资料说明学校homework五月sem2first sit test revision briefing21st april2016gl

3BM020

OrganisationalStrategyandDecisionMaking

Test:RevisionBriefingsession25thApril2016–FTLectureTheatreSemester2-examinationThetime,theplaceTime14:00To16:00.Thursday12th

May2016PlaceFossGym

Youmustattendthesessionanonattendancecanresultinafailmarkforthisassessment.OnThedayArrive30minutesearlyCheckyourseatonthewallchartDisplayyourstudentIDcardMakesurethatyourtelephonesareturnedoffLeavecoatsandbagsatthesideofthehallThetestpaperIsworth50%ofthetotalmarksforthismoduleTestduration:TwohoursAcopyofthequestionswillbeprovidedonthedayStudentsAREALLOWEDtobringnotesintotheexam.AmaximumoftwoA4sidestobewordprocessedinaminimumof12font.Youmustnotcopydirectlyfromnotes,thiscanbeclassedasplagiarism.NotesmustbeleftwiththecompletedtestscriptsattheendofthetestTheyareusedasanaidmemoireonlyTheRubricStudentsmustattemptall3questions,50%ofthemarksareallocatedtoquestion1and25%eachtoquestion2&3.OrganiseyourtimeandeffortaccordinglyScholarshipYouranswersshouldbesupportedbyrelevanttheory,modelsandexampleswhereappropriate.ThinkaboutusingillustrationsanddiagramstosupportyouranswersWedonotexpectabibliographyinanexamquestion,butwherepossibleyoushouldbeabletomakereferencetoparticularauthorsandmodelsandapplytheminawaythatisrelevanttoyouranalysisExaminableareasPorter’sFiveForcesModelUniqueResourcesandCoreCompetenciesStrategybeforestructure(Chandler,Mintzberg)Examinablearea1ItisimportantthatyouunderstandwhatPorter’sFiveForcesFrameworkandthefivecomponentpartsExaminablearea1BeabletoidentifyandapplyrelevantexamplesineachcategoryUnderstandhowthishelporganisationsmanagementtoanalysetheoperatingenvironment,opportunitiesandthreatsthatmightbeconfrontingtheorganisationWhatarethemodelslimitations?Examinablearea2ItisimportantthatyouunderstandwhatuniqueresourcesareandwhatcorecompetenciesareandthedifferencebetweenthemYoushouldbeabletoidentifyanddefinewhatuniqueresourcesareandwhatcorecompetenciesareandbeabletogiverelevantexamplesExaminablearea2RefertothresholdanddistinctivecapabilitiesandoffersomedifferencebetweenthetwoConsiderhowtheyunderpincompetitiveadvantage,indoingthisyoumightconsider:ThedifferencebetweentheconceptsofstretchandfitTheresourcebasedviewofthefirmThepositionofthecompanyinitsenvironmentandhowthresholdcapabilitiesmaychangedependingontheenvironmentTherelationshipbetweenresources,competenciesandtheVRIO/VRINmodelTherelationshipbetweencompetitiveadvantageandtheconceptofstretchandfitExaminablearea3Strategybeforestructure(Chandler,Mintzberg,Ansoff,Penrose,Wernerfelt,Porter)Differentviewsexistastowhetherstrategyshouldcomebeforestructure,orshouldstructurecomebeforestrategyChandler–strategydrivesstructure–changingenvironmentscreatetheneedfornewstrategies,asthesedeveloptheyrequirenewstructure–strategydrivesstructureMintzberg–strategyfollowsstructure–organisationdesign,culture&powergamesallshapestrategy.Ansoff–understandingstrategyasaplanningprocess,longrangeplanning,businesspolicy&asystemsperspectiveExaminablearea3Penrose–resourcebasedview-thefirmasacollectionofproductiveresources.Wernerfelt–themanagementofinternalresourcesPorter–industrystructuremattersmorethanthefirmscapabilities,thesuccessofthefirmisdependentonindustrystructureRevisionreadingTextbooksi.e.ExploringStrategy:Johnson,Scholes&Whittington.Lecturenotes.Week2LectureStrategicposition&theenvironment–Porter’sFiveForcesFrameworkWeek4LectureStrategiccapabilities&CompetencesThresholdcapabilities,Dynamiccapabilities,DistinctivecapabilitiesVRIOResourcebasedviewFit&StretchWeek1lectureWhatisstrategy-StrategyVsStructureChandler,Ansoff,Penrose,PorterReviewActivitiesFocusedRevisionUselecturenotesasastartingpointonlyExploretheissuesandapplyconceptsto