERSHIP 2nd Edition February 2020 This Manual has been fully revised and updated in accordance with the current syllabus/ curriculum. It has been developed in consultation with experienced tutors and lecturers. © ICPAR All copy right reserved All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of ICPAR. Acknowledgement We wish to officially recognize all parties who contributed to revising and updating this Manual, Our thanks are extended to all tutors and lecturers from various training institutions who actively provided their input toward completion of this exercise and especially the Ministry of Finance and Economic Planning (MINECOFIN) through its PFM Basket Fund which supported financially the execution of this assignment Table Of Contents Units Title Page Introduction to the Course 6 1. Strategy process 9 Strategic Management and Operational Management 20 Perspectives on Strategy 22 The Marketing Dimension 22 The leadership and strategy leadership 48 2. The environment scanning and strategy position 53 Environmental Analysis 53 Assessing Strategic Capability 58 Measuring Stakeholder Expectations 63 3. Strategic choices 71 Corporate Level 71 Business Level 76 Strategy Development 83 4. Strategy implimentation and evaluation 87 Structure and Processes 87 Managing Key Enablers 95 Managing the Change Process 122 Understanding Groups and Teamwork 128 Organisational Communications 137 Project Management 143 Post stratgy evalution 150 5.
    [Show full text]