Reference no: EM133052603

1. Give some key reasons why prioritizing strengths and weaknesses is essential.

2. Even though planning is considered the foundation of management, why do you think it is commonly the task that managers neglect most?

3. Are you more organized than the person sitting beside you in class? If not, what problems could that present in terms of your performance and rank in the class? How analogous is this situation to rival companies?

4. List the three ways that financial ratios should be compared/utilized. Which of the three comparisons do you feel is most important? Why?

5. Illustrate how value chain activities can become core competencies and eventually distinctive competencies.

6. Why are so many firms cutting their dividend payout amounts?

7. When someone says dividends paid are double taxed, what are they referring to?

8. How can delegation of authority contribute to effective strategic management?

9. Diagram a formal organizational chart that reflects the following positions: a president, 2 executive officers, 4 middle managers, and 18 lower-level managers. Now, diagram three overlapping and hypothetical informal group structures. How can this information be helpful to a strategist in formulating and implementing strategy?

10. Explain how you would motivate managers and employees to implement a major new strategy.

11. Why do you think production/operations managers often are not directly involved in strategy formulation activities? Why can this be a major organizational weakness?

12. Give two examples of staffing strengths and two examples of staffing weaknesses of an organization with which you are familiar.