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Essay / Research Paper Abstract
A 3 page paper discussing an article appearing in the Harvard Business Review in 2008. Montgomery's (2008) conceptualization of strategy as a dynamic process has value, but careless management could be highly detrimental to any company. A better conclusion would be one between Montgomery's (2008) perspective and standard practice. Bibliography lists 10 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSstratMgmt.rtf
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Unformatted sample text from the term paper:
Montgomery (2008) makes interesting observations about the value and role of strategy in todays business environment. Though the subject is worthy of many more pages than its article
received, the information contained within Montgomerys (2008) article does not reach completion. 1. To what extent does Montgomerys approach fit with established leadership theory?
Montgomery (2008) notes that, "Holding too strongly to one competitive advantage ... may result in the firms being controlled by a perception of value long after that value has diminished
in significance" (p. 60). This is a point that Chase, Jacobs and Aquilano (2006) stress in discussing the benefits of six sigma. That point is that the "overarching
focus of the methodology ... is understanding and achieving what the customer wants, since that is seen as the key to profitability of a production process" (Chase, Jacobs and Aquilano,
2006). To stress this point, the DMAIC measurement also is known as "Dumb Managers Always Ignore Customers" (Chase, Jacobs and Aquilano, 2006). 2. What other important strategic factors should Montgomery
have taken into account? There are several points that could be raised here. Two are the effects that corporate culture have on
forming and implementing strategy; and the successful examination of the question of what business the company is in. Effect of Corporate Culture There
have been several lessons relating to the effect that existing corporate culture can have on realization of stated strategy. Edgar Schein (1999) holds that corporate culture can be reduced
to and defined by three categories of items: artifacts, espoused values and basic underlying assumptions. Artifacts are visible organizational structures. Espoused values are the organizations stated strategies,
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