Business environment lecture 1 Rahat Kazmi
-
Upload
rahat-kazmi -
Category
Education
-
view
193 -
download
6
Transcript of Business environment lecture 1 Rahat Kazmi
Course:BTECHNCBusiness/Similar/NewManagersModule:BusinessEnvironment
Lecture1– Introduction
Preparedby:RahatKazmi
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
BusinessEnvironmentPartA• Organisationsandtheirobjectives• Responsibilitiesoforganisations• Consumerprotection• PeopleintheworkplacePartB• Resourceissuesandeconomicsystems• Marketdemand• Marketsupplyandprice• Productionandcosts• MarkettypesandmarketforcesPartC• InternationaltradeandtheEuropeandimension
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
PartA:BusinessEnvironment-OrganisationsandtheirobjectivesToday’slectureon:-1. Thesizeandtypesoforganisations2. Thenatureofthepublicandprivatesectors3. Thenatureoftheprimary,secondaryand
tertiarysectors4. Businessmissionsandobjectives5. Stakeholderexpectations
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Thesizeandtypesoforganisations
• Whatisanorganisation?Keywordsplease...
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
ABusinessOrganisation• Existstoprovidegoodsandservicesusuallyataprofit• Profitmaynotbethesoleaimofthebusinessorganisation
• U.K.– privatesector,growninrecentyearsduetostateowner=dcompaniesbecomingprivatised
• Businessorganisationscanrangeinsize,fromtheonemanbusinesstoplc’semployinglargenumbersofstaff
• ‘Asocialarrangementforthecontrolledperformanceofcollectivegoals’(Buchanan&Hucynski,2003)
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Thesizeandtypesoforganisations• “Anorganisationisanarrangementofpeoplepursuingcommongoals,achievingresultsandstandardsofperformance.”(BPP,2010,P.g.4)
• Asocial unit ofpeoplethatis structured andmanagedtomeeta need ortopursuecollective goals.Allorganizationshavea management structure thatdetermines relationships betweenthedifferent activities andthe members,andsubdividesand assigns roles, responsibilities,and authority tocarryoutdifferent tasks.Organizationsare open systems--theyaffectandareaffectedbytheir environment.
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Productsandservices
• AbusinessiscreatedtoPROVIDEeitherorbothofthefollowing...
• PRODUCTS – couldbemanufacturedandproducedbythecompany.Couldbepurchasedfrommanufacturersandsoldtotheenduser.Giveanexample...
• SERVICES – providesservicesthataresoldtotheenduserorcouldactasathirdpartymiddlemantosellservices.Examples?
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Characteristicsofabusiness
• Ownership - publicorprivate• Control – bytheowners;bythoseworkingonbehalfoftheowners;indirectlybygovernmentsponsors
• Activity– whattheydo• Profitandnon-profit orientation• Legalstatus– Ltd/Soletrader/Plc/partnerships• Size – staff,branches,sales,customersetc.• Sourcesoffinance– loans,funding,shareissuesetc.• Technology– usagelevels
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Characteristicsofabusiness
Whataffectsbusinessandhowtheyoperate?Keywordsplease...
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Theorganisation
newsweather
Stockmarket
Politicalforces
Demographicandculturalforces
Internationalforces
Customers
DistributorsGovernment
Unions
Suppliers
competitors
Environmentalforces
Economicforces
Technologicalforces
Thebusinessenvironment
Legalformsofbusinessorganisations
• Limitedcompanies• Soletraders• Partnerships• Cooperatives
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
ClassActivity
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Limitedcompanies
• Mustbeincorporatedwhenformed• Treatedasaseparateentity• Capableofowningproperty,employingpeople,makingcontracts,suingorbeingsued
• Continuityofsuccession• Ifthecompany/corporationfails,itsmembersareonlyliableforalimitedamountofthecompany’sdebtlimitedtothenominalvalueofitsshares(Parliament,1850’s)
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
LimitedCompanies
• CompaniesAct,1985,amended• Intendedtominimiserisk…Towho?
