Managers Working within Multinational Conglomerates: Internal Weakness and External Threats
Ms. Saimreen Eeshal Chaudhry
This paper is submitted in partial fulfillment of the requirements for
(Doctorate of Management)
Unit 5
SMC University
School of Management
Dr. Louis Carfagno
February 16, 2015
DQ #1: SWOT analysis, in the marketing literature, focuses on internal strengths and weaknesses, and external opportunities and threats. What are the primary internal weaknesses and external threats that most Project managers working within multinational conglomerates need to consider?
It’s a human instinct to perform better than our competitors and it applies to almost every area of our lives. In almost all of the competitive situations, winners are normally the ones who come up with a better strategy (Henisz, 2004). An organization’s strategy can be perceived as its manager’s theory about how to achieve and sustain competitive advantage on its competitors. It is thus believed that a manger’s actions tend to be more important in determining an organization’s performance than the forces exerted upon the organization by its external environment. It may also be explained as it is the strategy that represents a manger’s theory of how to compete in the market, but at the same time we also need to understand that theory alone is ineffectual if it is not put into an action.
Mangers working in multinational conglomerates have to deal with numerous internal weaknesses as well as external threats. Business competition is getting tougher with an increasing drift of multinational conglomerates (He, Morck, and Yeung, 2003). Tremendous opportunities, as well as significant risks, exist in emerging markets. Not only the large multinational conglomerates but also entrepreneurial and new ventures, has realized the magnetism of emerging markets and has therefore, started gathering their resources and energies accordingly (Durnev et al (2004). Specialized strategies have been developed, considering the emerging markets. Now the role of the manager becomes very
This paper is submitted in partial fulfillment of the requirements for
(Doctorate of Management)
Unit 5
SMC University
School of Management
Dr. Louis Carfagno
February 16, 2015
DQ #1: SWOT analysis, in the marketing literature, focuses on internal strengths and weaknesses, and external opportunities and threats. What are the primary internal weaknesses and external threats that most Project managers working within multinational conglomerates need to consider?
It’s a human instinct to perform better than our competitors and it applies to almost every area of our lives. In almost all of the competitive situations, winners are normally the ones who come up with a better strategy (Henisz, 2004). An organization’s strategy can be perceived as its manager’s theory about how to achieve and sustain competitive advantage on its competitors. It is thus believed that a manger’s actions tend to be more important in determining an organization’s performance than the forces exerted upon the organization by its external environment. It may also be explained as it is the strategy that represents a manger’s theory of how to compete in the market, but at the same time we also need to understand that theory alone is ineffectual if it is not put into an action.
Mangers working in multinational conglomerates have to deal with numerous internal weaknesses as well as external threats. Business competition is getting tougher with an increasing drift of multinational conglomerates (He, Morck, and Yeung, 2003). Tremendous opportunities, as well as significant risks, exist in emerging markets. Not only the large multinational conglomerates but also entrepreneurial and new ventures, has realized the magnetism of emerging markets and has therefore, started gathering their resources and energies accordingly (Durnev et al (2004). Specialized strategies have been developed, considering the emerging markets. Now the role of the manager becomes very
References: Lai, C. A., & Rivera, J. C., Jr. (2006). Using a Strategic Planning Tool as a Framework for Case Analysis. Journal of College Science Teaching, 36(2), 26-30. Loch, C., Pich, M., & De Meyer, A. (2000, Autumn). Adjusting Project Management Techniques to Uncertainty: Why Critical Path Thinking Needs to Be Replaced on Occasions by Contingency Thinking. European Business Forum, (3), 47-50.