MGT492: Managing People & Organizations : The Strategic and Operational Planning Process Lecture...
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Transcript of MGT492: Managing People & Organizations : The Strategic and Operational Planning Process Lecture...
MGT492: Managing People & Organizations
Lecture 11:Chapter 5: : The Strategic and The Strategic and Operational Planning ProcessOperational Planning ProcessInstructor: Dr. Aisha AzharCOMSATS Virtual Campus
Last lecture overview
• Planning Dimensions• Types of plans– Standing versus single use plans
• Contingency plans• Strategic and Operational Planning• Industry and Competitive Situation Analysis
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Industry and Competitive Situation Analysis
• Situation Analysis– Draws out those features in a company’s
environment that most directly frame its strategic window of options and opportunities.
• Five Competitive Forces (Porter)– Rivalry among competing sellers in the industry– Threat of substitute products and services– Potential new entrants– Power of suppliers– Power of buyers 3
Starbuck’s Five-Force Competitive Analysis
Exhibit –54
Company Situation Analysis Steps
Exhibit 5–6
1. Assessment of the present strategy based on performance.
1. Assessment of the present strategy based on performance.
2. SWOT analysis.2. SWOT analysis.
3. Competitive Strength Assessment (competitive advantage).
3. Competitive Strength Assessment (competitive advantage).
4. Conclusions concerning competitive position.
4. Conclusions concerning competitive position.
5. Determination of the strategic issues and problems that need to be addressed through strategic processes.
5. Determination of the strategic issues and problems that need to be addressed through strategic processes.
5
SWOT Analysis for Starbucks Coffee
Exhibit 5–76
Competitive Strength Assessment for Starbucks Coffee
Exhibit 5–87
Competitive Advantage• Core Competency– A functional capability (strength) that the firm does
well and one that creates a competitive advantage for the firm.
• Benchmarking– The process of comparing an organization’s
products or services and processes with those of other companies.
• Environmental Scanning– Searching the external environment for
opportunities and threats.8
Setting Objectives
• Objectives– State what is to be accomplished in singular,
specific, and measurable terms with a target date.
• Goals– Are general targets to be accomplished that are
translated into actionable objectives.
9
Writing Objective Model
Model 5–110
Criteria That Objectives Should Meet
Exhibit 5–911
Management by Objective (MBO)• Management by Objectives
Step 1. Set individual objectives with plansjointly with employees.
Step 2. Give feedback and evaluate.Step 3. Reward performance according to results.
• Sources of MBO Failures– Lack of top management commitment and
follow-through on MBO.– Employees’ negative beliefs about
management’s sincerity in its efforts to include them in the decision-making process. 12
Corporate-Level Strategy
• Grand Strategies– Growth– Stability– Turnaround and
retrenchment– Combination
• Growth Strategies– Concentration– Backward and forward
integration– Related and Unrelated
diversification
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