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The following are examples of courses on Strategy.
Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, CasesArthur A. Thompson Jr., University of Alabama ISBN: 0072847700 (Please note that all files marked on our server cannot be accessible on line. You can download the same files from the book site at McGraw-Hill).
Table of Contents Legend
Table of Contents ( Sequence of study is to read each chapter from McGraw-Hill. Then download 2,and go through the slides. Then investigate the links on 4.Then respond on Quiz 3, also make each case as required, , and e mail it to instructor . )Please click on the arrows.
Resources
Guide to Case Analysis Our Server Click here to visit Business Around The World.
Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases, 2/e
ISBN: 0072989904
To view the sample chapter 2, please click
Strategic Management: Concepts and Cases
Table of Contents Legend
Table of Contents Please click on the arrows.
Appendix: A Guide to Case Analysis A Guide to Case Analysis Click here to for the Guide to Case Analysis PDF file. Case Web Links Click Here to see the Case Web Links Grid. Sample Chapter Click here for the Online Cases. Click here for Chapter Seven (346 KB) Our Server
Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases, 14/e
Art A. Thompson, University of Alabama
ISBN: 0072844485
Strategic Management: Text and Cases: Creating Competitive Advantages, 2/e
Gregory G. Dess, University of Texas at Dallas
ISBN: 0072933917
Part Four: Case Analysis For a look at the Complete TOC download:
You will need Adobe Acrobat Reader™ installed on your system to view the complete TOC. For the free download, click here
Metatext Resources (examples) Please note that Metatext format is available for the above and an example can be found through following link.
Strategic Management: Concepts and Cases
Please note that the following are essential reading for a course in strategy. Also can be used as courses on their own. [ 1] Business Policy and Strategic Managment This material is about decision making which determines whether a firm excels, survives, or dies. This decision process is called "strategic management." The job of strategic managers is to make the best use of a firm's resources in a changing environment. The material is designed to help you integrate the functional tools you have learned. These include the analytical tools of production operations management, marketing management, financial management, accounting, physical distribution and logistics, and personnel and labor relation. All of these provide help in analyzing business problems. The material provide you with an opportunity to learn when to use which tools and how to deal with trade-offs when you cannot maximize the results or preferences of all the functional areas simultaneously. Understanding a company's strategy and effectiveness is not easy. It requires that you look at how the company has come to grips with the challenges and opportunities facing it. It requires that you make judgments about whether the business or other organization is well run and how to improve its operations and results. This is a challenging job, the job of top managers of divisions or companies. It will provide you with a new understanding of how companies succeed or fail. More... [ 2] STRATEGIC MANAGEMENT: AN INTEGRATIVE PERSPECTIVE Planning is an elusive subject. There is no such thing as "an effective unique way to plan". Planning is a complex social activity that cannot be simply structured by rules of thumbs or quantitative procedures. The essence of planning is to organize, in a disciplined way, the major tasks that the firm has to address to maintain an operational efficiency in its existing businesses and to guide the organization into a new and better future. An effective planning system has to deal with two relevant dimensions: responding to changes in the external environment and creatively deploying internal resources to improve the competitive position of the firm. The maintenance of a vigilant attitude toward external changes is a major driving force behind the capability shown by firms to survive in a hostile environment. The lack of alertness to changes in economic, competitive, social, political, technological, demographic, and legal factors can become extremely detrimental for the sustained growth and profitability of firms. More... [ 3 ] HOW TO HARNESS CHANGE FOR SUCCESS, Although we know a good deal about the conditions and processes of change, we have no satisfactory explanation of why change occurs. Possibly the explanation lies in the human capacity for becoming bored. Most of the higher species, whenever not hunting, eating, or mating, simply go to sleep - as much as twenty hours a day. Humans cannot sleep that much, and human boredom may be the true cause of social change [Hirschman, 1982] Another asnwer is simply to assume that change is a constant in the universe, which needs no explanation. A constant is something which is always present. Populations grow and decline; fashions come and go; mountains are pushed upward and erode away; even the sun is gradully burning itself out. More...