Organized in two parts, The Thinking Strategist presents a seven phase strategic management process, helps to clarify terms used by strategists and top leaders, provides theory and practices to empower readers to understand and meet expectations in a business capstone course and in industry, and assumes they are held accountable for results.
Organized in two parts, The Thinking Strategist presents a seven phase strategic management process, helps to clarify terms used by strategists and top leaders, provides theory and practices to empower readers to understand and meet expectations in a business capstone course and in industry, and assumes they are held accountable for results.
Vickie Cox Edmondson, Professor of Management, has taught strategic management, a business capstone course, since 1994. She most recently taught the course for seven years at Morehouse College where she served as the first Associate Provost for Student Success. Dr. Cox Edmondson taught the course at the University of Alabama at Birmingham in an academic appointment for 15 years, and at the University of Georgia while pursuing a doctorate degree in the discipline.
Inhaltsangabe
PART I: SETTING EXPECTATIONSSECTION A: SEE YOURSELF AT THE TOP 1. What Is Strategy And Why Is It Important To Anyone Not At The Top? 2. The Process, the Players and the Stakes 3. The Art of Judgment SECTION B: BUSINESS ACUMEN 4. Problem Not Currently Solved 5. Criteria for Good Strategy PART II: THE VAULT SECTION A: TAKING STOCK 1. Gathering Information with a Shared Goal in Mind 2. What Does A Company's Internal Environment Reveal About Its Strategy - Structure Relationship? 3. Evaluating a Company's External Environment: The Firm-Industry-Society Relationship 4. Gaining Alignment on What is Happening and Why SECTION B: CRAFTING STRATEGY FOR COMPETITIVE ADVANTAGE 5. Theory Linking Strategy to Performance Objectives 6. Strategies for Overcoming Constraints 7. Brainstorming and Collaborative Decision Making SECTION C: ORGANIZATIONAL LEARNING THROUGH STRATEGY IMPLEMENTATION 8. Linking Implementation to Objectives 9. Managing Talent, Time, and Money 10. The Art of Gaining Commitment by Raising the Stakes SECTION D: ASSESSING PROGRESS AND IMPACT 11. Strategy Evaluation and Control 12. Strategic Communications
PART I: SETTING EXPECTATIONSSECTION A: SEE YOURSELF AT THE TOP 1. What Is Strategy And Why Is It Important To Anyone Not At The Top? 2. The Process, the Players and the Stakes 3. The Art of Judgment SECTION B: BUSINESS ACUMEN 4. Problem Not Currently Solved 5. Criteria for Good Strategy PART II: THE VAULT SECTION A: TAKING STOCK 1. Gathering Information with a Shared Goal in Mind 2. What Does A Company's Internal Environment Reveal About Its Strategy - Structure Relationship? 3. Evaluating a Company's External Environment: The Firm-Industry-Society Relationship 4. Gaining Alignment on What is Happening and Why SECTION B: CRAFTING STRATEGY FOR COMPETITIVE ADVANTAGE 5. Theory Linking Strategy to Performance Objectives 6. Strategies for Overcoming Constraints 7. Brainstorming and Collaborative Decision Making SECTION C: ORGANIZATIONAL LEARNING THROUGH STRATEGY IMPLEMENTATION 8. Linking Implementation to Objectives 9. Managing Talent, Time, and Money 10. The Art of Gaining Commitment by Raising the Stakes SECTION D: ASSESSING PROGRESS AND IMPACT 11. Strategy Evaluation and Control 12. Strategic Communications
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