The book consists of 15 chapters dealing with 4 key themes in the strategic process: strategic analysis; strategic choice; strategic implementation; and strategy in practice. It includes numerous Irish case examples and case scenarios written by many leading authors/teachers of strategic management. A unique Executive Reaction section is provided by prominent business people to accompany each chapter giving students additional insight to industry. Every chapter contains a set of objectives, and discursive/analytical questions to facilitate learning.
The book consists of 15 chapters dealing with 4 key themes in the strategic process: strategic analysis; strategic choice; strategic implementation; and strategy in practice. It includes numerous Irish case examples and case scenarios written by many leading authors/teachers of strategic management. A unique Executive Reaction section is provided by prominent business people to accompany each chapter giving students additional insight to industry. Every chapter contains a set of objectives, and discursive/analytical questions to facilitate learning.
Sprache
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Verlagsgruppe
Zielgruppe
Für höhere Schule und Studium
Für Beruf und Forschung
Maße
ISBN-13
978-0-7171-2991-1 (9780717129911)
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Schweitzer Klassifikation
Edited by: Michael Morley BBS., MBS., MIPD., MIITD lectures in Personnel Management and Industrial Relations at the University of Limerick. He is co-author of 'Modern Management' and 'Personnel & Human Resource Management'. Noreen Heraty BBS., MBS., MIPD., MIITD, lectures in Human Resource Management at the University of Limerick. She is co-author of 'Personnel & Human Resource Management'.
Edited by: Michael Morley BBS., MBS., MIPD., MIITD lectures in Personnel Management and Industrial Relations at the University of Limerick. He is co-author of 'Modern Management' and 'Personnel & Human Resource Management'. Noreen Heraty BBS., MBS., MIPD., MIITD, lectures in Human Resource Management at the University of Limerick. She is co-author of 'Personnel & Human Resource Management'.
Chapter 1: The Strategic Management Process Chapter 2: Missions, Roles and Goals Chapter 3: Analysing the Business Environment Chapter 4: Analysing Internal Resources Chapter 5: The Nature of Strategic Decision Making Chapter 6: Strategic Alternatives Chapter 7: Strategy Evaluation: Criteria & Tools Chapter 8: Strategy Implementation: Organising Chapter 9: Top Management Teams, Organisational, Architecture and Corporate Performance. Chapter 10: Strategy Implementation: Choosing a Change Technology to Fit the Change Goal Chapter 11: Strategy Implementation: Overcoming Resistance to Change Chapter 12: Strategic Technology & Innovation Management Chapter 13: Ethnic, Social Responsibility and Strategy Chapter 14: Strategy in Practice: Applying Strategic Management Concepts to Colleges and Universities
