Q has been appointed as the Commercial Director of a medium-sized publishing company that is facing strong competitive pressures in difficult trading conditions. Q is surprised to find that the firm is pursuing the formal/rational approach to strategy development.
Q is now preparing a presentation to the Board to change the basis of strategy development to an emergent approach.
Which THREE arguments could Q use in the presentation?
AW is a newly appointed manager of the accounts department in organisation S. Her appointment has been well received by members of the department who recognise AW as a skilled and well qualified accountant.
However, AW has been frustrated by progress in departmental team meetings which tend to be unruly, unproductive and disorganised. AW recognises a need to improve the effectiveness of the meetings.
Which THREE actions should AW take in order to have more effective meetings?
The concept of core competences is key to successful outsourcing strategy. Organisations should:
Which THREE of the following are benefits of having strong discipline and grievance procedures in place?
A company, which is heavily reliant on its IT systems, experiences a critical problem affecting its just-in-time processes. The manager recognises an immediate need to change and upgrade systems, which he knows will meet resistance by some long serving staff.
Which of the following would be the most appropriate method for dealing with the resistance at this time?
GG, the new CEO in an organisation, was surprised to find out that the company does not undertake competitor analysis. He was told that, as the organisation operates in a very dynamic market, things change too quickly to make analysis worthwhile.
Choose from the following the option that presents why competitor analysis is important.
A mission statement describes the organisation's basic function in society. Which of the following is NOT an element of a mission statement?
Barney (1991) identified four criteria necessary for a resource to be classed as unique and thus give competitive advantage. One of these is that it shouldn't be substitutable and another is that it should be rare.
Which TWO of the options below make up the list of four?
A highly complex IT project is being tackled by a self-managing team of three technical specialists who had never met each other before.
At first they argued constantly for nearly two days over the best way to tackle the work and what technical software tools to use. Finally these issues were resolved, the team went out for dinner together and they agreed how best to share the workload between them.
After this point, the productivity improved dramatically and good work progress was made. All was going well until two days later when another IT specialist turned up unexpectedly. This person was far less experienced than the other three.
The new arrival explained that he would be taking over as project manager and immediately started to give explicit orders to the team.
In the context of Tuckman's team development theory, which interpretation fits the facts of the scenario.
Which of the following best describes the resource based view of strategy?
