MGMT 5560- Int'l Strat Mgmt Exam 1
2 Biggest Course Questions? - ANS-"Why do a little firms
Consistently outperform others?"
"How can MY organization
constantly outperform others?"
3 Types of Resources:
Intangible - ANS-assets which might be difficult to perceive and account for and are usually
embedded in precise routines and practices, such as human resources, innovation assets, and
reputation sources
three Types of Resources:
Organizational Capabilities - ANS-The abilities and abilties that a organization employs to
transform inputs into outputs
three Types of Resources:
Tangible - ANS-organizational assets which can be tremendously easy to identify, which
includes bodily belongings, financial resources, organizational sources, and technological
resources.
Three Types of Resources: - ANS-Tangible
Intangible
Organizational Capabilities
Coherence in Strategic Direction:
Hierarchy of Goals - ANS-Goals ranging from those which can be much less precise but
capable of evoke effective and compelling intellectual snap shots those which can be more
specific and measurable
-Vision, task announcement, strategic objectives
-General to unique
-Long time horizon to Short time horizon
Coherence in Strategic Direction:
Mission Statement - ANS--Set of dreams that encompass each the reason of the agency, its
scope of operations, and the premise of its competitive gain
-Has the finest impact while it displays an corporation's enduring, overarching strategic priorities
and aggressive positioning
Coherence in Strategic Direction:
,Organizational Vision - ANS--Goal that is "hugely inspiring, overarching, and long time"
-Represents a destination that is pushed through and conjures up ardour
organizational desires that evokes powerful and compelling intellectual photos
Coherence in Strategic Direction:
Strategic Objectives - ANS--Goals which are used to operationalize the venture statement
-Specific, measurable, appropriate, sensible, well timed
Coherence in Strategic Direction:
Strategic Objectives:
Appropriate - ANS-it need to be steady with the business enterprise's vision and challenge
Coherence in Strategic Direction:
Strategic Objectives:
Measurable - ANS-there must be as a minimum one indicator that measures development
towards gratifying the goal
Coherence in Strategic Direction:
Strategic Objectives:
Realistic - ANS-ought to be an potential goal given the employer's capabilities and opportunities
inside the surroundings. In essence, it have to be challengeable however possible.
Coherence in Strategic Direction:
Strategic Objectives:
Specific - ANS-this affords a clear message as to what needs to be achieved
Coherence in Strategic Direction:
Strategic Objectives:
Timely - ANS-there have to be a time frame for reaching the goal.
Competitive Advantage - ANS-When a corporation is able to outperform different corporations in
its industry.
Completing a Resource Based View Analysis - ANS-1. Identify the critical sources and talents
for your organisation
-Make sure you become aware of tangible and intangible assets and talents.
2. Which of these sources (if any) are precious, uncommon, difficult to mimic and expensive to
substituted (all 4)? If none have all 4 qualities are there some which are near? Explain.
Completing a Value Chain Analysis: - ANS-1. Identify what the price chain looks as if to your
employer
-What are the secondary activities?
-What are the primary sports?
, 2. Identify those activities (probable among 0 and three) that upload the maximum cost for your
enterprise and as a result can be a supply of competitive gain
Corporate Governance - ANS-The courting amongst diverse members in determining the course
and overall performance of agencies
-the connection amongst various individuals in determining the route and overall performance of
agencies. The number one individuals are
1) the shareholders
2) the control
3) the board of directors
Corporate Governance:
Board of Directors - ANS--Elected representatives of the proprietors
-Ensure pastimes and motives of control are aligned with those of the owners
Crowdsourcing - ANS-Tapping of the "latent of the net crowd"
-Linux, Amazon, Wikipedia
practice in which the net is used to tap a wide range of people and agencies to generate ideas
and solve troubles
Defining Strategic Management (3):
Actions - ANS-Allocate essential resources
Design the enterprise to deliver meant techniques to reality
Defining Strategic Management (3):
Analysis - ANS-Strategic desires
Internal and outside environment of the company
Defining Strategic Management (three):
Strategic Decisions - ANS-What industries should we compete in?
How ought to we compete in those industries?
Defining Strategic Management (three): - ANS-Analysis
Strategic Decisions
Actions
Environmental Forecasting - ANS-Plausible projections approximately route, scope, speed and
intensity of environmental exchange
Environmental Forecasting Scenario Analysis - ANS-includes experts' precise tests of societal
trends, economics, politics, technology, or different dimensions of the external surroundings
-AT&T 1993 future technology predictions
Evaluating Firm Performance (2):
2 Biggest Course Questions? - ANS-"Why do a little firms
Consistently outperform others?"
