Unit 1 {Book} | ||
Interrelationship of formulation and implementation of strategy | VIEW | VIEW |
Strategic Management Process | VIEW | |
Key tasks in implementing strategy | VIEW | |
Role of implementers at different levels | VIEW | |
Principal Managerial Components of Strategy execution process | VIEW | |
Building capable organization | VIEW | |
Staffing the organization | VIEW | |
Building core competencies and Competitive capabilities | VIEW | |
Matching Organization structure to Strategy | VIEW | |
Value chain activities to Perform /Outsource | VIEW | VIEW |
Centralization Vs Decentralization in Decision making | VIEW | |
Providing for internal coordination and collaboration with strategic allies | VIEW |
Unit 2 {Book} | ||
Managing Internal operations | VIEW | |
Marshalling Resources | VIEW | |
Instituting Policies and procedures | VIEW | VIEW |
Adopting best practices for Continuous improvement | VIEW | VIEW |
TQM | VIEW | |
Six sigma quality programmes | VIEW | VIEW |
Installing information and operating systems | VIEW | VIEW |
Tying Rewards to execution | VIEW | VIEW |
Tying Incentives to execution | VIEW | VIEW |
Unit 3 {Book} | ||
Corporate Culture and Leadership | VIEW | |
Perpetuating the culture | VIEW | VIEW |
Aspects of healthy, Unhealthy culture and Adaptive culture | VIEW | |
Changing a problem culture: Symbolic and Substantial culture changing actions | VIEW | VIEW |
Grounding the culture in core values and ethics | VIEW |
Unit 4 {Book} | ||
Strategic Evaluation and Control | VIEW | |
Types of organizational controls: Feed forward, Real time and Feedback | VIEW | |
Meaning of Strategic controls and their Types | VIEW | VIEW |
Operational controls and their Types | VIEW | |
Steps in Strategic control process | VIEW | |
Evaluation techniques for Strategic control | VIEW | VIEW |
Evaluation techniques for Operational control | VIEW | |
Balance Scorecard | VIEW | VIEW |