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Strategic Planning for KBR, 2008.
A case study analysis of how to implement total quality management (TQM) into the organization, KBR.
1,045 words (approx. 4.2 pages), 5 sources, APA, $ 36.95
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Abstract
This paper looks at strategic planning for the organization, KBR. It begins by discussing the company's mission, vision, goals and objectives and the company's characteristics. The paper then focuses on total quality management (TQM) and how this relates to KBR's management style. Finally, the paper looks at how TQM could be implemented at KBR.
Table of Contents:
Mission, Vision, Goals And Objectives
TQM Management Style vs. KBR's Management Style
The Characteristics of TQM Companies vs. KBR's Characteristics
Implementing TQM in KBR
From the Paper
"TQM may not be 100% compatible with an organization such as KBR. On one side, TQM techniques and tools may have a positive impact on the company's activity and some of them were successfully adopted by the organization. KBR's activity needs precision and quality and timing are essential to achieve customer satisfaction. The techniques and tools just mentioned serve those objectives. Nevertheless, TQM's soft component implies a participative management style, which is not compatible with the strict discipline required to work on military projects or alike."
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The Adaptive Leader and Change, 2008.
This paper looks at the responsibilities of an adaptive leader and discusses the effects of change.
3,729 words (approx. 14.9 pages), 15 sources, APA, $ 103.95
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Abstract
In this article, the writer describes the considerations of an adaptive leader that are related to the management of change. The writer also evaluates how those factors impact followers in implementing change. The writer notes that while the changes occurring globally are perhaps exciting, those same changes are calling upon leadership and demanding new ways to deal with new and emerging challenges requiring innovation in leadership. The writer points out that traditional practices may no longer be successful and the historical leadership methods may not be sufficient for leading today's workers in the global workforce. Today's workforce is diverse characterized by differential learning levels and various experiential backgrounds. The writer concludes that the adaptive leader is one who is able to intuitively and with intent make decisions and solve problems while empowering those whom are being led.
Outline:
Introduction
Theoretical Framework of Study
Literature Review
Summary & Conclusion
From the Paper
"The Adaptive leadership has the responsibilities of setting the direction in times of change. Where the leader would in the technical or routine situation be responsible for defining problems and making the provision of solutions, the adaptive leader will instead, make identification of the adaptive challenge and frame the key questions and issues prior to seeking a solution. The leader is responsible in routine situations to shield the organization from threats that are external to the organization but in times of change, the adaptive leader will allow the organization to experience the pressures that are external to the organization but only to the extent that the employees can manage the pressure being experienced. The leader of an organization has the responsibility within the area of orientation of employees to their duties and responsibilities to clarify the employee's roles and responsibilities but in times of change the adaptive leader will need to challenge the current roles of employees and will be resistant to any pressures that wish for new roles to be defined quickly. In times when everything in the organization is ticking along as usual conflict management requires that the leader restore order to the organization and its systems however, during times of change the adaptive leader must let the conflict emerge, in order for it to be exposed, resolved and effectively purged. In times of routine organizational management the leader is required to assist in maintenance of the organization's norms to keep thing running smoothly however, during times of change it will be necessary for leadership to adapt and challenge the norms that work against productivity in the organization. Heifertz and Laurie relate that while those being led desire the organizational environment to be comfortable, stable and for their leaders to provide answers, effective leaders ask their employees the difficult questions and remove the employees from their zone of comfort and then the leader takes responsibility for managing the distress that ensues."
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Balanced Scorecard Analysis, 2008.
A research paper that looks at how the balanced scorecard approach to management can benefit companies.
12,723 words (approx. 50.9 pages), 29 sources, APA, $ 243.95
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Abstract
This paper discusses one of the more popular performance management tools that has emerged, known as the balanced scorecard, and notes that, when properly administered, the balanced scorecard approach provides a company's leadership with the information they need to remain competitive and identify opportunities for improvement. The paper notes also that to date, the vast majority of studies of how the balanced scorecard has been used successfully have focused on larger companies. The paper develops the relevant background required to make some informed decisions concerning what type of performance metrics would be useful for smaller companies, with a tire trader in Qatar representing the primary focus. The relevant peer-reviewed, scholarly and organizational literature and case studies are provided by the paper for conclusions and recommendations.
Outline:
Introduction
Objective of the Dissertation
Literature Review
Theoretical Orientation
Research Methodology
Analysis and Presentation of Researched Results
Conclusion and Recommendation
From the Paper
"The research also showed that a growing number of larger companies, public sector organizations and municipalities are using the balanced scorecard approach because of the flexibility it provides managers in a highly dynamic and competitive environment. While every organization and setting are unique, of course, it is reasonable to conclude that even small- to medium-sized enterprises such as Doha Tire Trading can stand to benefit from the development and careful administration of a balanced scorecard approach as well."
