FOR CONSIDERATION/DISCUSSION 1. Which of the four elements-strengths, weaknesses, opportunities, threats turne out to be the most difficult to develop? Why? Which was the easiest? Why? 2. What valuable insights about your focal organization did you gain during your SWC analysis? 3. Why should every manager know how to do a SWOT analysis? 4. What "right niche" did your SWOT analysis yield? 5. How can a personal SWOT analysis improve your career prospects?
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- Firm size, industry competition, CEO power and discretion and the level of stress a a CEO's job entails are factors in determining what? Select one: a. How large a board of directors an organization must have b. Whether an organization can function internationally c. A CEO's compensation package d. Employees' level of job satisfaction and overall feeling of internal support of their supervisorsWhich of the following is the top reason for mangers failure? a. Poor planning practices b. Ineffective communication skill c. High personal integrity d. Effectiveness in delegationStrategic Management is a discipline that requires the continuous interrelationship among variousfunctional managers. As a business strategy Management Trainee you are required to answer thefollowing questions by supporting each response to detailed examples.Required: a. In one of the definitions used by Pearce and Robinson, Strategic management wasdescribed as the “art and science of formulating, implementing and evaluating crossfunctional decisions aimed at achieving organizational goals”; Briefly discuss the contextin which strategic management could be described as ‘an art’ and when it also could bedescribed as ‘a science’. b. Describe the strategy formulation process; clearly explaining three major activities thatare undertaken at this stage? c. Distinguish between business level strategies and corporate level strategies; clearlygiving examples under each. d. Differentiate between strategy and tactics
- 1. If you are the manager of the ABC Company how would you plan your organization?Explain all the dimensions of planning within an organization.2. What communication channel would you select if you had to give an employeefeedback about the way he mismanaged a call with a key customer? What channelwould you use to announce to all employees the deadline for selecting new healthcareplans? Why?3. You are employed in a student organization of Akhuwat College, how various activitiesand events are organized through the use of six element of organizational structure.Elaborate with the practical examples?No need generalized answer ok. LEAD.305.HSF1 Adaptive Decision Making Week 7 Forum: Organizational Structure and Decision Making TO DO: Paragraph 1: How have organizational structures changed as a result of COVID and hybrid work environments? How are employees dealing/accepting these changes? Paragraph 2: Having read Jeff Bezos article, how does both organizational structure and culture help or hinder trust to make timely decisions? What is ONE highlight about the organization that has lead to Amazon's success? Feel free to bring in any of the topics discuss thus far in class.Krispy Kreme Doughnuts, Inc., 2015 www.krispykreme.com, KKd Copyright by Fred David Books LLC. www.strategyclub.com (Written by Forest R. David) Based on the given case above ; 1. Read and evaluate the mission statement of that organization accordingly. 2. Identify whether the mission statement is good or not good. State reason for your answer. A detailed analysis of the mission statement is given with correct components and the legend.
- DO NOT COPY AND PASTE FROM OTHER CHEGG POST OR SITE! WILL GIVE THUMBS DOWN!! ANSWER THE FOLLOWING QUESTIONS: 1. what is the importance of intrinsic and extrinsic leadership strategies for guiding employees toward achieving the organizational mission and vision? 2. What do you know about the relationship between leadership style and strategic management? 3. what do you know about strategies for creating competitive advantage and enhancing the guest experience? 4. What do you know about strategies for both maintaining a competitive footprint and exceeding competitors with respect to market share? 5. Does Faith Change Our Identity?TABLE 2.3 Common Shortcomings in Company Vision StatementsTable Summary: Table summarizes 6 statements for vague or incomplete; not forward-looking, too broad; blend or uninspiring, not distinctive, and too reliant on superlatives.Vague or incomplete—Short on specifics about where the company is headed or what the company is doing to prepare for the future. Not forward-looking—Does not indicate whether or how management intends to alter the company’s current product-market-customer-technology focus. Too broad—So all-inclusive that the company could head in most any direction, pursue most any opportunity, or enter most any business. Bland or uninspiring—Lacks the power to motivate company personnel or inspire shareholder confidence about the company’s direction. Not distinctive—Provides no unique company identity; could apply to companies in any of several industries (including rivals operating in the same market arena). Too reliant on superlatives—Does not say anything specific about…01) Which of the following is not one of the four primary management functions? A) controlling B) planning C) staffing D) organizing E) leading 02) As a manager, one of Joe's duties is to present awards to outstanding employees within his department. Which Mintzberg managerial role is Joe acting in when he does this? A) leadership role B) liaison role C) monitor role D) figurehead role E) spokesperson role 5) Managers need to have three essential skills in order to reach their goals. What are these skills? A) technical, decisional and interpersonal B) technical, human, and conceptual C) interpersonal, informational and decisional D) conceptual, communication and networking E) human, informational and communication 6) According to Luthans' research, successful managers, meaning those that were quickly promoted, spent more of their time on ____than on any other activity. A) traditional management B) human resource management C) networking D)…
- Written Assignment 3Answer the following questions using the guidelines for writtenassignments at the bottom.1Assume you are a marketing manager for Starbucks. Describe thefollowing at Starbucks: essential benefit, core product, and enhancedproduct. Discuss how Starbucks uses different components of its productto create a customer experience and maintain its brand. Be sure youaddress the tangible and intangible aspects of the Starbucks product. (MO3.3, 3.4 and 3.5 )2In your own words, define and discuss each of the following: PenetrationPricing, Price Skimming, Competitor-based Pricing, and Value Pricing. Inyour discussion provide and explain a scenario where each might beappropriate. Executing a Value Pricing strategy is generally viewed asbeing more difficult than the others. Why? How is effective promotionrelated to successful Value Pricing? (MO 3.6)Guidelines for Written Assignmentsâ¢â¢â¢Your answer for each question should be 2-4…Perform a SWOT analysis on McDonald's external factors (the opportunities and threats). Important: Do not search for or use an already-performed SWOT analysis. The point of the assignment is for you to think about and analyze the company. Your response must include at least one reference about the company. Post a response to Discussion Topic by Sunday midnight East Coast US time. After you have made your first contribution in the Discussion topic for week 5, assuming the role of a management consultant, critically review and respond substantively to at least one colleague’s posts. Focus your review and (respectful) response on the strength of your colleague’s supporting argument and evidence, on presenting alternative perspectives, and on sharing insights that may prove helpful for the future individual assignments in this course. Try to ask a direct question. Websites: https://www.mcdonalds.com http://corporate.mcdonalds.com/mcd.html…Which of the following is not a limitation of SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis? Select one :- a. Organizational strengths may not lead to competitive advantage. b. The SWOT focus on the external environment is too broad and integrative. c. SWOT gives a one-shot view of a moving target. d. SWOT overemphasizes a single dimension of strategy.