Grammar
Who – People
That –Things
They’re – Their
Subject-Verb Disagreement (those kind, profits has)
Preposition at end of sentence: (several possible examples)
He lead his people well.
Sentence fragments.
Careless errors (punctuation, capitalizing in middle of
sentence, apostrophes, commas (too many or too few)
Overly-long paragraphs
1
MGT 4153
Dr. Jimmy Richardson
Role in Strategic Direction
Organizational goal is a desired state of affairs that the
organization attempts to reach. Top executives decide
organizational goals.
Q1: A company’s strategic intent or direction reflects
managers’ systematic analysis of organizational and
environmental factors. Agree or Disagree?
Organizational design is the administration and execution of the
strategic plan.
3
Long
Strategic Intent
Means that all the organization’s energies and resources are
directed toward a focused, unifying and compelling overall
goal. Three aspects related to strategic intent are the mission,
core competencies and competitive advantage.
Mission – reason for existence.
Mission statement communicates to current and prospective
employees customers, investors, suppliers and competitors
what the organization stands for and is trying to achieve.
4
Long
"The Coca-Cola Promise: The Coca-Cola Company exists
to benefit and refresh everyone it touches. The basic
proposition of our business is simple, solid, and timeless.
When we bring refreshment, value, joy and fun to our
stakeholders, then we successfully nurture and protect our
brands, particularly Coca-Cola. That is the key to fulfilling
our ultimate obligation to provide consistently attractive
returns to the owners of our business."
5
Long
Our Mission Statement
The mission of Southwest Airlines is dedication
to the highest quality of Customer Service
delivered with a sense of warmth, friendliness,
individual pride, and Company Spirit.
6
Long
Question 2: The best business strategy is
to make products and services as
distinctive as possible to gain an edge in
the marketplace. (Agree or Disagree)
7
Long
Core Competence or Competencies
Something the organization does especially well in comparison to its
competitors. (Ex: superior R&D, tech skills, exceptional customer
service)
8
Long
Competitive Advantage
What sets the organization apart from others and
provides it with a distinctive edge for meeting customer
or client needs in the marketplace. (Walgreens)
Operative Goals represent the primary tasks of the
organization where official or overall goals describe more
of a value system.
9
Long
Framework for Selecting Strategy and
Design
A strategy is a plan for interacting with the competitive
environment to achieve organizational goals. Goals are where the
organization wants to go and strategies define how it plans to get
there.
Two models for formulating competitive strategies are the Porter
model and Miles and Snow’s strategy typology.
10
Long
Porter’s Competitive Strategies
(page 60-63)
 Low-Cost Leadership: Concentrates internally on cost reduction and
efficiency
 Differentiation: Concentrates externally on quality and customer
perceptions
 Focus: Concentrates cost or differentiation by geographic or buyer group
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Long
Miles & Snow’s Strategy Typology
 Prospector: Innovation, risks, new opportunities, and
growth (Nike, Facebook, Google, MySpace)
 Defender: Risk avoidance, stability/retrenchment,
efficiency, and control (Paramount)
 Analyzer: Core stability, peripheral innovation, diverse
approach depending on product (Midway between
Prospector and Defender – [Amazon.com])
 Reactor: No mission, goals, strategy (No strategy at all!)
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(Dell)
 (Porter’s Competitive Strategies & Miles and Snow’s Strategy Typology compared on
page 65)
Question 3: The best measures of
business performance are financial.
(Agree or Disagree)
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Long
Contingency Approaches to the Measurement of
Organizational Effectiveness
External Environment
Organization
Resource
Inputs
Resource-based
approach
14
(page 76)
Internal
activities
and
processes
Internal
process
approach
Product and
Service
Outputs
Goal
approach
Four Models of Effectiveness Values
STRUCTURE
Flexibility
F
O
C
U
S
Human Relations Emphasis
Open Systems Emphasis
Primary Goal: human resource
development
Subgoals: cohesion, morale, training
Primary Goal: growth,
resource acquisition
Subgoals: flexibility, readiness,
external evaluation
Internal
Internal Process Emphasis
Rational Goal Emphasis
Primary Goal: stability, equilibrium
Primary Goal: productivity, efficiency,
profit
Subgoals: planning, goal setting
Subgoals: information management,
communication
Control
15
Long
External