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Strategic Planning in Healthcare, 2008.
An analysis of the article "Relationships Between Organizational Characteristics and Strategic Planning Processes in Nonprofit Organizations," by William F. Crittenden and Victoria L. Crittenden.
967 words (approx. 3.9 pages), 1 source, APA, $ 34.95
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Abstract
This paper discusses William F. Crittenden and Victoria L. Crittenden's article about the factors that most influence the strategic planning process in nonprofit organizations. The writer explains some of the key findings of their research: for example, the larger the organization, the more manual the process, and nonprofits that are external in focus tend to more precisely organize their strategic planning process. The writer also presents important inferences from the research findings, and concludes by emphasizing the need for nonprofits to have an external focus, to select strategic objectives that can generate high levels of ownership internally, and to circulate the strategic plan for comments and approval, in order to accomplish their strategic objectives and mission as an organization.
Outline:
Introduction
Internal versus External Focus: Expressive versus Instrumental Organizations
Assessing Strategic Planning in Nonprofit Organizations
From the Paper
"The ability of any organization to effectively monitor and interpret events in their external environment has a direct influence on their ability to plan effectively in both the short- and long-term. In the case of nonprofit organizations' propensity to scan the external environment, Crittenden & Crittenden (2000) define the myopic, inwardly focused organization as expressive, and the outward-focused, instrumental. A key finding of their research states that nonprofits that are external in focus tend to more precisely organize their strategic planning process, and also engender a higher level of ownership for the strategic plan itself between boards of directors, staff, key donors, volunteers and members by circulating the plan internally for review."
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Competitive Strategy and the External Environment, 2008.
A critical review of R. Beal's article "Competing Effectively: Environmental Scanning, Competitive Strategy, and Organizational Performance in Small Manufacturing Firms."
1,117 words (approx. 4.5 pages), 1 source, APA, $ 38.95
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Abstract
This paper discusses R. Beal's article on environmental scanning and its effect on competitive strategy and organizational performance in small firms. The writer describes the two main hypotheses of the research project, the primary research and subsequent factor analysis in the article and points out some glaring omissions and contradictions. The writer concludes that the findings in the article are too generic to be useful for small manufacturers, and that the contradictions should be smoothed out in order to present a cohesive article.
Outline:
Introduction
Critique of the Article
Critique of Environmental Scanning: Frequency and Scope
Summary
From the Paper
"Where Beal fails to bring greater value into this specific area of research however is in not delving deeper into which specific processes are those that are the most targeted for best manufacturing process definition and improvement. Critically analyzing this specific and highly significant result of the research, one could argue that the best manufacturing processes across industries vary significantly by size of manufacturer and that even in the sampling frame of this research there is wide variation."
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Sony PSP Pricing, 2008.
A discussion on the strategy and tactics of pricing for Sony's Playstation 3 (PSP3).
886 words (approx. 3.5 pages), 0 sources, APA, $ 31.95
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Abstract
The paper discusses Sony's initial pricing strategies, which looked to capitalize on the relatively high level of price elasticity that existed in the high end of the gaming market. The paper notes that Sony launched the PSP3 using price to ascertain the relative shape of the demand curves in each of the geographies in which they launched the PSP3. The paper discusses Sony's product and pricing advantage, premium market positioning and strategic planning. The paper concludes that Sony's pricing strategy shows that the company is very aware of how significantly their product life cycles are maturing and the difficulty experienced in keeping a uniform pricing strategy globally. Instead, the company has had to take a much regionalized approach to pricing in order to attain its objectives.
Outline:
Introduction
Analysis of Sony's Pricing Strategies
Conclusion
From the Paper
"Sony's initial pricing, while above the closest competitors by $50, was primarily used as a means for communicating premium market positioning over purely being a price penetration strategy. Sony's initial launch of the PSP3 was aimed at the adult gamers who would see the initial price point as an indicator of the devices' superior functionality and value. Making a Blu-Ray/DVD/CD drive standard across all models was a deliberate product strategy to attract adult gamers who also are high-definition video enthusiasts. Sony's pricing strategy then was to use the combination of enhanced functionality (Blu-Ray) in conjunction with a higher-than-average price for this segment of products to attempt to create an entirely new market. Whether this strategy constituted ones that is a "blue ocean" or "red ocean" strategy as defined in the book, Blue Ocean Strategies and discussed in by Columbus, the fact is that Sony was successful in achieving its market positioning. Adults purchased the PSP3 specifically for its high resolution gaming capability, in addition to Blu-Ray functionality as well."
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