Editura Universitara Strategic Management. Self-study manual

30,82 Lei

Publisher: Universitară

Author: Gheorghita Caprarescu, Daniela Georgiana Stancu, Georgiana Aron

ISBN: 978-606-591-461-2

DOI: 10.5682/9786065914612

Publisher year: 2012

Edition: I

Pages:

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The evolution of the conceptions regarding the enterprise, from the materialist approach to the systemic and contextual one, gave birth to a new vision: the enterprise is an economic-social goal that is born, develops, matures and disappears in a certain environment.
Like fi human goals, fi organizational goals have, at birth, a certain potential that, through education and behavior, they can multiply or dissipate. At the military level, education consists in the ability to learn, to accumulate skills; behavior concretizes the way in which values ​​remain as competences depending on the environment in which they act.
The constructive characteristics, the specifics of the activity, the level, the diversity and complexity of the competencies, the strategy and tactics, the culture and ethics in business are the elements that differentiate the firms belonging to the same field, conferring their identity, personality and organizational purpose.
Leading the tree to success means knowing and valuing the visible and invisible potential of the tree that sustains the identity, the uniqueness of each tree in part.
At the same time, the management of the company is subject to multiple influences of the environment in which it operates. The current context in which the trees evolve - regardless of size, object of activity and location - is characterized by profound mutations. Experts agree that the 1970s and 1980s were a dramatic break from the glorious years of prosperity that followed World War II. The era of mass production, standardized products, growth and safe products, was what characterized the production systems organized according to the Fordian model, the conveyor belt, is a thing of the past. To the profound transformations in economic systems have been added real political and social shocks - the fall of communism in Eastern Europe being only one of them - which makes the environment facing the farms more and more complex and unpredictable. In order to cope with the complexity, the company was forced to adopt a vision that transcends its borders, that prolongs it and connects its objectives, constraints and opportunities with those of the environment in which it evolves.
"The management of enterprises is dependent on the effects of multiple phenomena: economic, social, technical-scientific, environmental, etc.
The factors that influence business managers at the beginning of the 21st century are intertwined. Between these two dimensions become dominant: the accelerated globalization of human activities and the strong growth of techno-science. Both are intense fi as a competition ”.
The evolution of the land in a complex, uncertain and unstable environment poses to the land the acute problem of knowledge and the "management of disorder and chaos."
In such a context, management conceived as a process focused on the future of the organization in a dynamic, unpredictable and, most often, unfriendly environment, becomes the fundamental element of maintaining and developing the company.
It is the reason why the strategic management replaces the classic vision of the management turned exclusively to the own person, to the internal environment of the company.
  • Strategic Management. Self-study manual

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GHEORGHITA CAPRARESCU - Coordinator 
DANIELA GEORGIANA STANCU 
GEORGIANA ARON

 

INTRODUCTION / 9

Learning unit 1
CONCEPTUAL FRAMEWORK OF STRATEGIC MANAGEMENT
/ 11
1.1. Introduction / 11
1.2. The objectives and competences of the learning unit / 11
1.3. Content of the learning unit / 12
1.3.1. Strategic management: definition, necessity, advantages of practice / 12
1.3.2. The evolution of specific techniques / 13
1.3.3. Specific conceptual framework / 15
1.4. Self - test guide / 22

Learning unit 2
STRATEGY, CENTRAL MANAGEMENT TOOL
/ 26
2.1. Introduction / 26
2.2. The objectives and competences of the learning unit / 26
2.3. Content of the learning unit / 7
2.3.1. Defining the concept of strategy / 27
2.3.2. Components of the strategy / 28
2.3.3. Similarities and differences between business strategy and military strategy / 34
2.4. Self - test guide / 35

Learning unit 3
ANALYSIS OF THE STRATEGIC CAPABILITY OF THE TRADE AND TOURISM COMPANY
/ 39
3.1. Introduction / 39
3.2. Learning unit objectives and competencies allocated time / 40
3.3. Content of the learning unit / 40
3.3.1. Identification of trade and tourism companies / 40
3.3.2. Diagnostic analysis, method for evaluating the strategic capability of the trade and tourism company / 43
3.4. Self-check guide / 46

Learning unit 4
TRADE AND TOURISM STRATEGIC CAPABILITY ANALYSIS
/ 49
4.1. Introduction / 49
4.2. Objectives and competences of the learning unit allocated time / 50
4.3. Content of the learning unit / 50
4.3.1. Analysis of the company's vocation / 50
4.3.2. Strategic segmentation and analysis of the vocation of DAS / 54 attractiveness
4.3.3. Value chain analysis / 56
4.4. Self - test guide / 59

Learning unit 5
EXTERNAL ENVIRONMENTAL ANALYSIS
/ 61
5.1. Introduction / 61
5.2. Objectives and competences of the learning unit allocated time / 62
5.3. Content of the learning unit / 62
5.3.1. Definition, characteristics and variables of the external environment / 62
5.3.2. The components and influences of the general external environment on the trade and tourism company / 64
5.4. Self-check guide / 67

