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Strategic Management: Philosophy or Management Technique?, 2002.
Discussion of what the term "strategic management" has meant in the past and what it means today, and how significant strategic management is in a global economy.
1,150 words (approx. 4.6 pages), 7 sources, $ 44.95
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Abstract
Not too long ago, strategic management was a term that applied to a company's short- and long-term planning goals. Such planning was generally done by senior-level officers or their designated experts in the company. Today, with the global economy growing every day, strategic management has taken on a new meaning, making it both a management technique and a philosophy.
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Strategic Management and the International Automotive Industry, 2006.
A study of the international automotive industry and strategic management philosophies.
2,983 words (approx. 11.9 pages), 13 sources, MLA, $ 88.95
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Abstract
This essay examines the concepts and theories of strategic management as they relate to the international automotive industry. Current literature suggests that case studies be applied to determine future goals for automotive marketing. On the financial side, a well-taken approach to strategic management would enable the company to evaluate the risks, costs and returns of any venture more effectively. The experts' advice is to search continuously for alternative methods and systems.
Introduction
The Global Car Industry
Strategic Management
Management Education
Case Analysis
Strategy Groups
Conclusion
From the Paper
"The business environment is becoming harder to decipher and predict as market forces and customer buying patterns undergo dizzying changes and competition toughens in all industries. With this situation, the widely shared belief that a clever manager can improvise and take off-the-cuff actions as the problems and threats to profitability come along will no longer do. Planning ahead is now the name of the game. Even the so-called reality shows on TV made out as spontaneous events are in fact heavily scripted. Recent studies show that organizations that plan their operations perform better than those that do not (Joyce & Woods). Academic research seems to show enough evidence that strategic management is valuable in today's business context. Another unmistakable sign of its growing importance is the increasing use of strategic management courses in business schools. The question is: Does it work in actual practice?"
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Strategic Management for Nonprofit Organizations, 2004.
This paper discusses and details the importance of strategic management in these areas and suggests future paths for success.
1,985 words (approx. 7.9 pages), 9 sources, MLA, $ 63.95
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Abstract
The strategic management of nonprofit and governmental organizations must include the respect of those who contribute to them without pay. This paper explains that it is important to target the age groups and genders that research has shown are important to them. The strategic management of such organizations is something that is dependent on the flow of the current economy as well as political trends. It discusses how these things must be considered in any planning of management for such organizations. Accepting the need to target certain age brackets, certain fund raising areas, and other things that are not important in a for-profit scenario are fundamental to the strategic management of nonprofit or governmental organizations.
From the Paper
"The use of strictly financial concerns in the strategic management of non profit and can impede the development planning and success of a non profit or governmental organization. In for profit businesses the concerns and use of financial aspects is understandable because the end result of such a venture is to be financial gain(Kaplan, 2001). In the case of a non profit or governmental organization however is different. The financial gain is not the goal. Instead the goals are things such as providing a service or getting things done or acting as a watch dog group for various things. All of these elements are important to the non profit or governmental organization. The finances of such organizations are only important in that they provide the ability to maintain the organization?s desire to provide the service or other aspect of its cause. Because of the difference between this and a for profit business it is important to realize the fundamental differences in non profit and government organizations and for profit business. The basic difference is the end goal and result(Kaplan, 2001). The strategic planning of non profit and governmental organizations is geared toward getting enough funding to carry out the objective, while in for profit situations the goal is the money itself."
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Strategic Management, 2005.
This paper discusses the function of strategic management in companies.
4,275 words (approx. 17.1 pages), 21 sources, $ 169.95
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Abstract
This paper discusses the role, application and underlying theories of strategic management. The author points out which type of companies benefit from strategic management. The paper relates the way that the leadership of strategic management sets the tone and devises the overall strategy of the organizational mission, which the managers must implement to produce the desired end.