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
LimitedCompanies– Public&Private
• Twotypesoflimitedcompany:-1. PublicLimitedCompanies2. PrivateLimitedCompanies
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
PublicLimitedCompanies
• MemorandumofAssociationANDArticlesofAssociationmustbefiledbeforeitcanbeIncorporated
• Muststatethatitsharesareavailabletobepurchasedbythepublic
• Musthaveatleast2membersandonedirector
• Mustobtainacertificateoftradingfromtheregistrarofcompanies
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
PrivateLimitedCompanies
• MemorandumofAssociationANDArticlesofAssociationmustbefiledbeforeitcanbeIncorporated
• Maynotofferitssharestothepublic• Mayevenrestrictthetransferofsharesinternally• Nameofthecompanymustendwiththewords‘Limited’orLtd’
• Musthaveatleast2membersandonedirector• CanbegintradingstraightawayafterregisteredundertheCompaniesAct
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
DisadvantagesofLimitedLiability
• Liability islimited– difficultforsmallercompaniestogetfundingorborrow
• Banksmaybeunabletorecoverfundsborrowedifbusinessfails
• Legalproceduresareextensivewhensettingupacompany
• ProceduresforpublishingvariousfinancialaccountsoftheCompanyareextensive
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
CompanyDirectors
• ActasagentstotheCompany• Appointedbyshareholdersandmemberstoachievecompanygoals
• Dutytoacthonestly• DutytoactinthebestinterestoftheCompany• Dutytoavoidpossibleconflictsofinterest• ShouldnotmakeapersonalprofitfromtheDirectorshipotherthanthesalaryandfees
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
SizeofthebusinessCanmean..• Numberofemployees• Volumeofoutput• Volumeofsales• Assets• Profitsearned• networth• SMEs• Nationalandmulti-national
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
SoleTraders
• Simplestformofbusiness– onepersoninthebusiness,alone.
• Setuprequirementsandminimal• OWNERFULLYLIABLEFORANYDEBTSASTHEOWNERISTHEBUSINESS
• AllprofitsareliabletoincometaxratherthanCorporationTax
• NoformalaccountsarepublishedFollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
SoleTrader- Advantages
1. Formalitiesforstartingupareminimal2. Completeautonomytorunthebusinessas
theindividualwishes3. Profitsbelongtothetrader4. Variousbusinessexpensesareallowable
againstincometax5. Nopublicdisclosureofaccounts
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
SoleTrader- Disadvantages
• TraderisSOLELYresponsiblefordebtsofthebusiness
• Thetraderastheownersandmanagerofthebusinessisresponsibleforallaspectsofthebusiness(marketing,productdevelopment,sales,finance,etc.)
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Partnerships
• Apartnershipexistswhenmorethan2butlessthan20peopleagreetocarryoutabusinesstogether
• PartnershipAct,1890• Legalitiesareminimal• AdvisedtohaveaformalpartnershipsetupbyaSolicitor
• Membersofapartnershiparetheownersofallpropertyandareliableforitscontracts
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Partnerships
• Fullyresponsibleformeetingthedebtsofthecompany
• Partnersnotautomaticallyentitlestoasalary• Partnersareentitledtotheirpropershareoftheprofits
• Manyagreesalariedpartnerships• Somepartnershipconverttolimitedliabilitycompaniesduetoperceivedbenefits
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Partnerships– Advantages
• Fewformalitieswhensettinguppartnerships• Sharingofknowledgeandexperience• Sharingofthemanagementofthebusiness• Noobligationstopublishaccounts• Sharingofprofitsofthebusiness
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Partnership- Disadvantages
• Sharingoflossofthecompany• Eachpartnerliableforthedebtsofthepartnershipevenifitiscausedbytheotherpartners
• Riskthatpartnersmaynotbeabletoworktogetherpersonally
• Deathwillautomaticallydissolveapartnership• Bankruptcywillautomaticallydissolvethepartnership
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
CooperativeEnterprises
• Smallgroupsofpeoplewhowanttosetupabusinessalongexplicitlydemocraticlinesandwiththebenefitoflimitedliability
• FeaturedinBritishbusinessforover100years• Profitsofthebusinessgivenbacktothecustomer/consumerindividendsbasedontheamountofpurchasesoveraperiodoftime
• Individualscanbenefitnotonlyainvestors,butalsoasemployeese.g.JohnLewis
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
CooperativeEnterprises
• EncouragedbyU.K.governmentandbytheCooperativeDevelopmentAgencyestablishedin1978
• LEGISLATION– Industrial&ProvidentSocietiesAct,1965
• TheactstatedthatinsteadofMemorandumsandArticlesofAssociation,cooperativesshallhaveasetofrulesapprovedbytheRegistrarofFriendlySocieties
