管理文献选读
课 程 名 称：
管理文献选读
专
业：
企业管理
学
号：
19728003
姓
名：
胜利 Baltabekova Kymbat
成
绩：
二〇一九年十二月
1. Time management ( also contains ‘’Managing oneself’’ literature observation)
2.What is strategy
3. Crafting strategy
4. Deliberate and emergent types of strategies
5. Dinamic capabilities and strategic managemnet
During selected reading class I have learnt a lot of new things. Before I had general
knowledge about subject topics. I like this class from very start. And I strongly belive that
this class is survively important for us. For future managers and who knows, maybe even the
owners of their own corporations.This class deepens on management. The managing oneself
and the company. Our teacher started this class with the topic managing oneself. The main
suggested literatures were ‘’ Seven habbits of highly effective people’’ by Steven Covey and
‘’Managing oneself’’ by Peter Drucker. The first book considered to be world best seller must
read book in self-development ganre. I have read this book two years ago. And surely will
keep it as desk book for whole life. To be sure, I was nicely amazed with suggestion of our
teacher. The second book was new for me. I have read it. I got the understanding about
manger’s self time management and future image. Made by the suggestion of the book - the
monkey in the mirror practice. The practice pushes you to look at yourself in future, create
your future immage and start to work on realizationn of it. The final point was how teacher
gave us the ‘’Self time management sheet’’. That time I felt myself as not having a class, but
as in self development semenare. Contunualy we learnt what is company’s stategy. Before I
thought that strategy and operation are the same. But it turns out that they are complitely
different. The strategy is what company stands for, what features differentiates the company
from another companies- the company’s uniqness. It is building the image of the company, as
well as is the key to profitability and competitiveness. The main goal is to differentiate
against competitors, and strengthen their own positions.
For example the strategy of Domino's Pizza is:
"Fast delivery of hot pizza no more than 30 minutes after order acceptance. Reasonable
prices, reasonable profits."
Microsoft Corporation-software manufacturing strategy is:
For years, Microsoft has been driven by a strategic vision: "a Computer in every home,
on every desktop, plus top-notch software." However, the advent of the Internet and the
widespread adoption of electronic devices other than PCs, such as pocket calculators and
set-top boxes, forced Microsoft in 1999 to expand the vision as follows: "to Provide new
opportunities anytime, anywhere, on any device with first-class software."
Strategy and leadership are always goes together. There no success in business without
good strategy applied.
What about operational management, it is also necessary for company. It is about performing
similar operations better than other players in the market. It includes, but is not limited to, the
lowest cost operations. It is related to activities that allow the company to make better use of
existing factors of production, for example by reducing product defects or by rapidly
developing better products. Only the maximum improvement of all business operations
allows a small firm to compete with the giants of the market, which can afford to focus on
strategic directions.
Strategy creates by the key members of company. By management association. It brings the
crafting strategy conception.
What likely springs to mind is an image of orderly thinking: a senior manager, or a group of
them, sitting in an office formulating courses of action that everyone else will implement on
schedule. The keynote is reason—rational control, the systematic analysis of competitors and
markets, of company strengths and weaknesses, the combination of these analyses producing
clear, explicit, full-blown strategies.
Now imagine someone crafting strategy. A wholly different image likely results, as different
from planning as craft is from mechanization. Craft evokes traditional skill, dedication,
perfection through the mastery of detail. What springs to mind is not so much thinking and
reason as involvement, a feeling of intimacy and harmony with the materials at hand,
developed through long experience and commitment. Formulation and implementation merge
into a fluid process of learning through which creative strategies evolve.
Also, strategy has it’s types of formation deliberate and emergent. The difference
between deliberate strategy and emergent strategy is a distinct one and businesses can adopt
either approach for strategy formulation. Adopting a deliberate approach is difficult due to
many unforeseen changes in the business environment, however, it is not impossible to
achieve a competitive advantage based on this method. Emergent strategy, on the other hand,
serves as a more flexible alternative to deliberate strategy where the businesses can learn and
grow with the environmental changes.
Strategy types can be planned, enterprenual, ideological, umbrella, process, unconnected,
composes and imposed.
