C4 | 暗記メーカー

1

represent the results expected from pursuing certain strategies. Strategies represent the actions to be taken to accomplish long-term objectives. The time frame for objec- tives and strategies should be consistent, usually from 2 to 5 years.

Long term objectives

2

Objectives should be quantitative, measurable, realistic, understandable, challenging, hierarchi- cal, obtainable, and congruent among organizational units. Each objective should also be associ- ated with a timeline. Objectives are commonly stated in terms such as growth in assets, growth in sales, profitability, market share, degree and nature of diversification, degree and nature of vertical integration, earnings per share, and social responsibility. Clearly established objectives offer many benefits. They provide direction, allow synergy, assist in evaluation, establish priori- ties, reduce uncertainty, minimize conflicts, stimulate exertion, and aid in both the allocation of resources and the design of jobs. Objectives provide a basis for consistent decision making by managers whose values and attitudes differ. Objectives serve as standards by which individuals, groups, departments, divisions, and entire organizations can be evaluated.

Characteristics and Benefits of Objectives

3

represent the results expected from pursuing certain strategies. Strategies represent the actions to be taken to accomplish long-term objectives. The time frame for objec- tives and strategies should be consistent, usually from 2 to 5 years.

Long term objectives

4

Objectives should be quantitative, measurable, realistic, understandable, challenging, hierarchi- cal, obtainable, and congruent among organizational units. Each objective should also be associ- ated with a timeline. Objectives are commonly stated in terms such as growth in assets, growth in sales, profitability, market share, degree and nature of diversification, degree and nature of vertical integration, earnings per share, and social responsibility. Clearly established objectives offer many benefits. They provide direction, allow synergy, assist in evaluation, establish priori- ties, reduce uncertainty, minimize conflicts, stimulate exertion, and aid in both the allocation of resources and the design of jobs. Objectives provide a basis for consistent decision making by managers whose values and attitudes differ. Objectives serve as standards by which individuals, groups, departments, divisions, and entire organizations can be evaluated.

Characteristics and Benefits of Objectives

5

include those associated with growth in revenues, growth in earnings, higher dividends, larger profit margins, greater return on investment, higher earnings per share, a rising stock price, improved cash flow, and so on

Financial Objectives

6

include things such as a larger market share, quicker on-time delivery than rivals, shorter design-to-market times than rivals, lower costs than rivals, higher product quality than rivals, wider geographic coverage than rivals, achieving technological leadership, consistently getting new or improved products to market ahead of rivals, and so on.

Strategic Objectives

7

Based on the fact that the future is laden with great uncertainty and that if we try and do not succeed, then we hope our second (or third) attempt will suc- ceed. Decisions are predicated on the hope that they will work and that good times are just around the corner, especially if luck and good fortune are on our side!2

Managing by Hope

8

Built on the idea that there is no general plan for which way to go and what to do; just do the best you can to accomplish what you think should be done. In short, “Do your own thing, the best way you know how” (sometimes referred to as the mystery approach to decision making because subordinates are left to figure out what is happening and why).

Managing by Subjectives

9

Based on the belief that the true measure of a really good strate- gist is the ability to solve problems. Because there are plenty of crises and problems to go around for every person and organization, strategists ought to bring their time and creative energy to bear on solving the most pressing problems of the day. Managing by crisis is actually a form of reacting, letting events dictate the what and when of management decisions.

Managing by Crisis

10

Mr. Derek Bok, former President of Harvard University, once said, “If you think education is expensive, try ignorance.”

Avoid Not Managing by Objectives

11

Most organizations simultaneously pursue a combination of two or more strategies, but a ______ can be exceptionally risky if carried too far.

combination strategy

12

Objectives should be quantitative, measurable, realistic, understandable, challenging, hierarchi- cal, obtainable, and congruent among organizational units. Each objective should also be associ- ated with a timeline. Objectives are commonly stated in terms such as growth in assets, growth in sales, profitability, market share, degree and nature of diversification, degree and nature of vertical integration, earnings per share, and social responsibility. Clearly established objectives offer many benefits. They provide direction, allow synergy, assist in evaluation, establish priori- ties, reduce uncertainty, minimize conflicts, stimulate exertion, and aid in both the allocation of resources and the design of jobs. Objectives provide a basis for consistent decision making by managers whose values and attitudes differ. Objectives serve as standards by which individuals, groups, departments, divisions, and entire organizations can be evaluated.

Characteristics and Benefits of Objectives

13

Objectives should be quantitative, measurable, realistic, understandable, challenging, hierarchi- cal, obtainable, and congruent among organizational units. Each objective should also be associ- ated with a timeline. Objectives are commonly stated in terms such as growth in assets, growth in sales, profitability, market share, degree and nature of diversification, degree and nature of vertical integration, earnings per share, and social responsibility. Clearly established objectives offer many benefits. They provide direction, allow synergy, assist in evaluation, establish priori- ties, reduce uncertainty, minimize conflicts, stimulate exertion, and aid in both the allocation of resources and the design of jobs. Objectives provide a basis for consistent decision making by managers whose values and attitudes differ. Objectives serve as standards by which individuals, groups, departments, divisions, and entire organizations can be evaluated.

Characteristics and Benefits of Objectives

14

include those associated with growth in revenues, growth in earnings, higher dividends, larger profit margins, greater return on investment, higher earnings per share, a rising stock price, improved cash flow, and so on

Financial Objectives

15

include things such as a larger market share, quicker on-time delivery than rivals, shorter design-to-market times than rivals, lower costs than rivals, higher product quality than rivals, wider geographic coverage than rivals, achieving technological leadership, consistently getting new or improved products to market ahead of rivals, and so on.

