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2024 | Buch

Introductory Economics Kapitel lesen Erstes Kapitel lesen

Strategic Management

Fundamental Concepts for Decision Making and Strategy Execution

verfasst von: Arão Sapiro

Verlag: Springer International Publishing

Buchreihe : Classroom Companion: Business

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This book provides students with the fundamental concepts and stages of strategic management and planning in organizations with essential tools to make decisions in order to remain competitive in the business world of today. It offers an introduction to the key topics and themes of organizational and competitive strategies and provides a panoramic view of the changing corporate environment. The author draws on insights from various typical functional courses, such as marketing, finance, and accounting, to help students understand how top executives and managers make the strategic decisions that drive successful businesses.

Students learn how to conduct a case analysis, measure organizational performance, and conduct external and internal analyses. The book features learning objectives, glossaries, and real cases related to the content of each chapter. The book also features discussions on the execution and evaluation of organizational performance; environment,social, and governance (ESG); and decision and risk analysis. This book is useful for upper undergraduate and graduate level courses in strategic planning and management, business administration, decision making, and business strategy.

Inhaltsverzeichnis

Frontmatter

I

Frontmatter
1. Introductory Economics
Abstract
This chapter provides a introduction to the study of economics. Economics is the study of how consumers, firms, and governments make decisions that together determine how resources are allocated. An appreciation of economics and the general workings of the economy have become increasingly necessary to understand government policymaking, the conduct of businesses, and the enormous changes in economic systems which are occurring throughout the world. This chapter covers microeconomics and macroeconomics, including topics such as production, markets, demand and supply, inflation, and consumer behavior.
Arão Sapiro
2. Managerial Economics
Abstract
Managerial economics is a distinctive branch of economics which deals with the economic problems of firms and industries and their relationship with society. There are several basic issues on which the producer will be making decisions such as what commodities it should produce, what should be the output level of each, what type of technology it should adopt, where it should produce the goods, what should be the size of the factory, what price it should charge, how much wages it should be paid, and how much it should be spent on advertisement. All such decisions endeavor to study managerial economics.
Arão Sapiro

II

Frontmatter
3. General Management
Abstract
This chapter provides an overview of management as a function and as a field of study. It seeks to develop a critical understanding of management theory and practice. Management considers the interrelationships and interactions between distinct parts of an organization and between the organization and its environment, exploring management change across time contexts. Concepts such as power, culture, and reward, which are crucial to the management of organizational resources and the production of goods and services, are introduced and critically assessed.
Arão Sapiro
4. Corporate Governance and Business Ethics
Abstract
This chapter explores how organizations can address various sustainability challenges including climate change, human and labor rights, and sustain the global commons. As no business can address these systemic challenges alone, a particular focus lies in how multiple stakeholders collaborate to create novel governance solutions, in the transition to a net-zero economy.
Arão Sapiro
5. Organizational Behavior
Abstract
Organizational behavior studies power and organizational politics, trying to understand the organization behavior in its three levels of analysis (the individual, the group, and the organization). To do this, we must begin asking what organizations are. What are the conditions to make good decisions, creating an environment where people can be creative and motivated for a successful business. It identifies how people respond to the stimuli in our environment according to their perception and make decisions, interpreting organizational interactions, so interesting is that we do not solely.
Organizational behavior still debates about the relative importance of metaphors to describe organizations. Metaphor is a basic structural form of experience by which human beings engage, organize, and understand their world. A metaphor is a connection, coupling two ideas. One idea is usually complex and hard to convey. The other idea is then simple and commonplace. The ordinary illuminates the intricate.
Alternative views of a company as a living being, or just as a money-making machine, are discussed. The view that organizations are metaphorically living beings is the idea that organizations can learn (learning companies) and even become wiser.
Arão Sapiro
6. Leadership and Managerial Skills
Abstract
This chapter explains the place of leadership and management in twenty-first century businesses and organizations, the role of leaders and managers, leadership styles as well as their levels of efficacy. Every organization needs effective leaders and managers as well as competent and reliable followers. It also posits that the place of leadership and management in today’s organizations is changing because leaders and managers require a practical approach to leadership and management to substantially influence and motivate their followers to enhance their performance to achieve set organizational objectives.
Arão Sapiro

