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Strategy in Action: The Execution, Politics, and Payoff of Business Planning
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- PublishedOn
- 1984-03-01
- Title
- Strategy in Action: The Execution, Politics, and Payoff of Busin
- ISBN
- 9780029346709
- Book Title
- Strategy in Action
- Item Length
- 9in
- Publisher
- Free Press
- Publication Year
- 1984
- Format
- Trade Paperback
- Language
- English
- Item Height
- 0.8in
- Genre
- Business & Economics
- Topic
- General, Forecasting, Strategic Planning
- Item Width
- 6in
- Item Weight
- 12.5 Oz
- Number of Pages
- 284 Pages
關於產品
Product Information
From Simon & Schuster, Strategy in Action is Boris Yavitz and William H. Newman's guide to the execution, politics, and payoff of business planning. Two management consultants explain how to transform business objectives into strategic action, detailing measures for changing business practices, eliminating ineffective personnel, and instilling confidence through well-defined statements of goals and missions.
Product Identifiers
Publisher
Free Press
ISBN-10
0029346703
ISBN-13
9780029346709
eBay Product ID (ePID)
19124
Product Key Features
Book Title
Strategy in Action
Format
Trade Paperback
Language
English
Topic
General, Forecasting, Strategic Planning
Publication Year
1984
Genre
Business & Economics
Number of Pages
284 Pages
Dimensions
Item Length
9in
Item Height
0.8in
Item Width
6in
Item Weight
12.5 Oz
Additional Product Features
Lc Classification Number
Hd30.28
Reviews
Kenneth O. Michel Vice President, Education and Training GTE Service Corporation This is the definitive work on how to get results from the formulation and planning of business strategies....Yavitz and Newman clearly present the how-to's for effectively executing strategy., William MayThe Journal of Business Strategy...an excellent compilation of common sense, logic, and experience....It takes planning and application of planning out of the realm of the mysterious and into the practical application by the chief executive's office, the management staff, and the divisional operations., Management Review The authors demonstrate the practical use of such ideas as prepared opportunism, key actor analysis, internal entrepreneurs, broad-stroke programming, and synergistic fit to help develop a "moving game plan" that can achieve meaningful results., George Steiner ...well written and easy to read...On virtually every page the authors reveal their intimate and extensive experience with strategy both as scholars and practitioners. The net result is a valuable addition to our literature on business strategy., George Steiner...well written and easy to read...On virtually every page the authors reveal their intimate and extensive experience with strategy both as scholars and practitioners. The net result is a valuable addition to our literature on business strategy., Kenneth O. MichelVice President, Education and Training GTE Service CorporationThis is the definitive work on how to get results from the formulation and planning of business strategies....Yavitz and Newman clearly present the how-to's for effectively executing strategy., Library Journal The authors use examples of strategic planning in leading companies such as General Electric, Texas Instruments, and the Campbell Soup Company throughout the book. A helpful and practical guide for managers and business students. Recommended., Library JournalThe authors use examples of strategic planning in leading companies such as General Electric, Texas Instruments, and the Campbell Soup Company throughout the book. A helpful and practical guide for managers and business students. Recommended., Management ReviewThe authors demonstrate the practical use of such ideas as prepared opportunism, key actor analysis, internal entrepreneurs, broad-stroke programming, and synergistic fit to help develop a "moving game plan" that can achieve meaningful results., William May The Journal of Business Strategy ...an excellent compilation of common sense, logic, and experience....It takes planning and application of planning out of the realm of the mysterious and into the practical application by the chief executive's office, the management staff, and the divisional operations.
Table of Content
Contents Preface and Acknowledgments Part I The Trajectory: Sharpening the Strategic Focus 1. The Realm of Strategy Place of Strategy in Shaping and Guiding a Company Social Responsibility and Strategy From Concept to Practice 2. Strategic Direction of a Business-Unit Focus on Business-Units Four Vital Parts in a Business-Unit Strategy Coping with Uncertainty 3. Portfolio Strategy for a Diversified Corporation Business-Unit Versus Corporate Strategy Portfolio Design Major Moves to Attain Desired Portfolio From Concept to Practice 4. Corporate Input Strategy Corporate Resource Arsenal Corporate Management of Synergies Beyond the Portfolio 5. Shaping External Alignments Hostile Versus Passive Environments Analysis of Key Actors Choice of Alignments Maintaining Optimum Alignments 6. Birth and Nourishment of a New Strategy Design of a Strategic Planning System Impetus to Challenge the Status Quo Acceptance and Commitment Incrementalism Part II Propulsion: Translating Strategy into Action 7. Programming -- Too Much or Too Little Man-on-the-Moon Approach Incrementalism -- Feeling Your Way Selective Programming Strategy Programs Versus Continuing Operations 8. Building Revised Patterns of Behavior Diagnose Need for Changes in Behavior Patterns Carefully Reshape Selected Behaviors Creating a Focused Climate: Senior Executive Role 9. Organizing to Execute Strategy Creating Operating Divisions That Match Strategy When to Combine or Split Off Business-Units Organizing Corporate Headquarters to Support Strategy Organization in Transition 10. The Right Person and the Right Carrot Matching Desired Executive Abilities with Strategy Using Present Executives to Carry Out a New Strategy Bringing in Outsiders Distinctive Issues in Acquisitions Incentives That Support Strategic Action 11. Resource Allocation -- Power of the Purse Strings Impact of Resource Allocation on Strategy Execution Two Tracks to Capital Allocation Sources of Conflict for Allocations Ways to Channel Capital Support for Strategy Treatment of Strategic Expenses Allocation of Non financial Resources 12. Controlling the Dynamic Process Controlling the Future Watch Progress on Strategic Thrusts Monitor Key External Variables dFull-Scale Reassessments at Milestones and Alerts Maintain Integrity of the Strategic Management Process Part III Integration: Strategy as a Moving Game Plan 13. Fitting Pieces into a Synergistic Whole Building Fit into an Integrated Management System within Each Business-Unit Adding Balance to the Integration of Each Business-Unit Integration at the Corporate Level 14. Hitting a Moving Target in a Rough Sea Ever-Changing Pressures for Action Key to Adaptability: Progress Reassessments Sequential Moves in Face of Uncertainty Contingency Plans Frequency of Progress Reassessments Corporate Inputs to Progress Reassessments Selected References Index
Copyright Date
1984
Lccn
81-071956
Dewey Decimal
658.4/012
Intended Audience
Trade
Dewey Edition
19
Illustrated
Yes
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Book was Successfully Delivered Two Days Ago in Very Good Condition if You Ask Me, Almost Clean and just Slightly Ripped, No Troubles Though, I Think it’s Still Somewhat Nice and Okay tbh.! Thank You Very Much, It was Such a Pleasure to Shop From You.! You take care now.! 👍🏻
- Best Regards: Benjamin