MGSC01H3 Chapter 11: MGTC41 - Chapter 11
13 Feb 2012
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Document Summary
Task of managing an overall enterprise and influencing organizational outcomes. Deciding what to do; the central, integrated, externally oriented concept of how we will achieve our objectives: arenas, staging, vehicles, differentiators, economic logic. Executing what you ve planned to do ; using implementation levers and strategic leadership. Phenomenon whereby firms tend to be better at generating new knowledge than at creating new products based on that knowledge. Difference between what firms know and what they do. Core organizational values widely held and shared by an organization s members. Mechanisms used by strategic leaders to help execute a firm s strategy. Relatively stable arrangement of responsibilities, tasks, and people within an organization. Form of organization revolving around specific value-chain functions. Ie) finance, sales and marketing, production, and r&d. Form of organization in which divisions are organized around product or geographic markets and are often self-sufficient in terms of functional expertise.
