7 Conclusion

This chapter explains several challenges that executives face in attempting to lead their organizations strategically. Executives must ensure that their organizations have visions, missions, and goals in place that help move these organizations forward. Measures and referents for assessing performance must be thoughtfully chosen. Some executives become celebrities, thereby creating certain advantages and disadvantages for themselves and for their firms. Finally, executives must monitor the degree of entrepreneurial orientation present within their organizations and make adjustments when necessary. When executives succeed at leading strategically, an organization has an excellent chance of success.

 

Exercises

  1. Divide your class into four or eight groups, depending on the size of the class. Assign each group to develop arguments that one of the key issues discussed in this chapter (vision, mission, goals; assessing organizational performance; CEO celebrity; entrepreneurial orientation) is the most important within organizations. Have each group present their case, and then have the class vote individually for the winner. Which issue won and why?
  2. This chapter discussed Howard Schultz and Starbucks on several occasions. Based on your reading of the chapter, how well has Schultz done in dealing with setting a vision, mission, and goals, assessing organizational performance, CEO celebrity, and entrepreneurial orientation?
  3. Write a vision and mission for an organization or firm that you are currently associated with. How could you use the balanced scorecard to assess how well that organization is fulfilling the mission you wrote?

 

Attributions

Figure 2.1:
Starbucks Seoul by Fusebok (http://commons.wikimedia.org/wiki/File:Starbucks-seoul.JPG) is in the Public Domain

Figure 2.2:
Alcoa by Nick Foust (https://www.flickr.com/photos/nickfoust/3763914026/sizes/l) used under CC-BY license (https://creativecommons.org/licenses/by/2.0/) (first); Reading by Petras Gagilas (https://www.flickr.com/photos/gagilas/8232806409/) used under CC-BY-SA license (https://creativecommons.org/licenses/by-sa/2.0/) (second); Canadian Chevron by David Herrera (http://www.flickr.com/photos/dph1110/2672793430/) used under CC-BY license (https://creativecommons.org/licenses/by/2.0/) (third); Google China Office by bfishadow (http://www.flickr.com/photos/bfishadow/3458254707/) used under CC-BY license (https://creativecommons.org/licenses/by/2.0/) (fourth); Kraft Macaroni & Cheese Dinner Deluxe Sharp Cheddar & Jalapeno by theimpulsivebuy (https://www.flickr.com/photos/theimpulsivebuy/13463355894/sizes/o/) used under CC-BY-SA license (https://creativecommons.org/licenses/by-sa/2.0/) (fifth); Crest Toothpaste by Scott Ehardt (http://en.wikipedia.org/wiki/File:Crest_toothpaste.jpg) is in the Public Domain (sixth)

Figure 2.3:
Evb-my hog by Evb-wiki (http://en.wikipedia.org/wiki/File:Evb-my_hog.jpg) is in the Public Domain (first); Westjet Boeing 737 C-GWCM by abdallahh (https://www.flickr.com/photos/husseinabdallah/4193394093/) used under CC-BY license (https://creativecommons.org/licenses/by/2.0/) (second); Starbucks in Shanghai by Jeff Wilcox (http://www.flickr.com/photos/jeffwilcox/1882938710/) used under CC-BY license (https://creativecommons.org/licenses/by/2.0/) (third); MECVan by Mike (http://commons.wikimedia.org/wiki/File:MECVan.jpg) used under CC-BY license (https://creativecommons.org/licenses/by/2.0/) (fourth); 1966 Fender Telecaster (tonemapped) by ArtBrom (https://www.flickr.com/photos/art-sarah/3881769793/sizes/l) used under CC-BY-SA license (https://creativecommons.org/licenses/by-sa/2.0/) (fifth)

