Strategic Performance Management brings together the fields of strategic management, strategic management accounting and organizational behaviour, to analyse and improve the link between organizational strategy, systems of planning and control, and performance-driven behaviour. By assessing market conditions and customer expectations, and linking them to a solid operating plan, an organization can focus its resources on activities that produce the greatest return on investment. Strategic Performance Management teaches readers, whether business students or executives, how to avoid errors and counter ineffectiveness; it provides methods and techniques to implement strategic performance management and support organizations in their pursuit of more performance-driven behaviour and better performance. New to this edition:- New introductory chapter defining strategic performance management, its processes and its benefits- Revised chapter considering ICT architecture for strategic performance management systems- Revised and improved coverage of performance pay, strategic action plans, and barriers for implementing strategic performance management- Updated and revised case studiesStrategic Performance Management is an ideal text for students on MBA programmes, or covering strategic performance management or management control on specialist postgraduate courses or final year undergraduate modules. It will also appeal to business executives keen to build a more successful, and more profitable, organization.
Marketing and Management Interfaces in the Enactment of Strategic Management Accounting Pr,
Contemporary research in strategic management, with an emphasis on conceptual tools and skills created by scholars and practitioners in the field are evident throughout Strategic Management, 14e. The fourteenth edition of Strategic Management continues to increase the emphasis on planning for domestic and global competition in a global economy that is integral to strategic decision in even the smallest business or organisation on Main Street - in any town worldwide every day. It is specially designed to accommodate the needs of strategy students worldwide in our fast-changing twenty-first century.
Applied Management Science 2nd Edition w/Reg Codes
The text is specifically designed for courses in which decision-focused cases are an important element and/or where student projects, such as the development of a marketing plan, are assigned.
Tourism Public Policy, and the Strategic Management of Failure,
Book DescriptionUseful and comprehensive executive-level coverage of strategic management Hospitality Strategic Management: Concepts and Cases offers a complete, comprehensive, and managerially useful treatment of strategic management inthe hospitality industry. This up-to-date resource provides the most relevant models, theories, and hospitality practices for those interested in managing effectively in today's competitive international hospitality industry. Hospitality Strategic Management provides a realistic, balanced, and current view of the field by considering the practical aspects of the strategic manager's role, including the acquisition, development, and management of internal resources (such as people, knowledge, financial capital, and physical assets) and relationships with external stakeholders (such as guests, suppliers, owners, franchisors, venture partners, and governmental agencies). Throughout the book, examples and best practices of leading hospitality organizations are used to illustrate ideas and concepts. Hospitality Strategic Management: Integrates global strategic management theory throughout the text Addresses strategic thinking as an essential, creative aspect of the strategy process Covers aspects of starting a business, including what a business plan contains, franchising, and entrepreneurship within existing organizations Pulls the implementation process together with a careful treatment of organizational design and control Reflecting the dynamic environment found in the real world, Hospitality Strategic Management explains principles and theories with extensive use of examples from various segments of the industry, including lodging, gaming, cruise lines, airlines, and food service. Complete with free access to case examples online from the Center for Hospitality Research at Cornell University, Hospitality Strategic Management is an invaluable learning tool for industry executives and managers in executive-level training courses and for students.
From internal resources such as people, knowledge, and capital to relationships with external stakeholders such as customers and suppliers - Strategic Management of Resources and Relationships provides students with one realistic, comprehensive, and highly effective approach to strategic management. Students will learn how to use the resource-based view to develop competitive advantages through the acquisition, development and management of resources. They'll also learn how to use stakeholder theory to determine when firms should form partnerships, the form they should take, and how to manage them to enhance their resource position. The text's unique blend of the resource-based approach with stakeholder theory and other relevant theories andmodels, helps students gain a complete, balanced understanding of the field.
This is a study on how Project Management can improve strategic change within Government. This is to ensure that Government does not continuously change the goal posts, but manage strategic change in such a manner that allows it to meet its legal mandate. The particular review is on how Project Management was able to facilitate a strategic change with the Gauteng Department of Environment. It also looks at the associated merits of this, and the overall impression of whether such strategic change was successful.
Drawing on the unique academic and professional experience of its author, Strategic Management in the Third Sector provides a comprehensive introduction to the strategic development of voluntary, community and social enterprise organisations. Roger Courtney introduces students to the different ways of thinking about a third sector organisation and its external environment, including strategic thinking and analysis, and strategy formulation and implementation. Key Features:• Comprehensive case study coverage, focusing on a wide variety of non-profit organisations• Provides genuine insight into the practical implications of managing in the third sector • Identifies a wide range of strategic models and tools that are of value to the development of third sector organisations• Considers the latest developments in social enterprise• Written by a leading expert in the fieldStrategic Management in the 3rd Sector is an essential text for all students of voluntary and third sector management, charity and social enterprise management, voluntary sector studies, charity management and public service management.
This book contains six lecture modules on some contemporary issues in strategic management accounting. These modules are independent of each other and are ordered in a random basis. The topics that are discussed here are:concurrent engineering, quality issues, supply chain management, Just-in-Time, lean manufacturing, target and kaizen costing, performance measurement and knowledge management. Literature on these topics were collected and compiled in these modules.
The strategic management models of the late Igor Ansoff predict that the effectiveness of organizational strategies and management capabilities depends in part on the turbulence of the business environment in which the organization operates. Ansoff defined five levels of turbulence, and identified the characteristics of strategic aggressiveness and management capabilities that are most effective for a given level of turbulence. Greg Lorton adapted Ansoff’s corporate models to environmental management systems within organizations, surveying 78 businesses and government organizations in California. He found that these models continue to be effective when applied to environmental management systems. He further studied the elements of environmental management strategies and how they relate to environmental strategic aggressiveness, management capabilities, and performance on environmental issues. While proactive environmental management systems generally lead to improved environmental performance, in some cases more conservative systems can also be effective.