Jordan University of Science and Tech. Faculty of Medicine Department of Public Health Course: Advanced Health Care Management Submitted to: Dr. Sireen Al-Khaledi
1. Jordan University of Science and Tech. Faculty of Medicine
Department of Public Health Course: Advanced Health Care Management
Submitted to: Dr. Sireen Al-Khaledi
2. Belal Abul-Asal Quality Coordinator KAUH
3. NINTENDO & SONY
4. 1. Thinking Strategically, 2. The Strategic Management
Process, 3. Formulating Corporate-Level Strategy, 4. Formulating
Business-Level Strategy, 5. Formulating Functional Level Strategy,
6. Strategy Implementation and Control OUT LINE
5. Thinking Strategically Strategic Management: The set of
Decisions and actions used to formulate and implement strategies
that will provide a competitively superior fit between the
organization and its environment so as to achieve organizational
goals. Grand Strategy: The general plan of major actions by which
an organization intends to achieve its long-term goals.
6. Grand Strategy Categories: Growth Stability Retrenchment
Thinking Strategically
7. Grand Strategy Categories: Growth Stability Retrenchment
Internally: New Products, new customers Externally:
Diversification>> The acquisition of businesses that are
related to current product line or that take the corp. into new
areas. Thinking Strategically
8. Grand Strategy Categories: Growth Stability Retrenchment
Thinking Strategically
10. Thinking Strategically Global Strategy: A separate grand
strategy includes decisions and actions about the corporate deal
with the global operations. Important to Global Strategy: Need for
National Responsiveness, Need for Global Integration.
11. Thinking Strategically NeedforGlobalIntegration Need for
National Responsiveness
12. Thinking Strategically Export: Selling domestically
produced products to selected countries.
13. Thinking Strategically Globalization: The standardization
of product design and advertising strategies throughout the world.
Treats world as a single global market Standardizes global
products/advertising strategies
14. Thinking Strategically Multi-domestic Strategy: the
modification of the product design and advertising strategies to
suit the specific needs of individual countries. adapt product and
promotion for each country.
15. Thinking Strategically Transnational Strategy: a strategy
that combines global coordination to attain efficiency with
flexibility to meet specific needs in various countries.
CATERPILLAR
16. Thinking Strategically Purpose of Strategy Strategy is: The
plan of action that prescribes resource allocation and other
activities for... - Dealing with environment, - Achieving a
competitive advantage, and - Attaining organizational goals
17. Thinking Strategically Purpose of Strategy Competitive
advantage means: What sets the organization apart from the others
and provides it with a distinctive edge in the market place. 1.
Core competence 2. Synergy 3. Value creation
18. Thinking Strategically Levels of Strategy What business we
are in? How do we compete? How do we support the business-level
strategy?
19. The Strategic Management Process Implement Strategy via
Changes in: Leadership culture, Structure, HR, Information &
control systems SWOT Formulate Strategy Corporate, Business,
Functional Define new Mission, Goals, Grand Strategy Identify
Strategic Factors Strengths, Weaknesses Identify Strategic Factors
Opportunities, Threats Scan Internal Environment Core Competence,
Synergy, Value Creation Evaluate Current Mission, Goals, Strategies
Scan External Environment National, Global
20. The Strategic Management Process Strategy Formulation: The
stage of strategic management that involves the planning and
decision making that lead to the establishment of the organizations
goals and of a specific strategic plan. Strategy Implementation:
The stage of strategic management that involves the use of
managerial and organizational tools to direct resources toward
achieving strategic outcomes.
StrategyformulationVersusimplementation
21. The Strategic Management Process Situation Analysis:
Analysis of the strengths, weaknesses, opportunities and threats
(SWOT) that affect the organizational performance.
SituationAnalysis
22. The Strategic Management Process SituationAnalysis
Management and Organization Management quality Staff quality Degree
of centralization Organization charts Planning, information,
control systems Finance Profit margin Debt-equity ratio Inventory
ratio Return on investment Credit rating Marketing Distribution
channels Market share Advertising efficiency Customer satisfaction
Product quality Service reputation Sales force turnover Production
Plant location Machinery obsolescence Purchasing system Quality
control Productivity/efficiency Human Resources Employee
experience, education Union status Turnover, absenteeism Work
satisfaction Grievances Research and Development Basic applied
research Laboratory capabilities Research programs New-product
innovations Technology innovations
23. Formulating Corporate-Level str. Portfolio Strategy: The
organizations mix of SBUs and product lines that fit together in
such a way as to provide the corporation with synergy and
competitive advantage. PortfolioStrategyBCGMatrix SBU (strategic
business units): A division of the organization that has a unique
business mission, product line, competitors and markets relative to
other SBUs in the same corporation.
24. Formulating Corporate-Level str.
PortfolioStrategyBCGMatrix
25. System Alert !!! You do not have access to this area!!! For
more information, contact Dr. Ekhlas Saad
26. Formulating Business-Level str. Business-Level Strategy Is
the result of five competitive forces: 1. Potential new entrance,
2. Bargaining power of buyers, 3. Bargaining power of suppliers, 4.
Threat of substitute products, 5. Rivalry among competitors.
Porters
27. Formulating Business-Level str. Porters Internet reduces
barriers to entry Internet expands market size, but creates new
substitution threats Internet tends to increase the bargaining
power of suppliers Internet shifts greater power to end consumers
Internet blurs differences among competitors in an industry
Bargaining Power of Buyers Bargaining Power of Suppliers Threat of
Substitute Products Potential New Entrants Rivalry among
Competitors
28. Formulating Business-Level str. Competitive strategies: To
find its competitive edge within the mentioned forces, the
organization may choose on direction of the following strategies:
Differentiation, Cost leadership, Focus. 4Ps
PortersCompetitivestrategies Product, Price, Place, Promotion
29. Formulating Business-Level str. Partnershipstrategy
Organizational Combination Strategic Alliances Preferred Supplier
Arrangements Strategic Business Partnering Mergers Acquisitions
Joint Ventures A Strategic Plan
30. Formulating Functional Level str. KAUH Administrative
(Services) department
31. Strategy Implementation and Control In this rapidly
changing environment, its common sense to find a : Dynamic
Approaches to implementing strategies that are based on : Vision,
Intuition Employees Participation
32. Strategy Implementation and Control Tips:> for Effective
Strategy Implementation:
================================================ Build commitment
to the strategy, Pay attention to culture, Take advantage of
employees skills and knowledge, Commmmmunicate.
ManagersShoptalk
33. Strategy Implementation and Control
ForPuttingStrategyintoAction Leadership Use Persuasion. Motivate
Employees Shape Culture/Values Information and Control Sys. Revise
Pay Change Budget Allocation Implement IS Apply Rules/Procedures
Human Resources Recruitment Manage transfers, promotions, and
training Direct layoffs/Recall Structural Design Design Org. Chart
Create Teams Determine centralized or decentralized Arrange
Facilities/ Task design Environment
34. Strategy Implementation and Control During turbulent times,
.......... Many managers feel confident that they found the right
formula, but they are less optimistic about the use and
dosage.
35. Strategy Implementation and Control Three critical issues
for implementing strategies during turbulent times... Global
Mindset, Corporate Culture, and Information technology.
ForPuttingStrategyintoAction
36. Jordan University of Science and Tech. Faculty of Medicine
Department of Public Health Course: Advanced Health Care Management
Picture Not Available Belal Abul-Asal KAUH Dr. Ekhlas Saad MOH