From the Paper
"Leadership and management are necessary functions in business, and the two are both similar and different. Many of the differences are subtle and are a matter of interpretation. Certainly, both terms describe qualities needed by both the leader and the manager, with a somewhat different emphasis for each. Management takes the elements that exist and shapes them toward the end that has been identified, while leadership inspires and looks to reshape the elements themselves in order to achieve some larger purpose. This can be seen in the specific area of strategic management where the tone is set by the leadership, which devises the overall strategy in terms of the organizational mission, while the manager must implement policy that produces the desired ends."
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Strategic Management, 2003.
A look at the gap that exists between theory and practice in the field of strategic management.
2,312 words (approx. 9.2 pages), 39 sources, MLA, $ 71.95
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Abstract
This paper examines how there are countless definitions and variations on the subject of strategic management in not only in what it entails but in also what strategy is. It discusses how there appears to be a gap between academic research and practitioner on the definition of strategic management due to the fact that the term strategy is generic, encompassing a myriad of different models, tools and techniques, which apply to different organisations in different ways. It attempts to investigate whether there is any need to bridge this gap or indeed whether or not it can be bridged, given that no one really can provide a universal definition on the subject of ?strategy?.
From the Paper
"At the heart of the theory-practice gap syndrome, which has forced management to turn to other sources to aid with the organisation?s development, as mentioned previously is the fact that interests of academics and practitioners are essentially different, and consequently consultancy theory such as the model proposed by Lippitt and Lippitt (1978) (discussed by Pellegrinelli 2002) assumes that consultants are able to translate theory into applicable practice. However. Williams (2003) argues that consultants may only tell managers what they actually want to hear, and Kaarst-Brown (1999) adds that the simple arrival of a consultant, acts as an indicator of change to come."
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Strategic Management at Panera Bread, 2007.
This paper presents a strategic management study of the Panera Bread restaurant company.
1,684 words (approx. 6.7 pages), 12 sources, MLA, $ 54.95
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Abstract
The paper provides an overview of the restaurant industry as a whole and a strategic management study of one particular restaurant chain, Panera Bread. The paper looks at the problems and issues that the company must address with sound strategic planning if its advantages are to be maintained over the long term. The paper discusses the strategic management alternatives available to the firm and concludes that Panera Bread finds itself at the crossroads of tremendous opportunities and challenges that can be utilized as an opportunity for growth.
Outline:
Abstract
Industry/Company Overview
Situational Analysis
Problems/Issues to be Addressed
Strategic Alternatives and Recommendations
Conclusion
From the Paper
"Worldwide, there are approximately 8 million restaurants, run by about 300,000 restaurant companies, traditionally consisting of the full service segment, which comprises the "conventional" restaurants such as family-style, buffet, and dinner houses, and the fast food segment, which typically serves sandwiches, hamburgers and the like in the McDonald's type of a format (Gilliard & Khandekar, 2004). Because of the maturity and intense competition in the fast food segment, and the fact that full service restaurants are likewise in a state of saturation (Korn, 2001), there emerged a large segment of the population whose desire to spend money at restaurants was going unanswered, due to the fact that these consumers were tired of fast food offerings, and did not always have the time/money to visit full service restaurants."
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Strategic Management in Accounting, 2005.
This paper examines three journal articles on the subject of strategic management in accounting within an organization.
1,125 words (approx. 4.5 pages), 7 sources, $ 44.95
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Abstract
This paper discusses three articles: "Strategy Formation: The Roles of Conversation and Design" by Leidtka (2001), "Strategy as Strategic Decision Making" by Eisenhardt (1999) and "Organizational Structure: Looking Through a Strategy Lens" by Keats and O'Neill (2001). The author points out that modern organizations create and maintain value through the implementation of strategic management methods. The paper relates that these articles demonstrate that there is no one strategic management formula but rather that the possibilities are varied and can be tailored to the individual needs of the organization.
From the Paper
T"he purpose of this essay is to critically evaluate three separate journal articles that al focus on the role and importance of strategic management in the modern organizational setting. The first is "Strategy Formation: The Roles of Conversation and Design" by Leidtka (2001). The second is "Strategy as Strategic Decision Making" by Eisenhardt (1999). The third article is "Organizational Structure: Looking Through a Strategy Lens" by Keats and O'Neill (2001). All three of these articles will be compared and contrasted, described, critiqued and supported with other references from the literature. The purpose here is to identify the fact that modern organizations create and maintain value through the implementation of strategic management methods. These articles demonstrate that there is no one strategic management formula, but rather that the possibilities are varied and can be tailored to the individual needs of the organization."
