Today's businesses have become more adept than ever at employing the essential strategies needed to succeed in the light of intense competitive and financial pressures. The motivation for this has been straightforward: to maximise company performance. Managers and executives from all walks of life are called on to set corporate strategy, balance the needs of business units, allot resources, and evaluate all facets of the business and the organization. In this text the authors share the information needed to stay competitive in today's Internet-speed business world. Recognizing the trend to divestitures and decentralized coroporations, the authors focus on the key strategic issues related to the multi-divisonal organization. They cover the strategic interface between the parent company and it's operating divisions, with emphasis on analytical and financial relationships. Addressing both corporate and divisional perspectives the authors help readers gain a better understanding of the various assumptions that guide corporations and business units in setting goals and objectives. Through real-world examples and case studies, the authors provide several opportunities for the reader to analyse strategic problems. They provide an in-depth analysis of a hypothetical parent company, guiding the best course of action for the corporation and its business units.
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A One-Volume, MBA-Level Course on Creatingand ImplementingPowerful Corporate and Divisional Strategy
Decision makers in today's evolving corporate environment often must formulate strategy on two different levels. Corporate-level strategies must focus on a firm's overall goals and objectives. At the same time, division-level strategies require targeted decision-making to accomplish more focused, distinct tasks and responsibilities.
Corporate Strategy outlines and explains a working model for addressing the complex issues of corporate as well as divisional strategy. This straight-talking guide encompasses:
For all businesses, the strategic planning process begins with executives devising strategies for growth, then managers using those strategies to approach operational issues. Corporate Strategy addresses both factionsand provides hands-on answers to the strategic issues and dilemmas faced every day by executives and managers in multidivision companies.
Look to The McGraw-Hill Executive MBA Series for straight-talking, technique-filled books, written by front-line executive education professors and modeled after the programs of top business schools. Other titles in the series include:
In today's increasingly streamlined corporate environment, relationships between parent corporations and their subordinate divisions have been transformed. The inherent values of product and service diversificationonce considered fundamental strategic requirementsare being questioned, and in many cases set aside, in favor of more focused, centralized structures.
Corporate Strategy bridges the gap, providing strategic guidance for the fundamentally linkedyet functionally separatecorporate and divisional factions. Mirroring the tactics, knowledge, and hands-on instruction found in today's finest business schools and executive education seminars, this insightful book builds a step-by-step model for setting short- and long-term corporate goals and objectives, tackling divisional strategic issues, and subsequently improving both corporate performance and shareholder value. Executives, line and staff managers, consultants, and academics can use its charts, checklists, case studies, exercises, and quizzes to:
The major, ongoing restructuring of U.S. industry has introduced a reformulated set of strategic requirements, along with new tools for meeting those requirements. Corporate Strategy provides an innovative, rigorous look at today's strategic issues, describes new tools and alternatives available to address those issues, and outlines a distinctly originalyet fundamentally soundapproach for strategic success in the competitive corporate arena of today and tomorrow.About the Author:
John L. Colley, Jr. is the Almand R. Coleman Professor of Business Administration at University of Viriginia's Darden Graduate School of Business. A faculty leader, he teaches several MBA and executive education courses in corporate and divisional strategy and operations planning and control. He serves as chief of operations and systems analysis for Hughes Aircraft Company and is Group Leader of the Research Triangle Institute and has served as a director on numerous boards. He has authored or co-authored pieces for numerous publications, including Case Studies in Service Operations (Duxbury Press), Corporate and Divisional Planning (Reston Publishing), and Operations Planning & Control (Holden-Day). He received his masters from Yale University and his doctorate from University of Southern California. Jacqueline L. Doyle is the General Motors post-doctoral fellow and visiting assistant professor of business administration at Darden, where she earned her Ph.D. in business administration. She teaches MBA and executive education courses in operations and service operations strategy at Darden. A contributor to Case Studies in Service Operations (Duxbury Press), she has taught at The McIntire School of Commerce at the University of Virginia. Robert D. Hardie is project director for the University of Virginia, where he earned his Ph.D. in management. He teaches executive education courses on internet valuations at Darden School of Business, and previously served as manager for business strategy at Trigon BlueCross BlueShield.
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