Which of the following options is NOT a factors of organisation? Select one: a. Lack of technologically dominated environment b. Turbulent environment c. Relations between strategy and business d. Stable environment
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A: True
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- Choose the response that best answers the question. What business strategy is best supported by a structure with moderate formalization, moderate centralization, and moderate specialization? A. Innovation B. Differentiation C. Low-costAssume that you are the CEO of an organisation of South African Breweries. With the passage of time, the organisationhas seen a decrease in its overall performance, effectiveness, and competitiveness. Sales have plunged, market has beenlost and customers are unhappy with the organisation. In response to this situation, you and your executive team havedecided to pursue a turnaround strategy to return the organisation to it former competitiveness. With this scenario in mind and using examples, discuss how you would ensure that the turnaround strategy is successful.Choose any organisation of your choice and employ the “SPACE Matrix” to demonstrate the current strategic position of the organization and clearly indicate the strategy options available to help match that organization’s internal environmental elements against itsexternal environmental elements. Support your presentation with a well labelled diagram.
- Subject: Strategic management MCQ's Alfred Chandler's conclusions on the relationship between strategy and structure can be summed up as a) structure shapes strategy. b) strategy and structure are independent factors. c) structure and strategy are unrelated. d) structure follows strategy. e) strategy follows structure.can you help me answer: Understand the connections between organisational structure, strategy and the business operating environment. Evaluate the advantages and disadvantages of different types of organisation structures, including the reasons underpinning SMEs, global, private, public, not-for-profit, voluntary. The range of products, services and customers associated with each. Structures, for example functional, divisional, matrix; spans of control; reasons underpinning different structures, advantages and disadvantages and how these link to organisation purpose.1. Q1. Examine with suitable examples, how “organization strategy provides a valuable contribution in achieving organization vision?” Give an example of a Saudi company and assess two examples of organizational strategies and operating plans.
- Following a benchmark exercise, the CEO of B company, a food manufacturer, decided that several changes were required in order to maintain competitiveness. These included; - A change in structure in order to improve the focus on particular products and customers – Tighter control of costs – The introduction of a more entrepreneurial culture Having decide that these changes were necessary, the CEO e-mailed all heads of departments indicating that the following few months, the company would move from functional structure to a divisional structure. Existing functional heads would be interviewed for senior posts in the newly – created divisions in open competition with other applicants. The job specifications for the new divisional heads included requirements that the new heads would drive the changes, including a rapid transition to a more entrepreneurial culture and the implementation of new control mechanisms to contain costs. The CEO delegated the change program implementation…Give typing answer with explanation and conclusion What accounts for Dabbawala’s success; i.e. what are its key practices/ingredients of each of the four components of the CM (work, people, formal organization, and informal organization) that enable it to achieve such low cost and high quality 6 sigma)?How do you think mission, vision, and value statementslink with each organization’s culture? Do you think theycomplement each other? Why, or why not? How couldthe company better integrate its culture and key statements? Use examples
- They had begun to enter Farecom’s niche, Tom had told Jonathon, and, with their superior resources, it was just a matter of time before they would own it. “You have one responsibility as Farecom’s new director of strategy,” Tom had said to Jonathon on his first day. “That’s to put together a team of our top people, one person from each division, and have a comprehensive plan for the company’s strategic realignment up, running, and winning within six months.” Jonathon had immediately compiled a list of the senior managers from human resources, manufacturing, finance, distribution, design, and marketing, and had set a date for the first meeting. Then, drawing on his years as a consultant who had worked almost solely in team environments, Jonathon had carefully prepared a structure and guidelines for the group’s discussions, disagreements, and decisions, which he planned to propose to the members for their input before they began working together. Successful groups are part art, part…Establish a relationship between ‘Strategic Directions’ and ‘Vision’ of a company. Develop a mission statement based on the Vision and relate it with strategic objective of the company? The vision is given below: VISION:L&T shall be a professionally-managed Indian multinational, committed to total customer satisfaction and enhancing shareholder value. L&T-ites shall be an innovative, entrepreneurial and empowered team constantly creating value and attaining global benchmarks. L&T shall foster a culture of caring, trust and continuous learning while meeting expectations of employees, stakeholders and society.A strategic leader is not only crucial in ensuring that the strategic mission and vision are aligned with the strategic intent of leadership, but also that intent is properly communicated throughout the organisation. Properly doing this can maintain a consistent strategic vision. Which of the habits of strategic leaders does this statement align to? a. Habit 4: Articulating Strategic Intent b. Habit 3: Anticipating the Future c. Habit 2: Agility – Developing the Strategic Mindset d. Habit 6: Assuring Results