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Strategic Management A Cross-Functional Approach,9781256169192
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Strategic Management A Cross-Functional Approach

by
Edition:
4th
ISBN13:

9781256169192

ISBN10:
1256169196
Format:
Paperback
Pub. Date:
6/27/2011
Publisher(s):
Pearson Learning Solutions

Questions About This Book?

What version or edition is this?
This is the 4th edition with a publication date of 6/27/2011.
What is included with this book?
  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any CDs, lab manuals, study guides, etc.

Summary

Good strategic managers are capable of seeing the big picture and managing across the whole organization - that is the message of Strategic Management: A Cross-Functional Approach.This text shows students that successful strategic management requires an ability to see the organization as a whole-to step out of the functional silos that students tend to acquire through previous work experience or prior courses, and see the organization in a new way. To be good strategic thinkers, people from a marketing or HR background need to understand financials and how to use them, and finance and accounting people need to see that customer and employee relationships are the lifeblood of the organization. Strategic Managementis unique in covering the research, tools, and theory of strategic management taking a cross-functional and integrative perspective, by focusing on value creation for customers, employees, and owners/stockholders. This concept, called the customer-employee-owner cycle, is introduced in Chapter 1 and serves as an organizing framework throughout the book. Each chapter is brought to life for students with a "focus company," used as a running example to illustrate and enliven the material in the chapter. Focus companies include organizations students are familiar with and interested in, such as Nike, Microsoft, Wal-Mart, John & Johnson, and the Walt Disney Company.

Author Biography

Dr. Stephen Porth is associate dean of the Haub School of Business at Saint Joseph’s University and a professor of management. He holds a PhD in business administration and strategy from Temple University, an MBA in marketing from Drexel University, and a BS in management from Saint Joseph’s. His research and teaching interests are in the areas of strategic management, leadership, management consulting, and business ethics. His research has been published extensively in management journals and he has written three books on strategy.

 

Table of Contents

CHAPTER 1       Strategic Management: An Overview

Chapter Learning Objectives

What is Strategic Management?

The Nature of the Strategic Process

Social Responsibility and Ethics The Benefits of Strategic Management

Conclusion

 

Key Terms and Concepts

Discussion Questions

Experiential Exercise

Endnotes

 

 

CHAPTER 2       Creating Value: A Strategic Imperative

Chapter Learning Objectives

The Importance of Value Creation

Value for Customers

Value Disciplines as Paths to Market Leadership

Employees and Value Creation

Owners and Value Creation

Emerging Technologies and Value Creation

Conclusion

Key Terms and Concepts

Discussion Questions

Experiential Exercise

Endnotes

 

 

CHAPTER 3       Developing a Mission & Understanding Strategy

Chapter Learning Objectives

Core Values, Mission and Vision

The Elements of Strategy

Strategy and Performance

The Internet and E-Business Initiatives

Conclusion

Key Terms and Concepts

Discussion Questions

Experiential Exercise

Endnotes

 

CHAPTER 4       The Internal Audit

Chapter Learning Objectives

The Internal Audit Process

Stage 1: Assessment of Performance

Stage 2: Analysis of Value Chain Activities and Linkages

Stage 3: Understanding Core Competencies

Stage 4: Identifying Strengths and Weaknesses

Conclusion

Key Terms and Concepts

Discussion Questions

Experiential Exercise

Endnotes

 

CHAPTER 5       The External Audit

Chapter Learning Objectives Environment-Organization Relationship

 The Segments of the External Environment

The External Audit Process

Conclusion

Key Terms and Concepts

Discussion Questions

Experiential Exercise

Endnotes

 

CHAPTER 6       Setting Objectives and Making Strategic Choices

Chapter Learning Objectives

Focusing on Strategic Issues

Setting Strategic Objectives

Strategic Choice

Corporate Level Strategic Choice

Business Level Strategic Choice

Competitive Dynamics and Strategic Choice

International Dimensions of Strategic Choice

Behavioral Aspects of Strategic Choice

Conclusion

Key Terms and Concepts

Discussion Questions

Experiential Exercise

Endnotes

 

CHAPTER 7       Financial Tools for Strategic Choice

Chapter Learning Objectives

 

The Finance Function in Strategic Management

 

Acquiring Funding for Strategic Initiatives

 

Financial Tools for Strategic Choice

Business Valuation: Determining What a Firm is Worth

 

Conclusion

Key Terms and Concepts

Discussion Questions

Experiential Exercise

Endnotes

  CHAPTER 8       Strategy Implementation: Leading People & Change

Chapter Learning Objectives

 

Who Is Responsible for Strategy Implementation?

The Strategy Implementation Process

The Role of Organizational Culture in Implementation Why Does Implementation Fail?

Successful Strategy Implementation: The People Issues

 

Conclusion

Key Terms and Concepts

Discussion Questions

Experiential Exercise

Endnotes

Appendix 8A: The Future Search Model

 

CHAPTER 9       Strategy Implementation: Managing the Organizational Issues

Chapter Learning Objectives

 

Keys to Successful Implementation: The Organizational Issues

Project Management The Role of Organizational Alignment in Strategy Implementation Strategy and Organizational Design International Aspects of Strategy Implementation

Strategy Implementation: An Example

 

Conclusion

Key Terms and Concepts

Discussion Questions

Experiential Exercise

Endnotes

 

CHAPTER 10     Assessing Value Creation

Chapter Learning Objectives

Measuring Value Creation: Two Approaches

A Framework for Assessing Value Creation

Conclusion

Key Terms and Concepts

Discussion Questions

Experiential Exercise

Endnotes

 

 



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