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Chapter8MissionObjectivesExternalAnalysisInternalAnalysisStrategicChoiceStrategyImplementationCompetitiveAdvantageTheStrategicManagementProcessImplementingCorporateDiversificationImplementationIssuesHowInformationFlowsWhereandByWhomareDecisionsMadeHowtoInfluencetheBehaviorofPeople• howcantheinterestsofemployees bealignedwiththeinterestsofthefirm?TheNeedforOrganizationalStructureInformationProcessingRequirements• asorganizationsbecomelargerandmorecomplex, informationprocessingrequirementsexceed individualcapacity• boundedrationality• organizationalstructuredividesinformation processingintomanageableblocks(spanofcontrol)StrategicPlanningCorporateFinanceCorporateR&DCorporateMarketingM-FormStructureProductionFinanceEngineeringAccountingHumanResourcesDivisionDivisionDivisionSales&MarketingSeniorExecutiveCorporateHumanResourcesBoardofDirectorsTheAgencyRelationshipATradeOffM-FormStructureDividesInformationProcessingRequirementsIntoManageableBlocksDividesOwnersFromManagersInterestsofOwnersandManagersMayDivergeIndividualShareholdersInstitutionalShareholdersPrincipalsAgentsSeniorExecutivesCorporateStaffDivisionGeneralManagersSharedActivityManagersMonitorsTheAgencyRelationshipBoardOfDirectorsManagingAgencyDualRoleTheOfficeofthePresidentChairmanoftheBoard(monitoring)ChiefExecutiveOfficer(strategyformulation)ChiefOperatingOfficer(strategyimplementation)ChairmanCEOCOOChairmanCEOCOOChairmanCEOCOOChairmanCEOCOOInformationFiltering• informationaboutthedivisions’businesses isfilteredasitrisestotheseniorexecutive• theseniorexecutivecan‘manage’theinformation flow• informationflowshouldnotexceedthe boundedrationalityofmanagersatany levelintheorganization• informationshouldflowshouldbematched withdecision-makingauthorityTheOfficeofthePresidentStrategicPlanningCorporateFinanceCorporateR&DCorporateMarketingDivisionGeneralManagersProductionFinanceEngineeringAccountingHumanResourcesDivisionDivisionDivisionSales&MarketingSeniorExecutiveCorporateHumanResourcesSharedActivityManagersProductionFinanceEngineeringDivisionDivisionDivisionHumanResourcesSales&MarketingProductionFinanceEngineeringSharedActivitiesCostCentersProfitCentersManagementControls3IssuesEvaluatingDivisionalPerformanceAllocatingCapitalTransferringIntermediateProductsMeasurement:• accounting• economicvalue added(EVA)Ambiguity:• allocatingcosts &revenuesPlayingGames:• managerswant tolookgood• zero-based budgetingSettingPrices:• negotiation• cost• market-based• dualpricingCompensationPoliciesCompensationCommitteeIntheory…• representsinterestsofownersinsettingcompensation oftopexecutiveteam• setscompensationbasedonperformanceormarketInpractice…• sometimesappeartobebeholdentoexecutives• compensationdecisionsoftenbearlittlerelationship toperformanceCompensationPoliciesAligningIncentivesSalaryCashBonusStockGrantsStockOptionsNotTiedtoPerformanceTiedtoPerformanceLongTimeHorizonShortTimeHorizonResearchshows…Theorypredicts…RefocusingCorporatelevelstrategymaycallforexitingabusiness• aconglomerationdiscountmayexist• thecorporationmaylacknecessaryskills• expectedeconomiesofscopemaynotexist• thecorporationmayneedfundsforcoreactivitiesDivestAssetsSpin-offMBOIPOor,InternationalImplementationGlobalStrategyMulti-DomesticStrategyCentralizedHub:• facilitatesglobal integration• exploitsa globalproduct• exploitsscale economiesDecentralizedFederation:• highlyautonomousunits• veryresponsivelocallyCoordinatedFederation:• lessautonomous• somesharedactivities betweendivisionsInternationalImplementationTransnationalStructure• facilitatesbothlocalresponsiveness andglobalintegration• countrymanagersareresponsiblefor exploitingeconomiesofscope• corporateHQconstantlyscansthe globelookingforbestpracticesSummarySuccessfulimplementationisamatterof:• ap
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