Learning unit 6
EXTERNAL ENVIRONMENTAL ANALYSIS
/ 70
6.1. Introduction / 70
6.2. Objectives and competences of the learning unit allocated time / 71
6.3. Content of the learning unit / 71
6.3.1. The influences of the general external environment on the trade and tourism company / 71
6.3.2. Analysis of the specific external environment of the trade and tourism company / 72
6.3.3. Specific market analysis / 76
6.4. Self - test guide / 79

Learning unit 7
RELATED ANALYSIS OF THE STRATEGIC CAPABILITY AND THE EXTERNAL ENVIRONMENT OF THE TRADE AND TOURISM COMPANY
/ 83
7.1. Introduction / 83
7.2. Objectives and competences of the learning unit allocated time / 83
7.3. Content of the learning unit / 84
7.3.1. Matrix analysis / 84
7.3.2. Activity portfolio analysis / 86
7.4. Self-check guide / 89

Learning unit 8
RELATED ANALYSIS OF THE STRATEGIC CAPABILITY AND THE EXTERNAL ENVIRONMENT OF THE TRADE AND TOURISM COMPANY
/ 92
8.1. Introduction / 92
8.2. Objectives and competences of the learning unit allocated time / 92
8.3. Content of the learning unit / 93
8.3.1. Selection of strategic fields of activity / 93
8.3.2. Establishing the type of strategy for each DAS / 94
8.4. Self - test guide / 95

Learning unit 9
TYPES OF STRATEGIES
/ 97
9.1. Introduction / 97
9.2. Objectives and competences of the learning unit allocated time / 97
9.3. Content of the learning unit / 98
9.3.1 Massacres at company level / 98
9.3.2 Endogenous and exogenous determinants of strategy / 98
9.4. Self-check guide / 100

Learning unit 10
TYPES OF STRATEGIES
/ 103
10.1. Introduction / 103
10.2. Objectives and competences of the learning unit allocated time / 103
10.3. Content of the learning unit / 104
10.3.1. Business strategies / 104
10.3.2. Functional strategies / 107
10.4. Self-check guide / 109

Learning unit 11
METHODOLOGICAL MODEL FOR STRATEGY DEVELOPMENT
/ 111
11.1. Introduction / 111
11.2. Objectives and competences of the learning unit allocated time / 111
11.3. Content of the learning unit / 112
11.3.1. Definition, features and types of global strategic piloting / 112
11.3.2. Principles of global strategic piloting / 113
11.3.3. Stages of global strategic piloting / 115
11.4. Self-check guide / 118

ANSWERS TO THE EVALUATION / SELF-EVALUATION TESTS / 121

The evolution of the conceptions regarding the enterprise, from the materialist approach to the systemic and contextual one, gave birth to a new vision: the enterprise is an economic-social goal that is born, develops, matures and disappears in a certain environment.
Like fi human goals, fi organizational goals have, at birth, a certain potential that, through education and behavior, they can multiply or dissipate. At the military level, education consists in the ability to learn, to accumulate skills; behavior concretizes the way in which values ​​remain as competences depending on the environment in which they act.
The constructive characteristics, the specifics of the activity, the level, the diversity and complexity of the competencies, the strategy and tactics, the culture and ethics in business are the elements that differentiate the firms belonging to the same field, conferring their identity, personality and organizational purpose.
Leading the tree to success means knowing and valuing the visible and invisible potential of the tree that sustains the identity, the uniqueness of each tree in part.
At the same time, the management of the company is subject to multiple influences of the environment in which it operates. The current context in which the trees evolve - regardless of size, object of activity and location - is characterized by profound mutations. Experts agree that the 1970s and 1980s were a dramatic break from the glorious years of prosperity that followed World War II. The era of mass production, standardized products, growth and safe products, was what characterized the production systems organized according to the Fordian model, the conveyor belt, is a thing of the past. To the profound transformations in economic systems have been added real political and social shocks - the fall of communism in Eastern Europe being only one of them - which makes the environment facing the farms more and more complex and unpredictable. In order to cope with the complexity, the company was forced to adopt a vision that transcends its borders, that prolongs it and connects its objectives, constraints and opportunities with those of the environment in which it evolves.
"The management of enterprises is dependent on the effects of multiple phenomena: economic, social, technical-scientific, environmental, etc.
The factors that influence business managers at the beginning of the 21st century are intertwined. Between these two dimensions become dominant: the accelerated globalization of human activities and the strong growth of techno-science. Both are intense fi as a competition ”.
The evolution of the land in a complex, uncertain and unstable environment poses to the land the acute problem of knowledge and the "management of disorder and chaos."
In such a context, management conceived as a process focused on the future of the organization in a dynamic, unpredictable and, most often, unfriendly environment, becomes the fundamental element of maintaining and developing the company.
It is the reason why the strategic management replaces the classic vision of the management turned exclusively to the own person, to the internal environment of the company.

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