Management

Scanning the Environment MyManagementLab® Go to mymanagementlab.com to complete the problems marked with this icon . End of Chapter SUMMARY Every day, about 17 truckloads of used diesel engines and other parts are dumped at a receiving facility at Caterpillar’s remanufacturing plant in Corinth, Mississippi. The filthy iron engines are then broken down by two […]

CORE AND DISTINCTIVE COMPETENCIES Resources are an organization’s assets and are thus the basic building blocks of the organization. They include tangible assets (such as its plant, equipment, finances, and location), human assets (the number of employees, their skills, and motivation), and intangible assets (such as its technology [patents and copyrights], culture, and reputa- tion).1

Scanning the Environment Pierre Beaudoin stepped down in 2015 as the company continued to spiral down- ward. The C-Series has yet to make any real penetration in the market with orders of less than 250 planes (and none in the past 1½ years) as of 12/31/15 compared to 3,072 orders for Boeing’s 737 and 4,471

Explain how companies can improve their staffing efforts as they expand beyond their home country 9-5. Discuss the unique issues related to Mea- suring Organizational performance that are presented with the administration of atruly international company 9-1. Describe the means of entry by which an organization can do business in another country 9-2. Explain the

Responsibilities of Business Discretionary Ethical LegalEconomic Social Responsibilities SOURCE: Suggested by Archie Carroll in A. B. Carroll, “A Three Dimensional Conceptual Model of Corpo- rate Performance,” Academy of Management Review (October 1979), pp. 497–505; A. B. Carroll, “Managing -Ethically with Global Stakeholders: A Present and Future Challenge,” Academy of Management Executive (May 2004), pp. 114–120;

Explain how globalization, innovation, and environmental sustainability influence strategic management Carroll lists these four responsibilities in order of priority. A business firm must first make a profit to satisfy its economic responsibilities. To continue in existence, the firm must follow the laws, thus fulfilling its legal responsibilities. There is evidence that com- panies found guilty

Discuss the Activities where learning organizations excel SOURCE: T. L. Wheelen and J. D. Hunger, “Board of Directors’ Continuum,” Copyright © 1994 by Wheelen and Hunger Associates. Reprinted by permission. M02_WHEE2050_15_SE_C02.indd 46 9/9/16 12:16 PM CHAPTER 3 Social Responsibility and Ethics in Strategic Management 73 a business corporation need profits to survive and grow. “Maximizing profits

DEGREE OF INVOLVEMENT IN STRATEGIC MANAGEMENT Low (Passive) Rubber StampPhantom Never knows what to do, if anything; no degree of involvement. Formally reviews selected issues that o�cers bring to its attention. Involved to a limited degree in the perfor- mance or review of selected key decisions, indicators, or programs of management. Approves, questions, and makes

Discuss the differences between the theo- ries of organizations Generally, the smaller the corporation, the less active is its board of directors in strategic management.13 In an entrepreneurial venture, for example, the privately held corporation may be 100% owned by the founders—who also manage the company. In this case, there is no need for an

Introduction to Strategic Management and Business Policy Highly involved boards tend to be very active. They take their tasks of moni- toring, evaluating and influencing, and initiating and determining very seriously; they provide advice when necessary and keep management alert. As depicted in Figure 2–1, their heavy involvement in the strategic management process places them