MMK221247 Saudi Binladin Group Company Strategic Management Paper i attached task file and and guide line need 3500 words School of Engineering and the Bui

MMK221247 Saudi Binladin Group Company Strategic Management Paper i attached task file and and guide line need 3500 words School of Engineering and the Built Environment
_____________________________________________________________
MMK221247
STRATEGIC MANAGEMENT IN
CONSTRUCTION AND PROPERTY
ENTERPRISES
______________________________________________________
SESSION 2018-19
Coursework 2
______________________________________________________
Module Leader: Mrs Valentah S. Manase
Room No: M520A
Telephone: 0141 331 8802
E-mail: Valentah.manase@gcal.ac.uk
COURSEWORK 2 – INTERNAL ANALYSIS AND STRATEGIC OPTIONS ANALYSIS
Submission Date– Tuesday, 16th April by 11:59pm (Both Electronic & Hardcopy)
COURSEWORK SCENARIO
Construction organisations are faced with business environment (micro?environment)
factors that have an impact on their competitive position in the market either by presenting
them with opportunities or threats. The solution to these factors will require development
and implementation of particular strategies which are influenced by what is happening in
the surrounding business environment (opportunities and threats) as well as the
organisation’s resources, competences and core competences (strengths and weaknesses).
Against this background, you are required to discuss ANY ONE of the following strategic
concepts in the context of a construction company of your choice:
1. Critically analyse Geographical Diversification OR Internationalisation as a
corporate strategy for the achievement of profitability, growth and competitive
advantage. Selecting a construction company of your choice in any country, conduct
an internal analysis of the organisation and, based on the Resource Based View of
strategy, critically analyse the viability of this strategy for your chosen organisation,
considering findings from your internal analysis. In conclusion, outline some
recommendations of what your chosen organisation must do to ensure successful
implementation of the said strategy; OR
2. Critically analyse Related Diversification as a corporate strategy for managing
business risk and the achievement of profitability, growth and competitive
advantage. Selecting a construction company of your choice in any country, conduct
an internal analysis of the organisation and, based on the Resource Based View of
strategy, critically analyse the viability of this strategy for your chosen organisation,
considering findings from your internal analysis. In conclusion, outline some
recommendations of what your chosen organisation must do to ensure successful
implementation of the said strategy; OR
3. Critically analyse Unrelated Diversification as a corporate strategy for managing
business risk and the achievement of profitability, growth and competitive
advantage. Selecting a construction company of your choice in any country, conduct
an internal analysis of the organisation and, based on the Resource Based View of
strategy, critically analyse the viability of this strategy for your chosen organisation,
considering findings from your internal analysis. In conclusion, outline some
recommendations of what your chosen organisation must do to ensure successful
implementation of the said strategy; OR
4. Selecting a construction company of your choice in any country, conduct an internal
analysis of the organisation and, based on the Resource Based View of strategy,
critically analyse the strategic option that is most suitable for the organisation, at the
relevant business unit level, based on the findings from your internal analysis and
the Opportunities and Threats in its current industry/market.
NOTE:
1. The word count for this coursework is 3000 words +/- 10%
2. This coursework expects you to demonstrate understanding of both the theory
behind the chosen concept as well as the practical application of this theory to
practice. Both of these elements must be visible within your coursework
3. Submission will be by Tuesday, 16th April by 11:59pm (Both Electronic & Hardcopy);
hard copy submissions only required for GCU Glasgow students. For GCU Glasgow
based students, BOTH electronic and hard copy submissions are required. A
submission box will be made available for hardcopy submission in due course and will
be announced on GCU Learn.
4. You will be required to submit an electronic copy of the coursework via Turnitin. Please
ensure that your coursework is contained in one document and is in the order that it
should be printed. Further Turnitin submission details will follow in due course.
