What skills should a person have for managing a business unit following a differentiation strategy? Why?
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What skills should a person have for managing a business unit following a differentiation strategy? Why?
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- Who needs to be involved in formulating organisational strategy?Explain the similarities and differences between mechanistic and organic systems. Which approach is best suited for what type of organization?What does differentiation create? A. Integration, Coordination, and vertical structure. B. Specialization and division of labour. C. Responsibility D. None of the above
- How does cooperation versus competition impact the variation in/of a system?Discuss. In a line organization structure, how does the coordination and collaboration between departments or functional areas effectively facilitate streamlined operations and support overarching organizational goals?,How does an organization's size impact its organizational design?
- Management What are the potential risks of not having well-defined and standardized business processes, and how can these risks be mitigated?4.Contrast mechanistic and organic organizations. Would you rather work in a mechanistic or organic organization and why?What are the pitfalls to be avoided in pursuing a broad differentiation strategy?
- What skills should a person have for managing a business unit following a differentiation strategy? Why? What should a company do if no one is available internally and the company has a policy of promotion from within?Are all effective organization also efficient? Discuss. If you had to choose between being effective or being efficient, which one would you say is more important?why?One of the traits concerning core competencies and competitive capabilities that are important to organization building is: a. Core competencies rarely consist of narrow skills or the work efforts of a single department. More often, they are bundles of skills and know-how growing out of the combined efforts of cross-functional work groups and departments performing complementary activities at different locations in the firm’s value chain. b. Because core competencies typically reside in the combined efforts of different work groups and departments, individual supervisors and department heads cannot be expected to see building the overall corporation’s core competencies as their responsibility. Rather, the building and nurturing of core competencies is the responsibility of every employee. c. The key to leveraging a company’s core competencies into competitively valuable capabilities with potential for short-term competitive advantage is concentrating more…