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Strategic Management

Strategic Management

by Cole (Author)

  • New

    Paperback 2003

    $102.87

  • Used

    Paperback 2000

    $3.41

  • Used

    Hardcover 1994

    $3.41
Synopsis

Intended as an introduction to the theory and practice of strategic management, this book aims to enable the reader to identify and make connections between the key features and the issues and choices that arise from them. The text is aimed at BA Business Studies but is expected to be used on ACCA (Management and strategy) and CIMA (Strategic Management Accountancy and Marketing). It is also suitable for students on postgraduate courses in management or business studies including the Diploma in Management Studies and introductory stages of MBA courses.

$102.87

Quantity

20 in stock

More Information

Format: Paperback
 Edition: 2nd edition
 Publisher: Thomson Learning
Published: 25 Sep 2003
ISBN 10: 1844800873
ISBN 13: 9781844800872

Media Reviews
PART I: THE KNOWLEDGE BASE OF STRATEGIC MANAGEMENT. 1. Strategic management: the concept. 2. Defining purpose, goals and objectives. 3. Assessing the environment. 4. Competitive advantage. 5. Forecasting the future. 6. Formulating a strategy. 7. Implementing strategy: an overview. 8. Business plans. 9. The international dimensions of strategy. 10. Organisation culture and strategic management. 11. Managing change and innovation. 12. Managing quality. 13. The role of the marketing function in strategic management. 14. The role of personnel in strategic management. 15. Measuring strategic performance. 16. Strategic management: a concluding model. PART II: THE WORKBOOK. Questions and Scenarios on Aspects of Strategic Management. PART III: CASES. Marks and Spencer; British Airways; The Rover Group; Oxfam; Nuclear Electric; British Petroleum; Hanson; British Biotech; P & O Ferries; Toyota Manufacturing UK Ltd; Railtrack; easyJet; Universities Superannuation Scheme; Ethical Financial; Legal and General; BAA; Formula One; Water Services Association.
Author Bio
The late Gerald Cole worked and taught in a wide variety of large and small organisations in the public and private sectors. He held two non-executive directorships and was also an external examiner in CMS and DMS courses at Middlesex University.