Question one, Part a: 1. These historical inputs are recognised and understood by the phrase “the way we do things around here” or the way business is now. History is the fusion and creation of internal and external cultural factors from the past that define the paradigm and the context through which strategies have been developed by decision makers within the company. History is the antecedents to strategy development that include embedded, stories, symbols, power, structure, controls, rituals and routines (refer appendix 1). Identifying historical context has the benefit of allowing businesses to develop strategies while avoiding recency bias and as a reference point to legitimise future strategies based on past successes. It allows business to develop strategy scenarios based on adaptations of past situations with different variables and to innovate based on historical competencies. This combination of historical actions, thoughts and procedures form a path dependency that is the confine through which strategy develops and this impacts on subsequent outcomes or the way business wants to be (Johnson, Whittington, Scholes, 2011). Historical path dependency may leave business in a difficult position as it tries to balance between holding onto skills, core values and stakeholder confidence as the dynamism of the business environment increases at an increasing rate (Reuters, 2011). The ability to make the balance between historical competencies and adapt them to future benefits will impact on the successful outcomes, or otherwise, of future strategic choices (Chi, Kilduff & Gargeya, 2009). Strategy is not a stand alone entity but is emergent synthesis from a combination of historical and future contingencies, attitudes, capabilitie... ... middle of paper ... ...mance, International Journal of Productivity and Performance Management, Vol. 58 No. 7, pp. 645-669 (Emerald Group Publishing) viewed 9 September 2011. Dictionary.com, 2011, Legitimacy, viewed 10 September 2011, < http://dictionary.reference.com/browse/legitimacy> Johnson, G, Whittington & R, Scholes, K, 2011, “Exploring Strategy”, Prentice Hall, London. Marketingteacher.com, 2011, Generic Strategies - Michael Porter (1980), viewed 10 September 2011, < http://marketingteacher.com/lesson-store/lesson-generic-strategies.html> Reuters.com, 2011, “Market volatility dampens small business growth”, viewed 9 September 2011, oxfordcollegeofmarketing.com, 2011, From objectives to strategy, viewed 9 September 10, 2011,
Are current equipment regulations enough to keep our hockey athletes safe? I ask this after the life threatening injury that recently occurred here in Buffalo. However this isn’t the first time that the NHL (National Hockey League) has seen injuries of this magnitude. What were these injuries? How did they affect the NHL rules? What kind of rules are in place today? What is the NHL doing about neck guards? These questions and more will be answered as we take a look into NHL injuries, the history of equipment regulations, current equipment regulations, and the debate over neck guards.
Would you rather have a couple of guys who have beef with each other dropping the gloves to settle their differences or a couple of guys trying to get the best cheap shot on their opponent? Fighting is a much less dangerous and bloody way to settle things. People still take cheap shots, hitting each other in the face with their hockey stick, but that type play would be seen way more often if fighting were taken out of the game. Emotional guys with short fuses would lead to more cheap shots. Fighting is a way for players to police each other. If somebody takes a shot at one of your teammates and it looks to be even the littlest bit of dirty, you’ll see that offending player on that team to get some revenge. Players can handle suspensions and fines but if they know that a player is going to knock their teeth out, then they might think twice about taking those cheap shots. Hockey will never become mainstream. It’s unique to a sport to allow this kind of fighting to happen. Sports don’t allow fighting. Without fighting in hockey would be a mainstream sport, it wouldn’t be hockey.
It’s Saturday Night, the crowd gone wild with an epic hit on the opposing team. The occasional drunk sitting next to you, as your kids enjoy delicious Dipping Dots. Right as the momentum is swinging towards the home team, a penalty is called. A powerplay opportunity is awarded to the defending team. With the home team fighting with all their might to defend from a goal, down 4 on 5, they run around like chickens with their heads chopped off, trying to get the puck out of their zone. Then when everything seems to simmer down, a fight breaks between the bulkiest guys on each team, punches being thrown, blood spattering across the ice. In hockey today, there are two main leagues in the United states: the NHL, and USA Hockey. Just like in any game, there are basic rules that must be followed. In these two leagues there are similarities and differences in basic “golden” rules, benefits from playing, and the official’s code of conduct.
Physical contact in minor sports is dangerous and unnecessary. It should not be permitted because minor players do not know how to safely apply physical contact in a game situation, physical contact can seriously injure players, and in the absence of physical contact players can focus on skill building.
