Michael Porter’s model is based on the insight that a corporate strategy should meet the opportunities and threats in the organizations external environment. Especially, competitive strategy should based on an understanding of industry structures and the way they change. Porter has identified five competitive forces that shape every industry and every market. These forces determine the intensity of competition and hence the profitability and attractiveness of an industry. The objective of corporate strategy should be to modify these competitive forces in a way that improves the position of the organization.
According to Fayol, planning includes forecasting which requires collecting and studying of essential data (cited in Parker and Ritson, 2005, 176). Through studying the important data, a proper goal can be established regarding to company size and capability. Reaching the target is utmost important and it can be accomplished by a clear view of the complete plan of the company which requires an accurate planning by the manager. This planning includes stock flow, cash flow or a prediction on change in customer preference. This kind of planning is necessary.
In this paper will be discussed the flexible theory of leadership and its function to the procedure in Costco Company. In addition to the role of the chief executive officer plays in flexible leadership theory. A corporation’s directorial effectiveness such as Costco has to be supported on the durable willingness to compete to succeed. In today business world the model for organizations is to become accustomed to an international globalization, diverse cultures and growth, the necessary to do better than the competition and to be able to draw attention and keep a substantial marketplace is desired to stay on the top. Marketplace frequently changes and drifts fast, for this reason leadership quality is required to guarantee the business survival and domination.
The linkages in value chains can be finely tuned to gain a competitive edge. All firms make decisions that affect their competitive position and profitability. Strategic planning is the organizational process of making these important decisions. It is undertaken in an effort to help the firm position itself against its competitors in the pursuit of competitive advantage. Porter  suggests that value chain analysis can be a useful approach in developing strategy.
After analyzing the main issues and the internal and external factors, the best alternative for M-TRONICS is to realign the organization so they can think closely about on one strategy and one focus. This case analysis will recognize the issues that are being faced by M-TRONICS, an analysis of the external and internal factors, and to provide the most feasible solution for the organization. Key Issues M-TRONICS must evaluate the different options they have that would allow their company to grow within their competitive industries. The key issues and questions that needs to be addressed in this case analysis are: 1. Should the Entrepreneurial Subsidiaries be a key part of M-TRONICS' growth strategy?
Lussier and Achua (2004; as cited by Caldwell, Hayes, & Long, 2010) define leadership as “the process of influencing leaders and followers to achieve organizational objectives through change” (p. 5). This translates to mean that the leader must have the ability to make decisions that will be beneficial for the organization and not promote their own self-interest. Their decisions will impact many different stakeholders such as the company, venders, customers, economy and themselves. In order for the leader to be effective in making decisions they must have specific skills. These specific skills include project management, technical expertise, cognitive, and interpersonal (Yukl, 2006).
Project Portfolio Management (PPM) is a systematic approach to decision making, selection and management of projects based. PPM is the strategic process that determines the level of priority of projects and whether the project will be successful or terminated. PPM is vital to organisations as it identifies and quantifies projects by prioritising the projects based on the highest value in accordance to the organisation’s resource capabilities. PPM is an effective process that enhances an organisation’s competitive edge by evaluating factors such as practices, procedures, organisational structures and human factors. These factors consider the organisation’s team and reporting structure, level of support and commitment and the overall impact to the organisation.
¬¬Introduction Strategy designates the way, which a company chooses to reach the company’s targets. There are many theories explaining how to develop and implement strategy in a company. Strategy is a process compounded of operations; those must be planned and co-ordinated to each other in order to be competitive. It has to react and adapt to changes of the environment because operations defines a company’s strategy, as operations are influenced by the changing market conditions. In Mintzberg`s opinion the best way to describe strategy is to use the five P’s for strategy (Plan, Position, Perspective, Pattern and Poly) and his ten schools of thoughts, which illustrate the development of the main models of strategy.
Contingency plans typically are developed during the analysis of the strengths and weaknesses of a proposed business strategy (Adams, 2013). Both strategic controls and contingency plans are necessary because a company’s internal and external environment are constantly developing and changing. Without either a company cannot appropriately respond to normal changes and events or any unexpected and potentially catastrophic events. Objectives Ocwen’s grand strategy is to obtain a competitive advantage through market growth. The company’s objectives include continuing to secure sustainable growth through acquisitions and then attain successful integration of those acquisitions.
Key Performance Indicators Key Performance Indicators have become the standard term that organisations use to define goals and objectives that ensure employees are achieving. Analysts describe KPIs as the business metrics that drive a business forward. Tesco will also have short, mid and long-term objectives and will put measures in place to achieve these goals. Therefore, as part of the company, the measures that are given to an employee are designed to reflect Tesco's overall goals, to help them get to where they want to go. Smart Targets Specific Measurable Attainable Realistic Timely S.M.A.R.T.