part 1 What is Strategy? 1 What is Strategy? 1 What is Strategy? Chapter 1 What is Strategy? Chapter 6 Assessing Organizational Performance Chapter 2 The General Environment Chapter 5 The Internal Environment: A Resource-Based View of Strategy Chapter 3 The Competitive Environment Chapter 4 The Internal Environment: Value Creating Activities Learning Objectives After completing this chapter you should be able to: • • • • • • Explain what is meant by strategy Describe
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The Ultimate Pragmatist: Kautilya’s Philosophy on SMART Power in National Security Abstract The Arthashastra is a treatise of political advice to the king‚ written by the Indian philosopher‚ Kautilya‚ in the 4th century B.C.E. Kautilya’s pragmatism is reflected in policy advice on how to conduct war and diplomacy by both honest and dishonest means toward the goal of increasing the power‚wealth‚ and security of the state. Kautilya advocates “SMART”[1] power--the interface of warfighting
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Strategic management analyzes the major initiatives taken by a company’s top management on behalf of owners‚ involving resources and performance in external environments.[1] It entails specifying the organization’s mission‚ vision and objectives‚ developing policies and plans‚ often in terms of projects and programs‚ which are designed to achieve these objectives‚ and then allocating resources to implement the policies and plans‚ projects and programs. A balanced scorecard is often used to evaluate
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International Relations ２: Notes David Wessels 国際関係論２：ノート デヴィッド・ウェッセルズ Copyright © 2009 by David Wessels © 禁無断転載 David Wessels Sophia University 7-1 Kioicho‚ Chiyoda-ku Tokyo 102-8554 Japan 〒102-8554 東京都千代田区紀尾井町 7-1 上智大学 http://www.sophia.ac.jp International Relations ２: Notes David Wessels 国際関係論２：ノート デヴィッド・ウェッセルズ 2009 INTERNATIONAL RELATIONS 2 Table of Contents For Further Reading 2E Chapter 1 Introduction 3E Chapter 2 In Search of
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COERCIVE AND PREVENTIVE DIPLOMACY STRATEGY AND DIPLOMACY Contents Introduction Aim Definition Coercive Diplomacy o Background o Framework for coercive diplomacy o Requirements for success o Coercive diplomacy case studies Preventive Diplomacy o What is preventive diplomacy? o Why is preventive diplomacy coming increasingly to the foe as option? o How exactly does UN practice preventive diplomacy? o What are some recent cases in which the UN used preventive
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References: (New York‚ NY: Harper a Row‚ 1959)‚ pp. 220‚ 226. 3C.Von Clausewitz‚ O n War‚ translated by M. Howard and P. Paret (Princeton‚ NJ: Princeton University Press‚ 1976)‚ p J. Von Newmann and 0. Morgenstern‚ Theory of Games and Economic Behavior (Princeton‚ NJ: Princeton University Press‚ 1944)‚ p W E Glueck‚ Business
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Strategic Management Processes Strategic management is a combination of three main processes which are as follows: Strategy formulation Performing a situation analysis‚ self-evaluation and competitor analysis: both internal and external; both micro-environmental and macro-environmental. Concurrent with this assessment‚ objectives are set. These objectives should be parallel to a timeline; some are in the short-term and others on the long-term. This involves crafting vision statements (long term
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Realism and neo-realism in international relations Ion Deaconescu The realist theory‚ founded by Hans Morgenthau‚ Arnold Wolfers‚ Kenneth Thomson‚ E.H. Carr and Georg Schwarzenberger‚ is based on the will to consider man and social relations‚ and most particularly political relations‚ a state of affairs rather than ideal. Not wanting to diminish the importance and necessity of the building of a pacifist and harmonious international system of relations‚ these thinkers reject the utopian conclusion
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The Concepts of Purpose and Vision Purpose Why does the company exist? Who should benefit most from all the effort that is put into the company? Why should a manager or an employee do more than the minimum required? Who owns the company? These questions are deeply philosophical and spiritual‚ sometimes evoking long and acrimonious debate. The debate appears to resolve itself into three broad categories that vary from the materialistic and selfish at one end of the spectrum
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sustainable development initiative. VIEWS OF LEADING THINKERS Strategy ? ‘The art of the employment of battles as a means to gain the object of war’ B. H. Liddell Hart‚ Strategy (1967) ‘…the employment of battles to gain the end of war.’ Carl von Clausewitz ‘What one does to counter a competitor’s actual and predicted moves’ George Steiner‚ Strategic Planning (1979) o‘Strategy is a plan‚ a how‚ a means of getting from here to there’ Rise and Fall of ing(1 (Competitive strategy is ‘about being
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