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Strategic Management Accounting, 2006.
A discussion and overview of the ideas and issues behind strategic management accounting.
1,625 words (approx. 6.5 pages), 7 sources, MLA, $ 52.95
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Abstract
This paper explains that strategic management accounting is a balancing tool for top management that balances risk with opportunity, changes in the market place with pricing, profitability with expansion, and even diversification with withdrawal of an unsuccessful product line. The paper further explains that strategic management accounting is a tool that no modern corporation, regardless of size or its product, can do without in today's global, competitive economy.
From the Paper
"During the last few years, the ideas and issues of strategic management accounting have received widespread attention in accounting literature and studies. To some, these theories have seemingly been accepted without rigorous investigation. The fact remains that the burden of management is not merely to control people, products, and the bottom line, but to make use of forecasting, turning assumptions into reality, and to utilize accounting figures into making the proper decisions. Accounting, it turns out, has become far more than a "numbers" arm of management. It has become a means of finding the right and most profitable paths to growth and a strong market position."
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Strategic Management Club Online, 2007.
An analysis of the layout and information contained in the website, Strategic Management Club Online (SMCO).
1,010 words (approx. 4.0 pages), 2 sources, MLA, $ 35.95
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Abstract
This paper discusses Strategic Management Club Online (SMCO), which offers a list of mainly online resources for graduate and undergraduate business policy and strategic management students. The paper discusses the set-up of the website, as well as the information contained in it. It then suggests ways that the layout and information contained in the website could be improved.
From the Paper
"Although the SMCO does not need to include links to generic search engines, the site does offer a list of sites I never would have heard of otherwise. Other students would also find the links useful because they are not companies or publications they would have known to search for. Therefore, there are several links I would follow up on in the future. A long list of trade publications and international markets is helpful. Some of the research links may also be helpful in the future as I learn more about the types of discourse used in financial analysis, strategic management, and business in general."
"In spite of its faults, the SMCO seems to be a worthwhile resource for business students. The Academy of Management has linked to the SMCO and there are some testimonials about the site's usefulness. I would link to this site because I might find that as I compile case studies or prepare advanced financial reports that I will need to use the information and resources contained here. However, students should be aware that many of the links and/or the templates on the SMCO site could be out of date because the website has not been updated since April of 2006."
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Strategic Management of Human Resources, 2007.
An analysis of the role of performance management within the human resource department's strategic management for an organization.
1,750 words (approx. 7.0 pages), 5 sources, MLA, $ 56.95
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Abstract
This paper discusses strategic management, particularly performance management in the human resources department of an organization. It discusses the importance of learning and development for the success of performance management. The paper then describes the roles of coaching, goals, competences and competencies in creating a performance management system. The paper finally discusses the importance of communication in human resource management.
From the Paper
"Relationship management is then integrated with performance management. While this makes the process much more complicated than the traditional business model, where the autocratic manager would give orders and expect to be obeyed without question, it is also a more effective way of managing performance. Effective relationship management results in a more pleasant work environment, which in turn is conducive to a higher level of performance. Such an integration of strategic human resource management with performance management systems, if handled correctly, can therefore be highly profitable for a business and result in goals being reached within the optimal time frame."
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Strategic Management, 2002.
Outlines the main lessons learned from a strategic management course and an overview of other issues pertaining to strategic partnerships.
4,854 words (approx. 19.4 pages), 12 sources, APA, $ 123.95
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Abstract
This research paper is divided into two parts. The first part outlines the major lessons learned from a graduate strategic management course. This includes the entire strategic planning process involving the hierarchical levels of strategy PEST analysis, strategic development and implementation, organizational structure, and leadership. The remaining part of the paper discusses advantages and disadvantages of strategic partnerships, ethical considerations in implementing strategy, and the contribution of SWOT analysis in strategic planning and other issues.