"How can MY organization
constantly outperform others?"
3 Types of Resources:
Intangible - ANS-assets which might be difficult to perceive and account for and are usually
embedded in precise routines and practices, such as human resources, innovation assets, and
reputation sources
three Types of Resources:
Organizational Capabilities - ANS-The abilities and abilties that a organization employs to
transform inputs into outputs
three Types of Resources:
Tangible - ANS-organizational assets which can be tremendously easy to identify, which
includes bodily belongings, financial resources, organizational sources, and technological
resources.
Three Types of Resources: - ANS-Tangible
Intangible
Organizational Capabilities
Coherence in Strategic Direction:
Hierarchy of Goals - ANS-Goals ranging from those which can be much less precise but
capable of evoke effective and compelling intellectual snap shots those which can be more
specific and measurable
-Vision, task announcement, strategic objectives
-General to unique
-Long time horizon to Short time horizon
Coherence in Strategic Direction:
Mission Statement - ANS--Set of dreams that encompass each the reason of the agency, its
scope of operations, and the premise of its competitive gain
-Has the finest impact while it displays an corporation's enduring, overarching strategic priorities
and aggressive positioning
Coherence in Strategic Direction:
,Organizational Vision - ANS--Goal that is "hugely inspiring, overarching, and long time"
-Represents a destination that is pushed through and conjures up ardour
organizational desires that evokes powerful and compelling intellectual photos
Coherence in Strategic Direction:
Strategic Objectives - ANS--Goals which are used to operationalize the venture statement
-Specific, measurable, appropriate, sensible, well timed
Coherence in Strategic Direction:
Strategic Objectives:
Appropriate - ANS-it need to be steady with the business enterprise's vision and challenge
Coherence in Strategic Direction:
Strategic Objectives:
Measurable - ANS-there must be as a minimum one indicator that measures development
towards gratifying the goal
Coherence in Strategic Direction:
Strategic Objectives:
Realistic - ANS-ought to be an potential goal given the employer's capabilities and opportunities
inside the surroundings. In essence, it have to be challengeable however possible.
Coherence in Strategic Direction:
Strategic Objectives:
Specific - ANS-this affords a clear message as to what needs to be achieved
Coherence in Strategic Direction:
Strategic Objectives:
Timely - ANS-there have to be a time frame for reaching the goal.
Competitive Advantage - ANS-When a corporation is able to outperform different corporations in
its industry.
Completing a Resource Based View Analysis - ANS-1. Identify the critical sources and talents
for your organisation
-Make sure you become aware of tangible and intangible assets and talents.
2. Which of these sources (if any) are precious, uncommon, difficult to mimic and expensive to
substituted (all 4)? If none have all 4 qualities are there some which are near? Explain.
Completing a Value Chain Analysis: - ANS-1. Identify what the price chain looks as if to your
employer
-What are the secondary activities?
-What are the primary sports?
, 2. Identify those activities (probable among 0 and three) that upload the maximum cost for your
enterprise and as a result can be a supply of competitive gain
Corporate Governance - ANS-The courting amongst diverse members in determining the course
and overall performance of agencies
-the connection amongst various individuals in determining the route and overall performance of
agencies. The number one individuals are
1) the shareholders
2) the control
3) the board of directors
Corporate Governance:
Board of Directors - ANS--Elected representatives of the proprietors
-Ensure pastimes and motives of control are aligned with those of the owners
Crowdsourcing - ANS-Tapping of the "latent of the net crowd"
-Linux, Amazon, Wikipedia
practice in which the net is used to tap a wide range of people and agencies to generate ideas
and solve troubles
Defining Strategic Management (3):
Actions - ANS-Allocate essential resources
Design the enterprise to deliver meant techniques to reality
Defining Strategic Management (3):
Analysis - ANS-Strategic desires
Internal and outside environment of the company
Defining Strategic Management (three):
Strategic Decisions - ANS-What industries should we compete in?
How ought to we compete in those industries?
Defining Strategic Management (three): - ANS-Analysis
Strategic Decisions
Actions
Environmental Forecasting - ANS-Plausible projections approximately route, scope, speed and
intensity of environmental exchange
Environmental Forecasting Scenario Analysis - ANS-includes experts' precise tests of societal
trends, economics, politics, technology, or different dimensions of the external surroundings
-AT&T 1993 future technology predictions
Evaluating Firm Performance (2):
