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ive (5) tasks of strategic management ; The five (5) tasks of strategic management are clear:
– Develop a strategic vision and business mission;
– Setting objectives;
– Crafting a strategy to achieve the objectives;
– Implementing and executing the strategy; and
– Evaluating performance, monitoring new developments, and initiating corrective
action.
But, who does strategy — the CEO? Only the CEO? The “upper” echelon? Line
Department Managers? Staff Department Managers? Operational Unit Managers?
Or, does everyone do it??? And what do they do??? Mention “long-term” and “short
term” in your response.
In this regard, what is the role of the role of the Board of Directors — should they be
very involved (overly involved)? Or, should they rubber-stamp everything that
management puts forth? What does Sarbanes-Oxley say about Board involvement?
Strategy is about asking the right questions:
o
What must managers do, and do well, to make
a firm a winner in the marketplace?
Strategy requires getting the right answers:
o
Good strategic thinking and good management of the strategy-making, strategy
executing process.
o
First-rate capabilities and skills in crafting and executing strategy are essential to
managing successfully.
Is that all that “strategy” is about???
Take a piece of this intro and “run” with it! Use some real-life examples — use Google,
if necessary — discuss your job; discuss your former job; what about the job(s) of
your parent(s); or any organizations that you’ve read about; etc., etc.,
The five (5) tasks of strategic management are clear:
– Develop a strategic vision and business mission;
– Setting objectives;
– Crafting a strategy to achieve the objectives;
– Implementing and executing the strategy; and
– Evaluating performance, monitoring new developments, and initiating corrective
action.
ut, who does strategy — the CEO? Only the CEO? The “upper” echelon? Line
Department Managers? Staff Department Managers? Operational Unit Managers?
Or, does everyone do it??? And what do they do??? Mention “long-term” and “short
term” in your response.
In this regard, what is the role of the role of the Board of Directors — should they be
very involved (overly involved)? Or, should they rubber-stamp everything that
management puts forth? What does Sarbanes-Oxley say about Board involvement?