Strategic Objectives

16

Based on the fact that the future is laden with great uncertainty and that if we try and do not succeed, then we hope our second (or third) attempt will suc- ceed. Decisions are predicated on the hope that they will work and that good times are just around the corner, especially if luck and good fortune are on our side!2

Managing by Hope

17

Built on the idea that there is no general plan for which way to go and what to do; just do the best you can to accomplish what you think should be done. In short, “Do your own thing, the best way you know how” (sometimes referred to as the mystery approach to decision making because subordinates are left to figure out what is happening and why).

Managing by Subjectives

18

Based on the belief that the true measure of a really good strate- gist is the ability to solve problems. Because there are plenty of crises and problems to go around for every person and organization, strategists ought to bring their time and creative energy to bear on solving the most pressing problems of the day. Managing by crisis is actually a form of reacting, letting events dictate the what and when of management decisions.

Managing by Crisis

19

Mr. Derek Bok, former President of Harvard University, once said, “If you think education is expensive, try ignorance.”

Avoid Not Managing by Objectives

20

Most organizations simultaneously pursue a combination of two or more strategies, but a ______ can be exceptionally risky if carried too far.

combination strategy

21

Mr. Derek Bok, former President of Harvard University, once said, “If you think education is expensive, try ignorance.”

Avoid Not Managing by Objectives

22

Objectives should be quantitative, measurable, realistic, understandable, challenging, hierarchi- cal, obtainable, and congruent among organizational units. Each objective should also be associ- ated with a timeline. Objectives are commonly stated in terms such as growth in assets, growth in sales, profitability, market share, degree and nature of diversification, degree and nature of vertical integration, earnings per share, and social responsibility. Clearly established objectives offer many benefits. They provide direction, allow synergy, assist in evaluation, establish priori- ties, reduce uncertainty, minimize conflicts, stimulate exertion, and aid in both the allocation of resources and the design of jobs. Objectives provide a basis for consistent decision making by managers whose values and attitudes differ. Objectives serve as standards by which individuals, groups, departments, divisions, and entire organizations can be evaluated.

Characteristics and Benefits of Objectives

23

Based on the fact that the future is laden with great uncertainty and that if we try and do not succeed, then we hope our second (or third) attempt will suc- ceed. Decisions are predicated on the hope that they will work and that good times are just around the corner, especially if luck and good fortune are on our side!2

Managing by Hope

24

Based on the fact that the future is laden with great uncertainty and that if we try and do not succeed, then we hope our second (or third) attempt will suc- ceed. Decisions are predicated on the hope that they will work and that good times are just around the corner, especially if luck and good fortune are on our side!2

Managing by Hope

25

Built on the idea that there is no general plan for which way to go and what to do; just do the best you can to accomplish what you think should be done. In short, “Do your own thing, the best way you know how” (sometimes referred to as the mystery approach to decision making because subordinates are left to figure out what is happening and why).

Managing by Subjectives

26

Mr. Derek Bok, former President of Harvard University, once said, “If you think education is expensive, try ignorance.”

Avoid Not Managing by Objectives

27

Gaining ownership or increased control over distributors or retailers

Forward Integration

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Seeking ownership or increased control of a firm’s suppliers

Background Integration

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Seeking ownership or increased control over competitors

Horizontal Integration

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Seeking increased market share for present products or services in present markets through greater marketing efforts

Market Penetration

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Introducing present products or services into new geographic area

Market Development

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Seeking increased sales by improving present products or services or developing new ones

Product Development

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Adding new but related products or services

Related Diversification

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Adding new, unrelated products or services

Unrelated Diversification

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Regrouping through cost and asset reduction to reverse declining sales and profit

Retrenchment

36

Selling a division or part of an organization

Divestiture

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Selling all of a company’s assets, in parts, for their tangible worth

Liquidation

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Gaining ownership or increased control over distributors or retailers

Forward Integration

39

Gaining ownership or increased control over distributors or retailers

Forward Integration

40

Built on the idea that there is no general plan for which way to go and what to do; just do the best you can to accomplish what you think should be done. In short, “Do your own thing, the best way you know how” (sometimes referred to as the mystery approach to decision making because subordinates are left to figure out what is happening and why).

Managing by Subjectives

41

Built on the idea that there is no general plan for which way to go and what to do; just do the best you can to accomplish what you think should be done. In short, “Do your own thing, the best way you know how” (sometimes referred to as the mystery approach to decision making because subordinates are left to figure out what is happening and why).

Managing by Subjectives

42

Built on the idea that there is no general plan for which way to go and what to do; just do the best you can to accomplish what you think should be done. In short, “Do your own thing, the best way you know how” (sometimes referred to as the mystery approach to decision making because subordinates are left to figure out what is happening and why).

Managing by Subjectives

43

Built on the idea that there is no general plan for which way to go and what to do; just do the best you can to accomplish what you think should be done. In short, “Do your own thing, the best way you know how” (sometimes referred to as the mystery approach to decision making because subordinates are left to figure out what is happening and why).

Managing by Subjectives

44

Built on the idea that there is no general plan for which way to go and what to do; just do the best you can to accomplish what you think should be done. In short, “Do your own thing, the best way you know how” (sometimes referred to as the mystery approach to decision making because subordinates are left to figure out what is happening and why).

Managing by Subjectives

45

Built on the idea that there is no general plan for which way to go and what to do; just do the best you can to accomplish what you think should be done. In short, “Do your own thing, the best way you know how” (sometimes referred to as the mystery approach to decision making because subordinates are left to figure out what is happening and why).

Managing by Subjectives