|
|
|
|
| LEADER |
04318cam a22003254a 4500 |
| 001 |
99939333804151 |
| 005 |
20230630085614.0 |
| 008 |
020604s2003 nyua b 001 0 eng |
| 010 |
|
|
|a 2002068852
|
| 020 |
|
|
|a 0789018098
|q (hard)
|
| 020 |
|
|
|a 9780789018090
|q (hard)
|
| 020 |
|
|
|a 0789018101
|q (soft)
|
| 020 |
|
|
|a 9780789018106
|q (soft)
|
| 035 |
|
|
|a (OCoLC)49952548
|
| 035 |
|
|
|a (OCoLC)ocm49952548
|
| 040 |
|
|
|a DLC
|c DLC
|d QBX
|d U@S
|
| 042 |
|
|
|a pcc
|
| 049 |
|
|
|a U@SA
|
| 050 |
0 |
0 |
|a HD30.28
|b .A44 2003
|
| 082 |
0 |
0 |
|a 658.4/012
|2 21
|
| 100 |
1 |
|
|a Alkhafaji, Abbass F.
|
| 245 |
1 |
0 |
|a Strategic management :
|b formulation, implementation, and control in a dynamic environment /
|c Abbass F. Alkhafaji.
|
| 260 |
|
|
|a New York :
|b Haworth Press,
|c c2003.
|
| 300 |
|
|
|a xv, 317 p. :
|b il. ;
|c 23 cm.
|
| 504 |
|
|
|a Incluye referencias bibliográficas e índice.
|
| 505 |
0 |
|
|a Section I. Strategic management framework: 1. Introduction to Strategic Management: Why Is It Important to Study Strategic Management? ; History of Strategic Management and Business Policy ; Purpose of Business Policy Course ; Business Policy ; Strategic Planning ; Strategic Management ; Moral and Ethical Duties ; Corporate Governance and Strategy -- 2. Strategy Formulation: Who Are the Strategists in Any Organization? ; Environmental Scanning ; Strategy Formulation ; Strategy Implementation ; Evaluation and Control ; Decision Making -- 3. Assessing the Environment: Dynamic Environments ; The Internal Environment ; The External Environment ; Environmental Scanning ; The Use of Financial Ratio Analyses -- 4. Corporate Strategy: Corporate Strategic Alternatives ; Analysis of Corporate Strategies ; Strategy in Multiple-SBU Firms ; Evaluating Corporate Strategy: Beyond the Business Portfolio Matrix -- 5. Business and Functional Strategies: Business Strategy Alternatives ; Formulating Business Strategy ; Competitive Strategies and the Health Care Industry ; Functional Strategic Alternatives ; Strategy Types -- 6. Strategic Management in the International Environment: Trends Toward Internationalization ; Advantages of Internationalization ; International Strategic Management ; Entering a Foreign Market ; Multinational Challenges ; How to Compete Globally ; U.S. Competitiveness ; Tomorrow's Organizations -- 7. Corporate Structure and Implementation: Strategy Implementation ; The General Manager's Role in the Implementation Process ; Issues in Strategy Formulation and Implementation ; Analyzing Strategic Change ; Building a Capable Organization ; Allocating Resources to Match Strategic Objectives ; Establishing Organization-Wide Commitment to the Strategic Plan ; Conclusion -- 8. Corporate Culture, the General Manager, and Implementation: Installing Internal Administrative Support Systems ; Exerting Strategic Leadership ; Fulfilling the Leadership Role -- 9. The Control Function: Levels of Strategy and Control ; Organizational Control ; Financial Measurement Methods ; Reporting Systems ; Information Systems ; Vehicles of Control ; International Control -- 10. Strategic Management in Profit and Not-for-Profit Organizations: Evolution of Not-for-Profit Organizations ; What Is a Not-for-Profit Organization? ; Mission Statement ; Strategic Objectives ; Crafting a Strategy ; Strategy for Multi-Primary-Mission Organizations Management Styles ; Strategic Decision Making in NFP Organizations ; Evaluation and Control in NFP Organizations ; Implementation in the NFP Sector ; Role of the Board of Directors in For-Profit and NFP Organizations -- Section II. Preparing a case analysis: Case 1. Ben & Jerry's ; Case 2. Blockbuster ; Case 3. Tootsie Roll Industries, Inc. ; Case 4. Southwest Airlines ; Case 5. Airborne Express ; Case 6. Snapple ; Case 7. PepsiCo, Inc. ; Case 8. Pillsbury ; Case 9. Hershey Foods Corporation ; Case 10. H. J. Heinz ; Case 11. Gap Inc. ; Case 12. Intimate Brands, Inc. ; Case 13. Nike ; Case 14. Rite Aid ; Case 15. Circuit City Stores, Inc. ; Case 16. Gillette ; Case 17. Harley-Davidson ; Case 18. Home Depot ; Case 19. Lincoln Electric ; Case 20. Motorola, Inc. ; Case 21. Microsoft.
|
| 650 |
|
0 |
|a Strategic planning.
|
| 650 |
|
0 |
|a Strategic planning
|v Case studies.
|
| 650 |
|
7 |
|a Planificación estratégica.
|2 UDESA
|
| 650 |
|
7 |
|a Planificación estratégica
|v Casos de esudio.
|2 UDESA
|