III

Frontmatter
7. Decision and Risk Analysis
Abstract
Decision and risk analysis helps organizations make decisions to maximize their utility in the presence of risk and uncertainty. It helps them make a risk-informed decision. The entire approach to developing alternative scenarios and evaluating them using tools and methods of decision analysis has undergone highly practical improvements in the last few decades.
These improvements have largely to do with the need to engage senior decision-makers directly. For the larger organizations, the approach is to maximize expected value, balancing rewards, and costs with uncertainty. Medium and smaller organizations may be risk averse. This means that they have a non-linear utility function, usually emphasizing avoiding negative outcomes, and maximizing expected utility.
Arão Sapiro
8. Corporate and Business Strategic Planning
Abstract
This chapter describes all most relevant strategic management processes and explains their concepts as value of vision, mission, and corporate objectives; studies the role of corporate governance and stakeholder management; approaches the coherence in strategic direction; and provides a detailed external analysis of the general environment, the competitive environment, the national environments, and creating an environmentally aware organization.
Arão Sapiro
9. Change and Project Management
Abstract
There are many ways to categorize change management in an organization. Change is anything that transforms or impacts culture, practices, projects, tasks, processes, structures, or functions through organizations. Project management refers to the process of managing a project team and monitoring their activities, overseeing work to ensure they successfully incorporate change into their practices and achieve the overall project objectives. Change management is important because it is vital to have a structured change management process in place so that team members know how to react to change and remain on track to achieve their organizational or project goals. Managing projects is a fast-paced field, and things can change quickly. This means that project managers need to be able to adapt accordingly.
Arão Sapiro
10. Talent Management
Abstract
No matter the industry, all companies have one thing in common: they must have people to make their variety of capital work to make the business work. Businesses need people to perform tasks and get work done in the organization. Even with the most sophisticated machines, humans are still needed.
Arão Sapiro

IV

Frontmatter
11. Operating Model and Organization Design
Abstract
This chapter covers the managerial perspective of strategic business decisions related to the execution and achievement of tactical objectives. The elements that must act, with the idea of seeking the best organizational and competitive results, are operating model, organizational design, technology management, digital transformation, and supply chain management, always in an interconnected and integrated way, playing a crucial role in this sense.
Arão Sapiro
12. Managerial Activities System
Abstract
This chapter covers the effective implementation and execution of the formulated strategies, which will depend on a system of activities that will highlight the consistency of those strategies and ensure the recognition of positioning as a competitive advantage of the organization. The system of activities corresponds to the execution of the activities planned in the Value Chain and executed in a unique way.
Arão Sapiro
13. Entrepreneurship and Innovation
Abstract
Innovation refers to introducing novelty in a product, service, strategy, or business model. Moreover, innovation also increases growth in the current business environment. Sometimes, it is an idea, and sometimes, it is a concept that helps stay ahead of the competition and induces creativity and efficiency in businesses.
Central to innovation are entrepreneurs: innovative and risk-taking individuals who seek to bring about change and new opportunities, both for themselves and the business communities in which they operate. Entrepreneurship refers to the process of developing new business ventures or growing existing ones.
In the second part of this chapter, the importance of entrepreneurs to economic activity, their role in our organizations as intraentrepreneurs, and the development of the concept of entrepreneur attitude will be discussed in detail.
Arão Sapiro
Backmatter
Metadaten
Titel
Strategic Management
verfasst von
Arão Sapiro
Copyright-Jahr
2024
Electronic ISBN
978-3-031-55669-2
Print ISBN
978-3-031-55668-5
DOI
https://doi.org/10.1007/978-3-031-55669-2

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