п»їJOMO KENYATTA UNIVERSITY OR COLLEGE OF AGRICULTURE AND TECHNOLOGY
PROGRAMME: BACHELORS OF COMMERCE
UNIT TERM: ORGANIZATION PATTERNS
UNIT TRAINER: MR. GERVAS MWETA
UNIT CODE: HBC 2209
ACADEMIC YEAR: 2012/13
LEVELS OF APPROACHES
Strategy is the direction and scope of your organization within the long-term: which will achieves advantage for the organization through its configuration of assets within a challenging environment, to fulfill the requires of market segments and to accomplish stakeholder anticipations. Strategies can be found at several levels in a organization which range from the overall organization (or band of businesses) right through to individuals doing work in it. Business Level Approach.
Corporate level strategy uses up the highest standard of strategic decision-making and addresses actions dealing with the objective of the firm, obtain and share of assets and dexterity of tricks of various proper business units pertaining to optimal efficiency. Top managing of the organization makes this sort of decisions. The nature of strategic decisions tends to be value-oriented, conceptual and less concrete than decisions at the business or functional level. It is interested in the overall goal and opportunity of the business to meet stakeholder expectations. This is certainly a crucial level since it is definitely heavily affected by shareholders in the business and acts to steer strategic decision-making throughout the organization. Corporate technique is often explained explicitly in a " quest statement". Business-Level Strategy.
Business-level strategy applies in these organizations, which may have different businesses-and each organization is cured as ideal business unit (SBU). The essential concept in SBU is to identify the discrete impartial product/market sectors served by an organization. Since each product/market segment has a...
References: 1 ) Deephouse, G. " To get Different, in order to Be similar? It is a Question (and Theory) of Strategic Harmony. " Strategic Management Diary 20 (1999): 14766.
2 . Dyer, J. H., L. Kale, and H. Singh. " When should you Ally and When to Acquire. " Harvard Business Review 82 (2004): 10816.
3. Hambrick, D., We. MacMillan, and D. Day. " Strategic Attributes and satisfaction in the BCG Matrix. " Academy of Management Diary (1982).
4. Kroll, M., P. Wright, and 3rd there’s r. Heiens. " The Contribution of Product Quality to Competitive Edge: Impacts upon Systematic Variance and Unusual Variance in Returns. " Strategic Management Journal 20 (1999).
5. Porter, Meters. Competitive Advantage: Creating and Sustaining Outstanding Performance. Nyc: Free Press, 1985.