1. Chapter Thirteen: 13.1 DESIGNING AND IMPLEMENTING STRATEGY
INTRODUCTION
FORMAL STRATEGY PLANNING
ANALYZING RESOURCES AND THE COMPETITION
POSITIONING THE COMPANY
IMPLEMENTATATION
EMERGENT STRUCTURE IMPLICATIONS
FOR THE MANAGER
SUMMARY
EXERCISE.

2. Chapter Thirteen: 13.2 APPROACHES TO STRAGEGY
FORMAL plans of action, responding to CHANGING OPPORTUNITIES and THREATS. These include
- routine plans
- plans associated with a decisive event in the
organization – say, the arrival of a new CEO
A plan of action that focuses on applying RESOURCES
A plan of action that focuses on POSITIONING the organization in relation to the competition
An EMERGENT plan; an incremental process of change made in response to the environment.

3. Chapter Thirteen: 13.3 DIFFERENT TYPES OF GOALS include
FINANCIAL GOALS: e.g. the maximization of value to the Shareholders
MARKET GOALS: e.g. to win or maintain a position as market leader
POLITICAL GOALS: e.g. to win cooperation from other bodies within the environment

4. (13.3)
ETHICAL GOALS: e.g. to contribute to society, to achieve social and humanitarian goals
CULTURAL GOALS: e.g. to build a positive organizational culture
and others.
In the long-term, FINANCIAL GOALS have most importance.

5. Chapter Thirteen: 13.4 ANALYZING RESOURCES
Different types of resources are audited;
TANGIBLE resources; including
Finance
Materials
Location
Plant
TECHNOLOGY-AS-ARTEFACT

6. (13.4) INTANGIBLE resources; including
Capacity (reputation, patents, research capacity)
Skills (human resource skills, commitment of
employees)
Systems
PROCESS TECHNOLOGY
MANAGEMENT TECHNOLGY
EXPERENTIAL KNOWLEDGE.

7. Chapter Thirteen: 13.5 CULTURE influences strategic planning and implementation
Formal strategic planning in Anglo companies tends to be relatively
DELIBERATE
TOLERANT OF COMPETITION AND CONFLICT
LONG TERM
BUREAUCRATIC
TOLERANT OF RADICAL CHANGE
These characteristics reflect Anglo culture.
In other cultures, strategy may EMERGE in response to
change.