The five (5) tasks of strategic management are clear:   - Develop a strategic vision and business mission; - Setting objectives; - Crafting a strategy to achieve the objectives; - Implementing and executing the strategy; and - Evaluating performance, monitoring new developments, and initiating corrective action

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The five (5) tasks of strategic management are clear:

 

- Develop a strategic vision and business mission;

- Setting objectives;

- Crafting a strategy to achieve the objectives;

- Implementing and executing the strategy; and

- Evaluating performance, monitoring new developments, and initiating corrective action.

 

But, who does strategy -- the CEO? Only the CEO? The “upper” echelon? Line Department Managers? Staff Department Managers? Operational Unit Managers? Or, does everyone do it??? And what do they do??? Mention “long-term” and “short-term” in your response.

 

In this regard, what is the role of the role of the Board of Directors -- should they be very involved (overly involved)? Or, should they rubber-stamp everything that management puts forth?  What does Sarbanes-Oxley say about Board involvement?

 

Note, our PowerPoints include some special issues about strategy, including:

 

· Strategy is about asking the right questions:

·  

. What must managers do, and do well, to make a firm a winner in the marketplace?

· Strategy requires getting the right answers:

·  

. Good strategic thinking and good management of the strategy-making, strategy-executing process.

. First-rate capabilities and skills in crafting and executing strategy are essential to managing successfully.

 

Is that all that “strategy” is about???

 

Take a piece of this intro and "run" with it! Use some real-life examples -- use Google, if necessary -- discuss your job; discuss your former job; what about the job(s) of your parent(s); or any organizations that you've read about; etc., etc., etc.!