Figure 2.4:
Darrboard by Ananta Bhadra Lamichhane (https://www.flickr.com/photos/anantablamichhane/1502289625/sizes/l) used under CC-BY license (https://creativecommons.org/licenses/by/2.0/) (first); 3D Scales of Justice by StockMonkeys.com (https://www.flickr.com/photos/86530412@N02/7953227784/sizes/l) used under CC-BY license (https://creativecommons.org/licenses/by/2.0/) (second); WestJet-Boeing-737-YVR by Makaristos (http://commons.wikimedia.org/wiki/File:WestJet-Boeing-737-YVR.jpg) is in the Public Domain (third); They all a bunch of dumbells! by Joe Robb (https://www.flickr.com/photos/joerobb/9265042712/sizes/o/) used under CC-BY license (https://creativecommons.org/licenses/by/2.0/) (fourth); Stopwatch A by Wouterhagens (http://commons.wikimedia.org/wiki/File:Stopwatch_A.jpg) used under CC-BY-SA license (https://creativecommons.org/licenses/by-sa/2.0/) (fifth)

Figure 2.6:
Blind Monks Examining an Elephant by Hanabusa Itcho (http://en.wikipedia.org/wiki/File:Blind_monks_examining_an_elephant.jpg) is in the Public Domain

Figure 2.7:
Airbus A380 cockpit by Naddsy (http://commons.wikimedia.org/wiki/File:Airbus_A380_cockpit.jpg) used under CC-BY license (http://creativecommons.org/licenses/by/2.0/deed.en) (first); Pile of Cash by 401(K) 2012 (https://www.flickr.com/photos/68751915@N05/6757860435/) used under CC-BY-SA license (https://creativecommons.org/licenses/by-sa/2.0/) (second); Customer service by Alan Cleaver (https://www.flickr.com/photos/alancleaver/4297836062/) used under CC-BY license (http://creativecommons.org/licenses/by/2.0/) (third); tissot swiss watches 2012 by foeoc kannilc (https://www.flickr.com/photos/foeock/7892676006/) used under CC-BY license (http://creativecommons.org/licenses/by/2.0/) (fourth); Megan’s Graduation | 3 by Will Folsom (https://www.flickr.com/photos/willfolsom/5667593412/) used under CC-BY license (http://creativecommons.org/licenses/by/2.0/) (fifth)

Figure 2.8:
Bill Gates in WEF 2007 by World Economic Forum (http://en.wikipedia.org/wiki/File:Bill_Gates_in_WEF_,2007.jpg) used under CC-BY-SA license (http://creativecommons.org/licenses/by-sa/2.0/deed.en)

Figure 2.9:
Xbox Console by Evan-Amos (http://en.wikipedia.org/wiki/File:Xbox_console.png) is in the Public Domain (first); BXP135604 by tableatny (https://www.flickr.com/photos/53370644@N06/4975889269/) used under CC-BY license (https://creativecommons.org/licenses/by/2.0/) (second); Sticky Notes by Ramesh NG (https://www.flickr.com/photos/rameshng/5723481678/) used under CC-BY-SA license (https://creativecommons.org/licenses/by-sa/2.0/) (third); A Norwegian soldier relays information over the radio during a military adviser team (MAT) and police adviser team (PAT) training exercise at the Hohenfels Training Area a part of the Joint Multinational by SPC Tyler Kingsbury (http://commons.wikimedia.org/wiki/File:A_Norwegian_soldier_relays_information_over_the_radio_during_a_military_adviser_team_(MAT)_and_police_adviser_team_(PAT)_training_exercise_at_the_Hohenfels_Training_Area,_a_part_of_the_Joint_Multinational_131212-A-LO967-007.jpg) is in the Public Domain (fourth); WK2/SS2 from directly below by Jeff Foust (http://www.flickr.com/photos/jfoust/5106876200/) used under CC-BY license (https://creativecommons.org/licenses/by/2.0/) (fifth)

Figure 2.10:
Michael Dell at Oracle OpenWorld by Ilan Costica (http://en.wikipedia.org/wiki/File:Michael_Dell_at_Oracle_OpenWorld.JPG) used under CC-BY-SA license (http://creativecommons.org/licenses/by-sa/3.0/deed.en)

Figure 2.11:
Ben & Jerry’s Red Velvet Cake by theimpulsivebuy (http://www.flickr.com/photos/theimpulsivebuy/5613901887/sizes/m/in/photostream) used under CC-BY-SA license (https://creativecommons.org/licenses/by-sa/2.0/)

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Mastering Strategic Management- 1st Canadian Edition Copyright © 2014 by Janice Edwards is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.

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