MANA 4322 LECTURE 0 NOTES Course Orientation and Case Study Method

The most important questions in business:

what (A = input), how (B = output), and why (C = outcomes)

Logic Model:

A (inputs) determines B (outputs), and B determines C (outcomes)

• Deductive: ABC or CBA

• Inductive: BCA or CAB

Case Study Method (Harvard B-School, 1921; and textbook chapter 13)

1. Problem or Opportunity Statement

2. Internal Issues (people, processes, place)

3. External (competitive environment and social, economic, political, natural resource and technological/infrastructure sectors)

4. Alternative Analysis

5. Recommendation

6. Implementation

7. Control

Duties of Leadership

1. Accomplish organizational mission and vision

2. Involve all relevant stakeholders

3. Balance trade-off between effectiveness and efficiency

4. Plan for short and long run, simultaneously

Strategic Management Process – focus of MANA 4322

1. Analysis,

2. Formulation,

3. Implementation of Strategic Objectives, and

4. Control

Tactical Management Process – focus of BBA degree plan

• Planning and

• Organization related to Strategic Objectives,

• Implementation of Tactical Objectives to accomplish Strategic Objectives, and

• Control

Strategic Planning and Management Process

1. Analyze

2. Formulate

3. Implement

4. Control (informational, behavioral)

Case Study Method

1. Identify the Problem or Opportunity

2. Analyze the External Environment

3. Analyze the Internal Environment

4. Define Alternatives

5. Make Recommendations

6. Implementation

7. Control (informational, behavioral)

After completing the course, the student will be able to

[1] analyze a particular business situation, [2] identify significant problems, and [3] propose and [4] justify explicit solutions that are realistic, effective, and efficient.

The case study process accomplishes these learning outcomes

Goals or Outcomes of Effective Strategic Management and same for business and corporate level strategies

1. New Market Share

2. More Inelastic Demand and Prices

3. Attraction and Retention of Best Available Stakeholders

Business level strategy:

products and markets

Corporate level strategy:

organizations and industries

Business level strategy

• New Product

• New Production Method

• New Means for Supply

• New Market

• New Organization

Corporate level strategy

• Joint Venture

• Strategic Alliance

• Merger

• Acquisition

• Disinvestment

Stakeholder Groups

1. Owners, Leadership and Human Capital (important)

2. Vendors and Customers (valuable)

3. Creditors and Employers

• Note: nothing can happen without leadership and employees (required)

Factors of Production related to Resource-based View of Strategy

1. Entrepreneurship or Leadership

2. Financial Resources

3. Natural Resources

4. Human Resources

5. Technology

Competitive Advantage

• Superior People and Culture (values, beliefs, attitudes)

• Superior Administrative Processes

• Superior Technological Processes (The Value Chain)

• Best Available Organizational Design or Structure

• Continuous Innovation and Market Leadership

PEOPLE values, beliefs and attitudes – or culture – determines

organizational behavior

ADMINISTRATIVE or support Processes

how we do things

TECHNOLOGICAL or primary Processes

what we do to things

Organizational Design and Structure based on behavior is called

PLACE, not placement

Purposes for college and on-the-job training are same:

1. Subject Matter KNOWLEDGE

2. Inductive THINKING Skills

Logic Model – Kellogg’s (2004)

If A = input, B = output and C = outcome, then:

• Input is same as what; output is same as how; and outcome is same as why

• Deductive: ABC or CBA

• Inductive: BCA or CAB

• Innovation requires collaboration for idea generation

Strategy requires _____, _____, and _____. It also requires constant and consistent _____.

• Reading (analysis)

• Writing (formulation)

• Discussion (implementation)

• Review (informational and behavioral control)