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Industrial&ProvidentSocietiesAct(1965)– RulesandPrinciples• Eachmembermusthaveequalcontrolonthe‘oneperson,onevote’principle
• Membersmustbenefitprimarilyfromtheirparticipationinthebusiness
• Interestonloansorsharecapitalistobelimited• Surplus/profitistobesharedbetweenmembersnproportiontotheircontributionstothecooperative
• Surplus/profitcanberetainedbythecompany• Membershipmustbeopentoallwhoqualify
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Industrial&ProvidentSocietiesAct,(1965)– RulesandPrinciples
• Theprincipleoflimitedliabilityappliedtoallmembersofthecooperative
• Thecooperativemustberegistered• Toberegistered,thecooperativemusthaveaminimumof7members
• Namesomecooperatives…
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Cooperatives- Advantages
• Theopportunityforgenuinepoolingofthecapitalbetweenagroupofpeople
• Encouragesactivecollaborationbetweenall• Enablesdecisionstobemadedemocratically• Providesrewardsonanequitablebasis• Ifregistered,provideslimitedliability
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Cooperatives- Disadvantages
• Lesslikelihoodofalevelofprofitabilityandgrowth
• Relationshipscandeteriorate,especiallywhensomeareseentobemakingsmallercontributions
• Democraticdecisionmakingcantakealotoftimebeforeactionistaken
• Membersnottrulydedicatedcancauseproblems
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Largeorganisations
Advantages?Explain...• Resources• Greaterdivisionofwork(Fayol/Taylor)• Careerprospects• Experts• Economiesofscale• Continuityofgoodsandservices
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Largeorganisations
Disadvantages?Explain...• Hierarchy• Diversified• Lotsofmaintenanceneeded• Coordinationproblems• Policycontrolissues• Tasksnotmotivating
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Internaleconomiesofscale
1. Specializationoflabour(Taylor)2. Divisionoflabour3. Specializedmachinery4. Dimensionaleconomies– volumeoutputv
sizeofequipmentneededtoprocesstheoutput
5. Buyingeconomies6. Stockholdings
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Advantagesofasmallbusiness
a) Competitiveb) Risktakersc) Betterinternalrelationshipsd) Specialistse) Localmarketsf) Expertconsultantsg) Suppliers/sub-contractorstolargerfirmsh) Largescaleproduction/servicingnotrequired
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Whytheeconomyhaschangedrecently
• De-industrialisation• Tradedeficit– importsgreaterthatexports• Shiftinoutputbetweensectors– northseaoilandgas
• AgricultureintheUKissmall– madcowdisease/footandmouth
• Declineinthesecondarysector,riseinthetertiarysectorcauseddecline
• Demandsshiftfromgoodstoservices• Declineinmanufacturing
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Consequencesofchange• Risingexchangerate– expensivetoexport,importingis
cheaper• Failedbusinesses• Diminishedmanufacturingindustry• Worldmarketconditions• Ethicaltradingissues• Overseascompetition• Technologicalprocess• Sunriseindustries– technicalcompanies• ReductionofSunsetindustries– steelworkers,shipbuilding
etc.• Unemployment/reducedconsumerspendingpowers
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
• ‘describes theorganizations basicfunction insociety,intermsoftheproductsandservices itproducesforitscitizens’.{Mintzberg}.
• missionstatements:whatarethey?(formalstatementsofanorganisation’smission).
• itshouldbebrief,flexibletoaccommodatechangeanddistinctive.
2.0}MISSION.
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
Øpurpose.Østrategy.Øpoliciesandstandardsofbehaviour.Øvalues.
Elementsofamission.
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
• Mission(Re-cap):- “describes theorganisation’s basicfunctioninsociety,intermoftheproductsandservicesitproducesforitsclients”.{Mintzberg}.
• Elementsofmission:-• Purpose:-Whydoesthecompanyexist?Isittodowithshareholders?Otherstakeholders?Highergoals?
Mission
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
q corporategovernance.q stakeholders.q businessethics.q culturalcontext.
Influencestomissionstatements.
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
ØBeingusedmerelyforPRØUsedtomakesenseofsomethingthathasalreadybeendonebyanorganization
ØIgnoringmissioninpursuitoforganization’sactivities.
ØToomuchof‘buzzwords’e.g.‘Tobethegreatest-------’
Whatmightgowrongwithamission?
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
ClassActivity2
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
• Values:- 1}The‘culturalgluethatenablestheorganisationtofunctionasaunity’.2}Valuescanincludeprinciplesofbusiness.
