Good Strategy Implication And Control Case Study Example

Case1: how should an owner-manager prepare a company for its movement from stage 1 TO Stage 2?

When the company got expanded to the extent that requires its transition from stage 1 to stage 2 the owner-manager and all his subordinates do their best to keep track of every activity in the company effectively and efficiently. To prepare the company to go through transition process, the owner-manager has to perform a thorough training to everyone who will participate in the transition process; such training must be oriented towards learning functional knowledge and skills. Extra courses in local community centers or colleges can help in this regard or maybe by following management development-oriented programs. A good example is at Sony Company, where management strategy is oriented towards cultivating future business leaders to acquire global and diversified culture. Another method that the owner-manager can use is to change his style from centralization in decision making to delegation of certain responsibilities to some of his trusted subordinates in order to increase decision making autonomy.

Case2: is reengineering just another management fad, or does it offer something of lasting value?

Case3: how is the cellular/modular structure different from the network structure?
According to Miles and Snow, et al, a cellular organization is made up of self-managing teams, called cells, which operate autonomously but still have the capability to interact with other cells. The cellular/modular form incorporates self discipline knowledge and asset sharing of the same network that we can see in joint ventures. On the other hand, network structure eliminates in-house business activities by its nature, such as long term contractual agreements held between suppliers and strategic alliances.

References

Hill, C. and Jones, G. (2010). Strategic management theory. Mason, OH: South-Western/Cengage Learning.
Saloner, G., Shepard, A. and Podolny, J. (2001). Strategic management. New York: John Wiley.
Wheelen, T., Hunger, J., Hoffman, A. and Bamford, C. (n.d.). Strategic management and business policy.