Arthur, A., Thompson, Margaret, A., Peteraf, John, E. Gamble, A., J., Strickland III. (2014). Crafting & Executing Strategy: The Quest for Competitive Advantage 19e: Concepts & Cases. C6-C25.
...know" (The Canadian Press, 2013). Hockey is one of the most difficult sports out there, and dropping the gloves and looking another fighter straight in the face is one of the most challenging parts of it. Getting rid of fighting will not necessarily make the game safer, and it could potentially cause a decrease in the number of fan viewership. The players and leagues understand what they are getting themselves into and they are aware of the culture of the sport, which is rich with fighting history. They respect that aspect of the game, and they respect their opponents as players and fighters. There will never be a time when everybody is happy about the state of fighting in hockey, but for now, the NHL is taking the right steps toward maintaining this historically important part of the game, while also making adjustments to keep the players as safe as possible.
When trying to improve productivity for a company, one must first understand what it means to be productive and what it means to not be productive. Jonah classifies that, “I have come to the conclusion that productivity is the act of bringing company closer to its goal. Every action that brings the company closer to its goal is productive. Every action that does not bring a company closer to its goal is not productive” (Goldratt, 32). But when determining on what is productive and not productive, the actual “goal of the company must first be determined. “ If the goal is to make money, then an action that moves us toward making money is productive and an action that takes away from making money is non-productive” (Goldratt, 41). Alex has finally realized what it means for his company to be productive, but the key is to know how to see if the company is meeting the goal that is desired or in this case making money. There are certain measurements that can “ express the goal of making money perfectly well, but which also perm...
Many theorists (Lynch, 2003, Mintzberg, 1990, Ansoff, 1991) will argue that the two main schools of strategic planning are the prescriptive, also known as intended, and emergent approaches. Both are debated widely about which is the better approach; recognised best by Idenburg (1993). Prescriptive strategies focus on planning; where predictions of the future are made, leading to long term decisions where the main elements of the strategy have been specially planned before being commenced and as stated by Mintzberg, 1990 "Strategy formation should be a controlled, conscious process of thought". The emergent approach relies on the fact that the outcome of the objective is not known; in contradiction to the prescriptive approach it is not a 'controlled, conscious process of thought' and has been described by Downs, et al (2003) as a trial and error process. The importance of strategy within organisations has been discussed as early as the 1950's with ...
Rodgers, Robert, and John E. Hunter. "Impact of Management by Objectives on Organizational Productivity." Journal of Applied Psychology 76.2 (1991): 322-36. Print.
Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
Using the information presented in the first chapter of Strategic Management and Competitive Advantage, this essay will show that my current organization does not have a working strategy, adhere to its mission nor is it guided by a set of core values. Barney and Hesterly (2015), highlight three significant points that are instrumental for understanding strategic management and implementing strategic direction in an organization. First, the authors define strategy, second they highlight the importance of implementing a good organizational strategy; and third they expound on the components of the strategic management process elucidating how a good strategy helps an organization gain and maintain competitive advantage.
If asked what strategic planning is one could interpret it as simply a road map that can guide the organization in the right direction. It is very unlikely that an organization would know which direction to take without a sense of direction. Managers are faced every day with decisions that have a major impact on the direction the organization must take, therefore, strategic planning can play an important role in guiding managers in the right direction. In other words strategic planning is a tool that management can use to give them a sense of direction that will guide them in doing a better job and to ensure that all the members of the organization are working toward the same goals
Tan Teck-Hong and Amna Waheed, Asian Academy of Management Journal, Vol. 16, No. 1, 73-94, January 2011, http://web.usm.my/aamj/16.1.2011/aamj_16.1.4.pdf
Strategic management is a disciplined effort or control to make necessary decisions that have an effect on a business or an organization; the aim of strategic management is mainly to develop new, innovative or diverse ideas and opportunities for potential or development, and facilitates or assists an organization to achieve its goals (SM, 2010). In reality, strategic management not only can be used or applied to determine mission, vision and values or objectives, but it also establishes roles and responsibilities or timelines in a business (David, 2009). In the following sections, this study will focus on and examine the nature of strategy formulation, implementation, and evaluation activities, and analyze the potential pitfalls or risks in using a strategic-management approach to decision making.
OLLIER-MALATERRE, ARIANE; ROTHBARD, NANCY P.; BERG, JUSTIN M. Academy of Management Review (Oct2013), Vol. 38 Issue 4