• - commitmenttosuppliersandstaff.• - Socialpolicye.g.onnon-discriminationorecology.• - Commitmenttocustomers.• 3}Loyaltyandcommitment,toemployees.• 4}Guidanceforbehaviour;- asenseofcommonpurpose
Values
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
- Discussthedifferencebetweenavisionandamission.Giveanexampleforeachfromanorganization(s)ofyourchoice.ExamplesofeffectiveVision statementsinclude:Alzheimer'sAssociation:"OurVision isaworldwithout Alzheimer'sdisease.“
Microsoft:"Empowerpeoplethroughgreatsoftwareanytime,anyplace,andonanydevice.“
AMission statement:Definesthepresentstateorpurpose ofanorganization;Answersthreequestions aboutwhyanorganizationexists-WHATitdoes;WHOitdoes itfor;andHOWitdoeswhatitdoes.ExamplesofeffectiveMissionstatementsinclude:Nissan:"Nissanprovidesuniqueandinnovativeautomotiveproductsandservicesthatdeliversuperior,measurablevaluestoallstakeholdersinalliancewithRenault."
Activity
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
§ mission:- agoodoneshouldnormallybeabouthereandnow,visionoftenisn’t.
§ vision:- usuallyvaguehencemayfailtoinspireandmotivatestaff.
§ onceavisionhasbeenachieved,whathappensnext?Itmayceasetohaveanyvalueunlessre-invented.
Discussthedifferencebetweenvisionandmission;guide.
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
vprofitabilityvgrowthvcashflowvr.o.c.e.vriskvqualityvaddedvaluevrevenue
corporateobjectives
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
• Mintzberg(1997)hasdefinedgoalsasbeing‘theintentionsbehinddecisionsoractions,thestatesofmindthatdriveindividualsorcollectivesofindividualscalledorganizationstodowhattheydo’
• Goalscaneitherbeoperationalornon-operationalExampleofoperationalgoal:anorganizationsellingIPad4mayhaveagoal‘toincreasemarketshareinWestLondonby3%’(operationalgoalexpressedasanobjectiveandthereforemeasurable).
Exampleofnon-operationalgoal:areligiousorganizationmayhaveagoalto‘helppeopleknowthetruth’(non-quantifiable)
Whatisagoal?
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
• AnobviousobjectiveonyourcurrentcareerpathistoachieveyourBTECFirst.Precise,measurabletargetswillhelpyoudothis.Youwillhavetoconcentrateondoingyourbestasyouachieveoneunitatatime.YoushouldsetthesegoalsusingSMARTobjectives.
•Specific – youneedaclearstatementaboutwhatyouwilldo.Usually,itisquantified,whichmeansithasanumberinit.For• example:‘CompleteBEAssignmentin8weeks.’
SMARTObjectives:
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
SMARTObjectives:
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
ClassActivity
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
• BppLearningMedia(2010)BusinessEssentials;SupportingHND/HNCandFoundationDegrees,BusinessEnvironment,2nd edition,Chap.1,pp.4-41
• BppLearningmedia (2010)CIMProfessionalCertificateinMarketingStudyText;AssessingTheMarketingEnvironment2nd edition,TheContextofOrganizations,Chap.1,pp.2-20
• BuchannanandHuczynski,A. (2003)OrganizationBehaviour;AnIntroductory text,4th Edition,Chap.1,pp.10-45
• Gilligan,C.andWilson,R.M.S(2009)StrategicMarketingPlanning2nd edition;wheredowewanttobe?Strategicdirectionandstrategyformulation.Chap.8,pp.297-336
• Hamel,G.andPrahalad,C.K.(1994)Competing fortheFuture:BreakthroughStrategiesforSeizingControlofYourIndustryandCreatingtheMarketsofTomorrow.Boston,MA:HarvardBusinessSchoolPress
• Johnson, G.andScholes,K.A.(2002)ExploringCorporateStrategy,2nd editionpp.239
• Mintzberg, H.(1987)CraftingStrategy,HarvardBusinessReview,65(4),pp.66-75• Mintzberg, H.(1994)TheRiseandFallofStrategicPlanning.HemelHempstead:
Prentice-HallInternational
References
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com
NextLecture
• Knowhowtoidentifyinternal,connectedandexternalorganization
• stakeholders.• Beabletoidentifyandmapdifferentandoftenconflicting
• Stakeholderinterestsandinfluencetotheorganization.
• Beabletoexplainstakeholderpower-influencematrix
• Beabletodiscuss responsibilitiesoforganisations
FollowhimonTwitter:twitter.com/srahatkazmi JoinFacebookFan’spage: facebook.com/TrainingConsultantVisitthewebsite: www.softskillsexperts.com