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BPL 5100 CHAP 1 & 2 COMPLETE SOLUTION LATEST 2024 $10.99   Add to cart

Exam (elaborations)

BPL 5100 CHAP 1 & 2 COMPLETE SOLUTION LATEST 2024

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  • Course
  • BPL 5100
  • Institution
  • BPL 5100

BPL 5100 CHAP 1 & 2 COMPLETE SOLUTION LATEST 2024 two perspectives of leadership - romantic view and external control perspective External Control Perspective - External forces determine the organization's success Romantic View of Leadership - situations in which the leader is the...

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  • August 13, 2024
  • 5
  • 2024/2025
  • Exam (elaborations)
  • Questions & answers
  • BPL 5100
  • BPL 5100
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Mboffin
BPL 5100 CHAP 1 & 2 COMPLETE
SOLUTION LATEST 2024


two perspectives of leadership - romantic view and external control perspective

External Control Perspective - External forces determine the organization's success

Romantic View of Leadership - situations in which the leader is the key force
determining the organization's success - or lack thereof

Strategic Management - the analyses, decisions, and actions an organization
undertakes in order to create and sustain competitive advantages. Strategic
management is the study of why some firms outperform others.

Two Fundamental Questions - How should we compete in order to create a competitive
advantage in the marketplace?

How can we create competitive advantages in the marketplace that are unique,
valuable, and difficult for rivals to copy or substitute?

Key Attributes of Strategic Management - 1. Directs the organization toward overall
goals and objectives
2. Includes multiple stakeholders in decision making
3. Needs to incorporate short-term and long-term perspectives
4. Recognizes trade-offs between efficiency and effectiveness

ambidexterity - the challenge managers face of both aligning resources to take
advantage of existing product markets as well as proactively exploring new
opportunities

Intended Strategy - strategy in which organizational decisions are determined only by
analysis

Realized Strategy - strategy in which organizational decisions are determined by both
analysis and unforeseen environmental developments, unanticipated resource
constraints, and/or changes in managerial preferences

Strategy Analysis - study of firms' external and internal environments, and their fit with
organizational vision and goals

strategy formulation - decisions made by firms regarding investments, commitments,
and other aspects of operations that create and sustain competitive advantage

, strategy implementation - actions made by firms that carry out the formulated strategy,
including strategic controls, organizational design, and leadership

Corporate Governance - is the relationship among various participants in determining
the direction and performance of corporations.

Primary participants:
Shareholders
Management (led by the Chief Executive Officer)
The Board of Directors (BOD

Stakeholder Management - processes to identify the people, groups, or organizations,
that could impact or be impacted by the project, analyze their expectations and impact,
and develop strategies for engaging them and managing conflicting interests

Two views of stakeholder management - zero sum and symbiosis


zero-sum N- N Nview Nof Nstakeholder Nmanagement Nis Nrooted, Nin Npart, Nin Nthe Ntraditional
Nconflict Nbetween Nworkers Nand Nmanagement, Nleading Nto Nthe Nformation Nof Nunions Nand

Nsometimes Nending Nin Nadversarial Nunion N- Nmanagement Nnegotiations Nand Nlong Nbitter

Nstrikes. NThe Nstakeholder Nchallenges Nfacing NWalmart Nis Nan Nexample Nof Nthis. NHowever,

Norganizations Ncan Nachieve Nmutual Nbenefit Nthrough Nstakeholder Nsymbiosis. NThe

Nexample Ngiven Nis Nhow NP&G Nconsidered Nthe Nneeds Nof Nconsumers, Nshippers,

Nwholesalers, Nand Nenvironmentalists Nwhen Ndeveloping Na Nliquid Nconcentration Nfor

Ncleaning Npowder. NThis Nproduct Nbreakthrough Nled Nnot Nonly Nto Na Nchange Nin Nconsumer

Nshopping Nhabits, Nbut Nalso Na Nrevolution Nin Nindustry Nsupply Nchain Neconomics. NLeading

Ncompanies Nare Nincreasingly Nrealizing Nthat Nlearning Nto Npartner Nwith Ngovernments Nand

Ncommunities, Nsuppliers Nand Ncustomers, Nand Neven Nlong-term Nrivals, Nis Nessential Nfor

Ndealing Nwith Nbig, Ncomplex Nproblems. NStakeholder Ngroups Ndo Nnot Nhave Nto Nbe Nin

Nconflict Nwith Neach Nother.




Symbiosis N- N NStakeholders Nare Ndependent Nupon Neach Nother Nfor Nsuccess N& Nwell-being.
Stakeholders Nreceive Nmutual Nbenefits.

Social NResponsibility N- N Nis Nthe Nexpectation Nthat Nbusinesses Nor Nindividuals Nwill Nstrive Nto
Nimprove Nthe Noverall Nwelfare Nof Nsociety.




Triple NBottom NLine N- N Nassessment Nof Na Nfirm's Nfinancial, Nsocial, Nand Nenvironmental
Nperformance




local Nline Nleaders N- N Nhave Nprofit Nand Nloss Nresponsibility

Executive Nleaders N- N Nchampion Nand Nguide Nideas, Ncreate Na Nlearning Ninfrastructure, Nand
Nestablish Na Ndomain Nfor Ntaking Naction

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