Innovations in Branding Buy Cheap Essay Online
1. What are vision and mission statements? What is their value for the strategic
management process? In your response, share the vision and mission statement
from your current (or past) employer. Are these statement specific enough to
guide decision making? Why or why not?
2. What are the elements of the strategic management process? How are they
interrelated? How would you describe the work of strategic leaders?
3. What is corporate governance? What factors account for the considerable
amount of attention corporate governance receives from several parties,
including shareholder activists, business press writers, and academic scholars?
Why is governance necessary to control managers’ decisions?
4. Here’s a critical thinking question to help us delve a little deeper into
governance. How is each of the three internal governance mechanisms–
ownership concentration, boards of directors, and executive compensation–used
to align the interests of management and owners? In your experience,
how have governance mechanisms succeeded, or failed, in
producing the intended results? Support your response with
a specific example.
5.
Let’s add this week’s learning objective related to ethics in the discussion. As a
strategic leader, what actions could you take to establish and emphasize ethical
practices in your firm?
6. What is strategic leadership? Why are top-level managers considered to be important
resources for an organization? Do you agree with this claim? Defend your position.
7. You introduce an importance concept that is frequently debated in the public
arena and often positioned as a corporate ethics decision. Here are a couple
critical thinking question for the class…
1. In your opinion, why are decisions to outsource work to other countries often
perceived negatively by a) company employees and b) the public?
2. As a leader, what steps would you recommend to manage these perceptions?
8. In support of the company’s commitment to innovation 3M allows its employees time
to work on their own projects. The company not only capitalizes on the successful
inventions, but it also capitalizes on failed inventions by allowing the creations to
become a new product when feasible. The creation of new products and modifications
to current products helped 3M grow by 500% in the 20th century (Innovation, 2014).
It’s pure genius for 3M to allow employees in and outside the R&D realm to work on new
ideas. The company reaps the product-based benefits while innovative employees only
receive recognition and perhaps a trip. It’s also typical for employees not to receive any
of the profits generated by their inventions. The company gets huge returns by investing
in its greatest asset: employees. Embracing employee ideas created the foundation for
3M’s ability to market thousands of products while other companies have struggled with
product diversification.