[ 4 ] Competition existed long before strategy. Competition began with life itself. The first one-cell organisms required certain resources for maintenance of life. When those resources were adequate, then each generation became greater in number than the preceding one. If there had been no limitation on required resources, then exponential growth would have led to infinite numbers. But as life evolved, the single-cell life form became a food resource for more complex life. With increasing complexity, each level became the resource for the next higher level. When two competitors were in perpetual competition, one inevitably displaced the other, unless something prevented it. In the absence of some counterbalancing force to maintain a stable equilibrium between the two competitors by giving each an advantage in its own territory, only one competitor survived. More... [ 5 ] Business Wargames by Barrie G. James It is unlikely in the foreseeable future that the world will return to a period of sustained non-inflationary growth, and companies must therefore face the fact that survival and growth is now largely dependent on taking markets away from competitors, protecting business from competitive aggression, and deterring an assault on their markets. Business has always been competitive, but now more than ever companies require strategies which truly reflect the combative nature of the market-place. The closest analogy to current market conditions is war. Despite differences in degree and in kind between business and military conflict, there are remarkable similarities between the two sets of precepts. Companies and armies share common strategic manoeuvres in terms of deterrence, offence, defence and alliance. They are similar in the way in which they are organized and structured. They use equivalent systems and procedures and rely on the same functions - intelligence, weaponry, logistics and communications - to provide a combat edge. The resemblance between the two forms of conflict is not surprising since both companies and armies are organizationally designed for one purpose - to fight, whether in the market or on the battlefield. More... [ 6]
Translating Strategy into action. The Balanced Scorecard.
Please see Building Strategy-Focused Organizations with the Balanced Scorecard By Mr. Robert S. Kaplan [ 7] Essential Readings Competitive
Strategy...
( our server only )
A summary of the introduction of Michael Porter books. Also Strategy ( our server only ) The above summaries are available on our computer.
Please see
Creating Competitive Advantage Through Organizational Learning by
David A. Garvin Please see
Getting Global Strategy Right by Pankaj Ghemawat Please see
Judo Strategy by David B. Yoffie Please see
Strategy is Destiny: A Perspective on Leadership by Robert Burgelman Please see
Managing People for Competitive Advantage by Christopher A. Bartlett Please see
Return on Management by Robert Simons Please see
Strategic Alliances: The Power of Partnering Between Nonprofits and Businesses
by James Austin Please see
The New Strategic Weapon: Information Technology by F. Warren McFarlan Please see
Where Do Great Strategies Come From? by Jan W. Rivkin Please see
Competing in High-Velocity Industries by William P. Barnett Please see
Fatal Ascent: Leadership Lessons from the 1996 Everest Tragedy by Michael A.
Roberto Please see
Defining Moments: A Framework for Moral Decisions by Joseph L. Badaracco Jr. Please see
Entrepreneurial Marketing by Joseph B. Lassiter III Please see
Fostering Innovation: 11 1/2 Weird Ideas that Work by Robert I. Sutton Please see
Irrational Succession: The Role of the Board in CEO Selection by Rakesh
Khurana Please see
The Politics of Innovation by Debora L. Spar Please see
How to Make Ideas Stick by Chip Heath Please see
The Life Sciences Revolution: Changing the Language of Business by Juan
Enriquez Please see
The Opportunity and Threat
of Disruptive Technologies by Clayton M. Christensen Please see
Consumer-Driven Health
Care: A Revolution for Employers, Consumers, and Providers by Regina
E. Herzlinger Please see Why
Customers Matter by W. Earl Sasser Please see Sprint
Selling & Turbo-Charged Market Development by Benson P. Shapiro | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Copyright © 1997-2006 [A & A Trading Enterprises]. All rights reserved.
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Preface (78.0K) 
Endnotes (170.0K) 
Dess2e
Text and Cases Complete Table of Contents (232K) 