From the Paper
"Thus from the discussion above, it is evident that it is not sufficient for the companies to survive the tough competition by identifying and reviewing their internal issues including strengths as well as weaknesses and their external issues including opportunities and threats (Ferrell et al., Marketing Strategy, 1998). For the adequate, fruitful and productive application of the SWOT analysis in the strategic planning process, it is highly significant for the companies to realize the need to diminish weaknesses as well as the possible threats that include expected and the unexpected hazards (Ferrell et al., Marketing Strategy, 1998). In addition to the above, weaknesses must be considered as possible converters for strengths."
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Professional Services, Strategic Management, And Competing for the Future, 2002.
This paper addresses strategic management strategies, both traditional ones, and those proposed by Hamel & Prahalad in their management classic, Competing for the Future.
650 words (approx. 2.6 pages), 3 sources, $ 26.95
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Abstract
This paper addresses strategic management strategies, both traditional ones, and those proposed by Hamel & Prahalad in their management classic, Competing for the Future. The paper discusses how, as well as which, of these strategies should be applied in the professional services/consulting industry.
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Strategic Tourism Management, 2007.
An analysis of strategic tourism management for small communities that rely on tourism to thrive.
3,229 words (approx. 12.9 pages), 12 sources, MLA, $ 93.95
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Abstract
This paper examines how many communities have been able to improve their tourism levels effectively in recent years. It particularly focuses on the Northern Territory's (Australia) strategic plan for tourism 2003 to 2007 and how it has accomplished its goals. It analyzes their strategic plan according to the insights and trends identified in a critical review of the peer-reviewed and scholarly literature.
Table of Contents:
Introduction
Review and Analysis
Background and Overview
Strategic Tourism Management Considerations for the Northern Territory
Guidelines for Developing Effective Tourism Management Programs
Conclusion
From the Paper
"The research showed that the Northern Territory of Australia represents a challenge for policymakers seeking to introduce sustainable tourism development initiatives into a potentially fragile cultural environment. The NT Tourism Strategic Plan was shown to be a comprehensive and ambitious initiative designed to provide this region with a wide range of developmental programs that can serve to promote employment and living standards for the large percentage of indigenous people living there. The research also showed, though, that such development initiatives must be approached thoughtfully to avoid harming the very things about a particular region that make it attractive to niche travelers in the first place, and this is especially the case with the people of the Northern Territory today."
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"Strategic Management", 2002.
Analyzes and discusses Coulter's book, "Strategic Management" which delves into different levels of management.
1,150 words (approx. 4.6 pages), 1 source, $ 44.95
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Abstract
Coulter's book outlines three distinct levels of strategy. First, there are the functional or operational strategies which are short-term, goal-oriented decisions and actions of the organization's various functional departments. The counter to the stability strategy is the growth strategy. There are two predominant views on how an organization may approach its strategic management goals. The corporate strategy sets the overall direction the organization will follow. When a company or organization is developing strategy, it does so as a measure to both protect and develop the company (at times simultaneously) at all times.
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Strategic Management, 2006.
A review of the article by McGregor and Barrett, published in Business Week, that discusses the issue of strategic management.
1,125 words (approx. 4.5 pages), 1 source, $ 44.95
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Abstract
This document discusses strategic management and how innovation and the corporate systematization of it is the next strategic domain of corporate strategy. This paper uses an article by McGregor and Barrett, published in Business Week, to illustrate how innovation is rapidly becoming corporate America's strategic response to increasingly level and flat markets no longer defined by geographic or chronographic boundaries.
From the Paper
"A recent article in Business Week illustrates the shift that strategic management has made over the last five years from one of planning and efficiencies to knowledge management and guidance (McGregor & Barrett, 2006). This shift is important because it defines the future growth and long-term health of an organization in terms of product or service innovation and market viability. Strategically, it also creates market differentiation which is of strategic value in a global economy where markets are no longer fully defined by geographical or chronographic boundaries. "
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