Strategic view of performance
- Offered byOpenLearn
Strategic view of performance at OpenLearn Overview
Strategic view of performance
at OpenLearn
Duration | 4 hours |
Mode of learning | Online |
Schedule type | Self paced |
Difficulty level | Advanced |
Credential | Certificate |
Strategic view of performance at OpenLearn Highlights
Strategic view of performance
at OpenLearn
- Courseware Available Offline
- Access to Course Quizzes
- Earn a statement of participation on completion of the course
Strategic view of performance at OpenLearn Course details
Strategic view of performance
at OpenLearn
Skills you will learn
What are the course deliverables?
- Explain the difference between a ??markets approach?? and a ??resource-based approach?? to strategy, and how they complement each other
- Explain what is meant by ??the value chain??, and how it applies to an organization
- Explain what is meant by ??emergent strategy?? and why intended and actual strategy may differ
- Contribute more effectively to developing and implementing strategy in the organisation.
More about this course
- Strategic management and planning are no longer the preserve of senior executives. This free course, Strategic view of performance, looks at three different approaches to strategy before analysing the direction that strategic management may take now that it has become an accumulation of small tactical decisions rather than a top-down process. If you are interested in how a business 'ticks', this course could provide some of the answers.
Strategic view of performance at OpenLearn Curriculum
Strategic view of performance
at OpenLearn
What do we mean by strategy?
Activity 1
Organisational purposes
Stakeholders
Market-based approach to strategy
The ??near environment??
Porter's five forces
Applying the five forces model
Understanding Forces of Competition In Private Sector organisations.
Understanding Forces of Competition Outside Private Sector organisations.
Strategy as fit
between organisation and environment
Resource-based approach to strategy
Understanding
organisational capabilities
Building capabilities and relationships
Understanding the value chain
Strategy as rational planning
Emergent strategy
Role of middle managers in the emergence of strategy
Conclusion
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Student Forum
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Strategic view of performance