i need the answer quickly Question 4: Structure can be shown visually in an organizational chart. When managers create or changethe structure, they're engaged in organizational design, a process that involves decisions about six keyelements: work specialization, departmentalization, chain of command, span of control, centralizationand decentralization, and formalization.Define each of these key elementsQuestion 5: BCG matrix is a strategy tool that guides resource allocation decisions on the basis of marketshare and growth rate of SBUS. It includes Four Categories:Store

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Answered: Question 4: Structure can be shown…

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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Question # 3 Changes in strategy often require changes in the way an organization is structured, evaluate the role of organizational structure in executing effective strategy?
Question 2: In order to prepare and plan for the Operations Strategy, operations in the organizations may follow one or more of the “Four Perspectives” or approaches of Operations Strategy. Explain each of the four-perspective approaches along with different operations techniques and procedures that could be used to develop their operations strategy. Support your answer with relevant examples.
Question 1 has to do with something NOT being one of the managerial considerations in determining how to compete successfully. 2. A company's strategy concerns (what does it consist of?). 3. The action plan is implemented by management (for what purpose?). 4. The competitive moves and business approaches a company's management is using to grow the business, stake out a market position, attract and please customers, compete successfully, conduct operations, and achieve organizational objectives. It is known as what? 5. The objectives of a well-crafted strategy require management to (do what?). 6. To improve performance, there are many different avenues for outcompeting rivals such as: (know how to compete against rivals). 7. A company's strategy defined as? 8. Every strategy needs what? 9. Question 9 asks which (from a list), is NOT something a company's strategy is concerned with (So, know what it does pertain to). 10. What is NOT a primary focus of a company's strategy? 11. When does…
Question 10: Which strategy best positions an organization to handle the departure of key leaders?a. Establishing an employee referral program that has a higher dollar amount for senior positionsb. Implementing an integrated succession management and leadership development programc. Partnering with a well-established executive search firm that specializes in placing high-potential leadersd. Identifying potential leadership candidates to target for recruitment from comparable employers Question 15: An international seed company is in a position to buy one of its competitors. Management has narrowed the options down to three possibilities. How can HR most strategically contribute to developing and evaluating a business case for this project?a. Estimate payroll and benefits for the entire workforce at each potential location and recommend thelowest-cost option.b. Assign top HR executives to conduct thorough reviews of each culture and prepare presentations fordiverse stakeholders.c.…
QUESTION 1 Which management function involves setting goals and objectives and creating specific plans for completing them? A. Planning B. Organizing C. Leading D. Controlling
Question 2 Strategic management is all about identification and description of thestrategies that managers can carry so as to achieve better performance and acompetitive advantage for their organisation. Among all the existing processin an organisation, strategic implementation often considered as the mostdifficult stage in the strategic management process.Discuss the statement above as to your opinion. CLO 3 : Perform internal and external analysis in an organisation Thank you for your afford.
assignment 1 for e-commerce management course: 1. analyze what are the new dividends for future e-commerce development using dividend theory? 2.what are the ways and methods for small firms to beat bog ones?
Part A: a 1-page Information Guide Handout comparing risk management practices to use in the migration to present to upper management. Include the following: How risk mitigation strategy planning can reduce the likelihood or impact of risks How often risks will be reviewed, the process for review, and who will be involved
Question 3 Elaborate on any five impacts of the Internet on competitive forces and industry structure and postulate how IT managers can address these impacts. Full explain this question and text typing work only thanks
QUESTION 7 In setting the goals SWOT analysis refers to the following EXCEPT A. Strengths B. Willingness C. Opportunities D. Threats
Question 2 The Resource-Based View (RBV) theories of organization present on how best to capture and keep competitive advantage—that is, how best to manage strategically. Please read below Dunkin’ Donut VRIO analysis. Coffee for the "Average American" Valuable: Dunkin' Donuts focuses on products and prices that are appealing to the "Average American". By selling common coffee and breakfast items that are priced affordably, Dunkin' Donuts is able to attract a large market share. Rare: Many coffee companies focus on top-quality products, but this also results in higher prices. Dunkin' Donuts' niche in the market is rare because they are trying to appeal to a lower income demographic that is sometimes ignored in the coffee industry. Inimitable and Non-Substitutable: Any coffee shop could choose to start selling cheaper, more basic products and this transition could also be done relatively quickly. Therefore, this capability could be imitated. Organized to Exploit:…
Question 10(a) A strategist has two broad approaches from which he/she can approach the development of strategies through the strategic management approach. Discuss the fundamental differences and similarities between “outside-in” and “inside-out” thinking about strategic management, and their influence on strategy.

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