Exam 8: Realizing Stategy

Reconciling the need to divide labour into specialized tasks and to coordinate it to achieve the task is the central problem of external stakeholders in any organization.

In a multidivisional structure each division is responsible for

To sum up, strategy in practice may differ from top management's vision

In this chapter we examine how three key factors shape and are shaped by strategy:

Strong cultures encourage loyalty by appealing to employees' heads, reasoning that they will be better off if the firm is better off.

This chapter focuses on the things that influence the way a strategy is realised.

The 'cooperation problem' is

HR Management systems need to

Johnson says that a corporate culture includes a firm's

Information Systems should provide feedback on job performance and information networking, which allows staff to coordinate their actions without any hierarchy.

One might expect corporate culture to be at least partly summarized in

Plans will come to nothing unless they influence the way people behave.

Corporate culture has been defined as "The way things don't get done around here".

Share option schemes go wrong when

A functional structure means individual departments

The basis for different structures is different ways of organizing

Corporate culture typically means

Bureaucratic control results in many employees feeling alienated-less than fully human-and resentful or disconnected from the firm's goals.

Well-designed share options can be a way of aligning the

A strategic plan typically includes the history of how the firm got to its current position and detailed financial calculations of the consequences of the firm's strategic decisions.