Quality Systems and Project Definition Students gain a foundation to guide them through the remainder of the curriculum. Introduces the foundation for quality systems management, and provides the overview and software template for project definition fundamentals.
Excerpt 1 Executive Summary This paper aims to analyse strategy content, context, and organisational purpose of Dell Inc.
Second, since Dell's current sales to corporations account for about 85 per cent, the author recommends a stronger focus on the more lucrative high-growth private consumer segment.
Using this distinction as starting point, this study follows de Wit's and Meyer's understanding of strategy content i. The value chain is based on the idea that value, instead of cost, is added at every stage Brown et al.
The value chain is therefore also a useful approach to form a company's activities in which it can pursue a sustainable competitive advantage.
At a very high level, Portercited in Kippenberger,developed basic generic strategies: One challenge for organisations in this area is to resolve the paradox between synergy and responsiveness, with multi-business synergy striving to share and integrate activities, and responsiveness as granting business units a higher level of market-focused autonomy ibid.
On such a network level, establishing relationships with certain actors can be an eminent part of inter-organisational strategy.
Hence, it becomes clear that strategy must not consider organisations in isolation, but in relation to the industry context in which they operate. For example, the developments of an industry can show tendencies towards convergence or divergence, towards concentration or fragmentation de Wit and Meyer, In order to accurately recognise the development of an industry, to understand both its drivers and inhibitors of change is critical.
The critical question is how organisations can proactively modify or shape an entire industry, as opposed to mere adaptation to given industry dynamics ibid. As many of today's industries are global in nature, organisations have to consider strategy in an international context.
In an international management approach, one organisational challenge is to establish cross-border synergies, by means of standardising, coordinating, and centralising activities across political and cultural boundaries ibid. In contrast, to exploit local market responsiveness, by acknowledging local adaptation, decentralisation and autonomy might be useful in many cases.
This has eventually led to contrasting perspectives of global convergence versus international diversity, since every organisation must reconcile these opposing demands on an individual basis ibid.
However, also from a more internally focused perspective - the organisational context - an interesting point should be understood, i.
But a rare choice is that between tight, top-down management control and self-regulatory organisational chaos. Rather, organisational leadership and organisational dynamics form the end poles of a continuum with regard to re shaping the organisational system ibid.
Ireland and Hitt outline other key points of strategic leadership, e. On the other hand, advocates of a stakeholder perspective also argue that the purpose is to serve the interests of all parties involved ibid. The organisational example chosen here, Dell Inc.Strategic Management – Case Study: Dell Inc.
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