When organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone?

{"ad_unit_id":"App_Resource_Sidebar_Upper","resource":{"id":892429,"author_id":433535,"title":"Chapter 8-Strategy formulation and execution","created_at":"2014-05-18T00:13:14Z","updated_at":"2018-04-06T16:46:17Z","sample":false,"description":null,"alerts_enabled":true,"cached_tag_list":"","deleted_at":null,"hidden":false,"average_rating":null,"demote":false,"private":false,"copyable":true,"score":10,"artificial_base_score":0,"recalculate_score":false,"profane":false,"hide_summary":false,"tag_list":[],"admin_tag_list":[],"study_aid_type":"MindMap","show_path":"/mind_maps/892429","folder_id":843191,"public_author":{"id":433535,"profile":{"name":"suttona4","about":null,"avatar_service":"gravatar","locale":"en-US","google_author_link":null,"user_type_id":null,"escaped_name":"suttona4","full_name":"suttona4","badge_classes":""}}},"width":300,"height":250,"rtype":"MindMap","rmode":"canonical","sizes":"[[[0, 0], [[300, 250]]]]","custom":[{"key":"env","value":"production"},{"key":"rtype","value":"MindMap"},{"key":"rmode","value":"canonical"},{"key":"sequence","value":1},{"key":"uauth","value":"f"},{"key":"uadmin","value":"f"},{"key":"ulang","value":"en"},{"key":"ucurrency","value":"usd"}]}

{"ad_unit_id":"App_Resource_Sidebar_Lower","resource":{"id":892429,"author_id":433535,"title":"Chapter 8-Strategy formulation and execution","created_at":"2014-05-18T00:13:14Z","updated_at":"2018-04-06T16:46:17Z","sample":false,"description":null,"alerts_enabled":true,"cached_tag_list":"","deleted_at":null,"hidden":false,"average_rating":null,"demote":false,"private":false,"copyable":true,"score":10,"artificial_base_score":0,"recalculate_score":false,"profane":false,"hide_summary":false,"tag_list":[],"admin_tag_list":[],"study_aid_type":"MindMap","show_path":"/mind_maps/892429","folder_id":843191,"public_author":{"id":433535,"profile":{"name":"suttona4","about":null,"avatar_service":"gravatar","locale":"en-US","google_author_link":null,"user_type_id":null,"escaped_name":"suttona4","full_name":"suttona4","badge_classes":""}}},"width":300,"height":250,"rtype":"MindMap","rmode":"canonical","sizes":"[[[0, 0], [[300, 250]]]]","custom":[{"key":"env","value":"production"},{"key":"rtype","value":"MindMap"},{"key":"rmode","value":"canonical"},{"key":"sequence","value":1},{"key":"uauth","value":"f"},{"key":"uadmin","value":"f"},{"key":"ulang","value":"en"},{"key":"ucurrency","value":"usd"}]}

MANAGEMENTCHAPTER 8STRATEGY FORMULATION AND EXECUTIONDOSEN PENGAJAR :Wawa Santoso, S.E.,M.M.DI SUSUN OLEH :Hanifa Astri Dwiyana ( 201980001 )Trisakti School Of ManagementManagement2019

KATA PENGANTARDengan menyebut nama Allah SWT yang Maha Pengasih lagi Maha Panyayang, Kamipanjatkan puja dan puji syukur atas kehadirat-Nya, yang telah melimpahkan rahmat, hidayah,dan inayah-Nya kepada kami, sehingga kami bisa selesaikan makalah ilmiah mengenai limbahdan manfaatnya untuk masyarakat.Resume ini sudah selesai saya susun dengan maksimal dengan bantuan pertolongan dariberbagai pihak sehingga bisa memperlancar pembuatan makalah ini. Untuk itu kamimenyampaikan banyak terima kasih kepada semua pihak yang sudah ikut berkontribusi didalampembuatan makalah ini.Terlepas dari semua itu, saya menyadari seutuhnya bahwa masih jauh dari kata sempurna baikdari segi susunan kalimat maupun tata bahasanya. Oleh karena itu, kami terbuka untuk menerimasegala masukan dan kritik yang bersifat membangun dari pembaca sehingga kami bisamelakukan perbaikan makalah ilmiah sehingga menjadi makalah yang baik dan benar.Akhir kata saya meminta maaf semoga resume ini bisa memberi manfaat utau pun inpirasi padapembaca.Bekasi, September 2019PenyusunDaftar IsiKata Pengantar………………………………………...………………….………2Daftar Pustaka………………………………………...…….……………….……3Thinking Strategically………………………….……………...…….……………42

What Is Strategic Management? ………………...………………………...……..4Purpose of Strategy…………………………………...……...…….…………….…4Levels of Strategy………………………….………………...…….……………….5The Strategic Management Process…………………………………………...…7Strategy Formulation Versus Execution……….………………………………...…7SWOT Analysis…………………………………………...…….……………….…7Formulating Corporate-Level Strategy…………...……………………………..8Portfolio Strategy……………………………………..…...…….……………….…8The BCG Matrix………………………………………......…….……………….…8Diversification Strategy………………………………….……...…….……………9Formulating Business-Level Strategy…………………….……………………...9Porter’s Five Competitive Forces………………………………...…………...…….9Porter’s Competitive Strategies………………………………………...…….……10FormulatingFunctional-LevelStrategy………………………………………...11Global Strategy………………………………………...………..……………….11Globalization Strategy………………………………………...….….……………11Multidomestic Strategy………………………………………...…….……………11Transnational Strategy………………………………………...….….……………11Strategy Execution………………………………………...…….……………….11Strategy Formulation and Execution3

Thinking StrategicallyStrategic thinking means to take the long-term view and to see the big picture, includingthe organization and the competitive environment, and consider how they fit together. Strategicthinking is important for both businesses and nonprofit organizations. Research has shown thatstrategic thinking and planning positively affect a firm’s performance and financial success.What Is Strategic Management?

Upload your study docs or become a

Course Hero member to access this document

Upload your study docs or become a

Course Hero member to access this document

End of preview. Want to read all 13 pages?

Upload your study docs or become a

Course Hero member to access this document

When organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone synergy occurs?

Which of the following refers to a strategy that combines global coordination to attain efficiency with flexibility to meet specific needs in various countries?

Which of the following is a type of corporate level strategy that pertains to the organization's mix of strategic business units?

Which level of strategy seeks to answer the question how do we compete?