Planned strategy is when all processes and goals planned in detail by laeding group of the
company. In this strategy all is predictable. No surprizes. All actions are taken care
beforehand.
Enterprenual is when company directed and hold by one indivisual. Usually by company
owner. He makes decisions by himself and has independent company vision.
Vision can be made by whole company members. And it cames out to the company ideology.
It calls ideological strategy.
The umbbrella strategy is when the main directions put by several company leaders and
implements into realization by another workers. Leaders porsue them to implement it, but
don’t do it by themselves. They guide directly.
In the proccess strategy company headquarters don’t direct collrctive directly. They settle the
goals and share it with company managers for their realization by guiding company workers.
Unconnected strategy is when company members act independently from each other. Central
management don’t settle them exact goal and guide. Workers act by themselves.
Consensus strategy is when collective has the same view and directs by itself. It doesn’t need
any leaders or managers.
Sometimes, inspite having it’s own leaders the company strategy can be made with the great
impact of outside factors as goverment or stronger corporations. Company can’t resist to their
influence. This strategy calls as imposed.
Now let’s think about How do firms compete? How do firms earn above normal returns?
What's needed to sustain superior performance long term? An increasingly powerful answer
to these fundamental questions of business strategy lies in the concept of dynamic
capabilities. These are the skills, processes, routines, organizational structures, and
disciplines that enable firms to build, employ, and orchestrate intangible assets relevant to
satisfying customer needs, and which cannot be readily replicated by competitors.
There are three existing paradigms and describe aspects of an emerging new paradigm that is
dynamic capabilities. They are: Competitive forces approach , Strategic conflict approach,
Resource-based perspective and Dynamic capabilities approach.
Competitive Forces : Views the essence of competitive strategy formulation as ‘relating a
company to its environment.
Strategic conflict: This approach utilizes the tools of game theory to analyze the nature of
competitive interaction between rival firms.
Resource-based perspective : This approach focuses on the economic rents accruing to the
owners of scarce firm-specific resources rather than the economic profits from product market
positioning.
The dynamic capabilities approach: The ability to achieve new forms of competitive
advantage as ‘dynamic capabilities’ to emphasize two key aspects . Dynamic-the capacity to
renew competences so as to achieve congruence with the changing business environment
Capabilities- the key role of strategic management in appropriately adapting, integrating, and
reconfiguring internal and external organizational skills, resources, and functional
competences to match the requirements of a changing environment.
Markets and strategic capabilities : The properties of internal organization cannot be
replicated by a portfolio of business units amalgamated just through formal contracts as many
distinctive elements of internal organization simply cannot be replicated in the market.
3 categories will help determine a firm’s distinctive competence and dynamic capabilities:
processes, positions, and paths. Organizational and managerial processes are:
Coordination/integration (a static concept): the way production is organized by management
inside the firm is the source of differences in firms’ competence in various domains.
(coordinative routines.) competence/capability is embedded in distinct ways of coordinating
and combining helps to explain how and why seemingly minor technological changes can
have devastating impacts on incumbent firms’ abilities to compete in a market.
Positions difficult-to-trade knowledge assets and assets complementary to them, as well
as its reputational and relational assets determine its competitive advantage . There are can be
Technological assets, Complementary assets, Financial assets,
Reputational assets,
Structural assets, Institutional assets and Market (structure) assets.
Path is where a firm can go is a function of its current position and the paths ahead. Path
dependencies recognizes that ‘history matters.’ The importance of path dependencies is
amplified where conditions of increasing returns to adoption exist.
In the presence of
increasing returns, firms can compete passively, or they may compete strategically through
technology-sponsoring activities.
Technological opportunities
technological opportunities may not be completely exogenous
to industry, not only because some firms have the capacity to engage in or at least support
basic research, but also because technological opportunities are often fed by innovative
activity itself.
Replicability and imitatability of organizational processes and positions involves transferring
or redeploying competences from one concrete economic setting to another.
Imitation is simply replication performed by a competitor. In competitive markets, it is the
ease of imitation that determines the sustainability of competitive advantage.
The more tacit
the firm’s productive knowledge, the harder it is to replicate by the firm itself or its
competitors.