What would be a typical time horizon of a strategic plan? A) 2-5 weeks B) 2-5 months C) 2-5 years D) 2-5 decades Strategic plans are expected to have operational plans. B) a longer time horizon than D) this depends on the organisation A) a shorter time horizon than C) the same time horizon as Once a strategic plan is established, it should always be A) flexible B) followed C) abandoned D) changed to a different plan
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- Mangement Planning is the art of shaping the future by making thoughtful decisions in the present. It is the process of charting a course, setting milestones, and aligning actions with objectives. A well- crafted plan not only provides a roadmap but also empowers individuals and organizations to make informed choices. It involves a delicate balance between vision and pragmatism, considering both the broader perspective and the minutiae of execution, From project management to personal development, the act of planning helps create a sense of purpose and direction. As we delve into the intricacies of planning, it prompts us to ponder: How can we strike the right balance between flexibility and structure in our plans, ensuring adaptability while maintaining a clear trajectory towards our goals?9.A manager has a clear knowledge of where the company needs to be at the end of the coming year and is in the process of identifying the goals that would lead the company to that desired position. Which stage of the strategic management process is being illustrated? A.Formulation B.Implementation C.Evaluation D.ObjectivesStarting with Apple's founding in 1977, Steve Jobs saw his main task as leading the planning process to develop new and improved PCs. Although this was a good strategy, his management style was often arbitrary and overbearing. For example, Jobs often played favorites among the many project teams he created. His approach caused many conflicts and led to fierce competition, many misunderstandings, and growing distrust among members of the different teams. Jobs' abrasive management style also brought him into conflict with Apple's directors, and they became convinced Jobs's management style was the heart of the problem and asked him to resign. Question: Steve Jobs was a world-renowned founder for his innovativeness, but his leadership skills were questionable. discuss the importance of leading function. Support your answer with two fully explained reasons
- 1.In , goals set by top managers flow down through the organization and become subgoals for each organizational management by objectives B) management by observation C) traditional planning D) traditional goal setting 2.What plans are preferable when uncertainty is high in the business environment? 13) operational plans B) standing plans C) directional plans D) long- term plans 3,They should set general, but rigid plansHow can managers effectively plan when the external environment is continually changing? 14) They should discontinue formal They should continue to follow the set organizational plans as persistence will eventually pay. They should be ready to change directions if environmental warrant They should set general, but rigid 4.Williamson is the owner of a small company that sells corporate gifts through an online Business has slowed down in recent months and he realizes that the organization must move in a different direction if it is to survive. He has…1. A mission statement is: A. A statement of the company's purpose B. Legally required C. Also called a divisional statement D. A company's viable view of the future 2. A service is: A. A tangible item B. An intangible item C. A good D. All of these 3. Middle managers: A. Are commonly referred to as executives B. Deal with operational issues C. Typically have the title "director" or "manager" D. Deal with strategic and tactical issuesCompare and contrast mission statements of a fortune 500 comapny in terms of composition and importance?
- How do strategies form in organizations? Research into the question is necessarily shaped by the underlying conception of the term. Since strategy has almost inevitably been conceived in terms of what the leaders of an organization 'plan' to do in the future, strategy formation has, not surprisingly, tended to be treated as an analytic process for establishing long-range goals and action plans for an organization; that is, as one of formulation followed by implementation. As important as this emphasis may be, we would argue that it is seriously limited, that the process needs to be viewed from a wider perspective so that the variety of ways in which strategies actually take shape can be considered. In view of the above discussion, with the use of a well labelled diagram, analyze how strategies are developed according to Henry Mintzberg.Mission evaluations and analysis of Krispy Kreme Doughnuts, Inc 2015 Startegic management Please use own sentences and don't take existing one. Propose a New Mission statement for the organization based on 9 components of mission statement :(1) customers; (2) products and/or services; (3) markets; (4) technology; (5) survival, growth, and profitability; (6) philosophy; (7) self-concept; (8) concern for public image; and (9) concern for employees. Quality of the writing of the proposed mission statement. Mission required all 9 put in bracket as mission components inspiring and simple and nice.What issues should Jerry and the executive committee address? Why? (Hint: Make assumptions where necessary, including mission and vision statements, as well as goals, strategies, and objectives.
- Op1. 4.1 Learning Outcomes: Discuss the role of strategic management. Compare mission, vision, and value statements. Discuss the types and purposes of goals and plans Describe SMART goals and their implementation 4.2 Action Required: Use the website www.samples-help.org.uk/mission-statements to look up for the mission statements of some well-known corporations. 4.3 Test your Knowledge (Question): Evaluate the usefulness of any one of these mission statements for the planning of future strategies for this businessIn what order, should the Strategy Evaluation Framework occur? a. Review underlying bases of strategy, Take Corrective Action, Measure organizational performance b. Measure organizational performance, Take Corrective Action, Review underlying bases of strategy c. Measure organizational performance, Review underlying bases of strategy, Take Corrective Action d. Review underlying bases of strategy, Measure organizational performance, Take Corrective ActionSWOT Analysis for WALMART ONLY HARMUL CONCERNS - Does the organization have a weak brand presence? - Are resources insufficient for marketing activities? - Does the company lack distinctive products or services - Do current products or services fail to satisfy the needs of customers? - Do current products or services fail to bring value to customers?