Commerce 4PA3 - Ch 1-11 Exam with Correct
Answers
, - Pace will be slow
- Need to understand situation before making major
commitments
- Incrementalism: leadership is participative and
dominated by careful, incremental steps
- Preliminary Work:
Build personal conviction that change is needed
Two routes: do Diamond-E analysis and conclude that
proceeding as is will not create satisfactory
performance or have vision of business in future and
work backwards
Target Groups:
- Identifyprioritytargets
- Have open mind about situation, have influence in
organization, have good relationship
First Steps:
- Sense strategic needs and develop early awareness
o Implement partial solutions to strategic
problems
o Incorporate feedback at all stages
o Build commitment as info develop
1. What businesses/industries should we be operating
in?
3 questions for multi 2. How should we manage these businesses?
business organizations? 3. Is the cost of corporate headquarters less than the
value created by having
different businesses in one corporation?
1. Priority Taregts
Action Priorities 2. Picking starting Points for Action
3. Focus vs Scope
, Actual state now (A) strategy developed
principle / agent relationship, ownership vs.
Agency theory contractor,
commission
- Check product market entry strategies
Aggregate Competitive - Assess attractiveness of market as determined by
Conditions (competition) aggregate competitive
conditions (Porter's model)
- Urgency for action - how clear and pressing are
forces driving action
- Organizational readiness - who will be most
Analysis for Starting
involved or affected by the change and are they
Conditions
ready
- Personal readiness - how well-prepared are you to
lead the change
- Mixed blessing
- Allows time to think and act in a considered way
- Lack of pressure can be an obstacle to change
- Anticipatory Change Conditions: Strategic
performance is healthy, Events of concern are events
of the future
Anticipatory Change - Management Issues: Problem is not that clear, To do
nothing puts business at risk of being late, To go to far
might mean committing to changes that turn out
wrong, Lack of urgency for change
among people in the organization, Limited ability to
prove that change is necessary, Need credibility to
influence direction of the business
Assessment of 1. Operating performance
organizational 2. Organizational health
performance is based on:
Increase if concentrated or purchase in large
bargaining power of
volumes, have full information, face
buyers
few switching costs, earn low profits
Answers
, - Pace will be slow
- Need to understand situation before making major
commitments
- Incrementalism: leadership is participative and
dominated by careful, incremental steps
- Preliminary Work:
Build personal conviction that change is needed
Two routes: do Diamond-E analysis and conclude that
proceeding as is will not create satisfactory
performance or have vision of business in future and
work backwards
Target Groups:
- Identifyprioritytargets
- Have open mind about situation, have influence in
organization, have good relationship
First Steps:
- Sense strategic needs and develop early awareness
o Implement partial solutions to strategic
problems
o Incorporate feedback at all stages
o Build commitment as info develop
1. What businesses/industries should we be operating
in?
3 questions for multi 2. How should we manage these businesses?
business organizations? 3. Is the cost of corporate headquarters less than the
value created by having
different businesses in one corporation?
1. Priority Taregts
Action Priorities 2. Picking starting Points for Action
3. Focus vs Scope
, Actual state now (A) strategy developed
principle / agent relationship, ownership vs.
Agency theory contractor,
commission
- Check product market entry strategies
Aggregate Competitive - Assess attractiveness of market as determined by
Conditions (competition) aggregate competitive
conditions (Porter's model)
- Urgency for action - how clear and pressing are
forces driving action
- Organizational readiness - who will be most
Analysis for Starting
involved or affected by the change and are they
Conditions
ready
- Personal readiness - how well-prepared are you to
lead the change
- Mixed blessing
- Allows time to think and act in a considered way
- Lack of pressure can be an obstacle to change
- Anticipatory Change Conditions: Strategic
performance is healthy, Events of concern are events
of the future
Anticipatory Change - Management Issues: Problem is not that clear, To do
nothing puts business at risk of being late, To go to far
might mean committing to changes that turn out
wrong, Lack of urgency for change
among people in the organization, Limited ability to
prove that change is necessary, Need credibility to
influence direction of the business
Assessment of 1. Operating performance
organizational 2. Organizational health
performance is based on:
Increase if concentrated or purchase in large
bargaining power of
volumes, have full information, face
buyers
few switching costs, earn low profits