5. All final work MUST be typed, 1.5 line and paragraph spacing and single face printed.
Font must be no smaller than 12
6. Plagiarism will NOT be tolerated on this or any other coursework;
7. Colluding on the coursework will result in all students involved receiving a ‘Zero’ mark
8. Marks will be awarded for clear, logical, critical analysis and presentation of
information.
9. You are advised to read widely. Sole use of lecture material will result in minimum
grade.
Generic Guidance on Coursework Requirements
This section provides you with an indication of general requirements when attempting this
coursework:
The following constitute positive criteria for marking and will be rewarded:
• Work that is planned and structured
• Work which embodies an argument and is rigorous, logical and sustained
• Work that is concise and precise
• Work that is clearly presented
• Work that is fully referenced
• Text which embodies a balance of explanation and analysis
• Text in which specific claims made in the narrative are supported by evidence
• Work which consistently engages with the question and is relevant to the topic
The following constitute negative criteria for marking and will be penalised:
• Work that is deficient in planning and structure
• Work that is poorly argued
• Work that is poorly presented
• Work that is poorly referenced
• Text in which claims are made in the narrative that are unsupported and which lapse
into opinion and anecdote
• Text which is deficient in explanation and analysis
• Text which is simply a reproduction of lecture notes or in which originality,
innovation and imagination are conspicuous in their absence
• Text which does not relate to the terms of reference
MMK221247 -Strategic Management in Construction and Property Enterprises
Coursework 2 – Marking Schedule
MARKING CRITERIA
MAXIMUM
MARK
MARK
AWARDED
Introduction/Background
10
Literature Review and Critical Analysis of literature
35
review
Critical Analysis of internal organisation factors and
30
match to relevant strategic concept
Conclusions/Recommendations
15
Referencing/Scope of research
10
TOTAL
100
General Feedback:
Tutor: _________________________________ Date: ___________________
Lecture 7: Mission, Vision, Objectives, Culture
and Strategy
Mrs Valentah S. Manase
introduction
?Organisations are set up to achieve a
purpose
?Purpose is encapsulated in key statements
?Statements must address two questions:
?How does the organisation make a
difference?
?For whom does it make a difference?
introduction
? Four main statements define organisational
purpose:
1. A Mission Statement
2. A Vision Statement
3. Objectives
4. Statement of Corporate Values
What is a mission?
Mission defined as
? The unique purpose that sets a company
apart from others of its type and identifies
the scope of its operations…
?The products, market and technological
areas of emphasis in a way that reflects the
values and priorities of the strategic
decision makers’…and the expectations of
all shareholders over the long-run (Pearce and
Robinson, 2009: 11, 25).
What is a mission?
Organisational Mission defined as
?The manifestation of the organisation’s
personality and distinct identity (Haberberg and
Rieple, 2001: 48)
?an organisation’s Mission answers the
question ‘What business are we in?’ and
therefore encapsulates the organisation’s
strategic direction
What is a mission?
Organisational Mission:
Embodies the business philosophy of the firms
strategic decision makers, implies the image the
firm seeks to project, reflects the firm’s selfconcept and indicates the firm’s principle
product or service areas and the primary
customer needs the firm will attempt to satisfy
(Pearce and Robinson, 2009, 25)
What is a mission?
?Philosophy: reflects basic beliefs, values,
aspirations and philosophical priorities of
strategic decision makers;
?Public Image: customer’s view of who the
organisation is e.g. Johnson & Johnson
make safe products; BP and environment?
?Self-concept: know its functional
relationship to external environment, in
view of strengths and weaknesses
?Customers: Central to all activities
What is a mission?
Characteristics of Organisational Mission:
?broadly framed but enduring statement of
a firm’s intent;
?it contains implied objectives and
strategies rather than specific directive;
?it is about attitudes, orientation and
outlook, rather than measureable targets
What is a mission?
Key criteria of a good mission statement:
? Set out clear principal businesses or activities of
an organisation;
? Identify its key aims and objectives;
? Outline the beliefs or values of the company –
defining what the organisation represents, such
as the balance between profit and other values
such as reputation and community involvement;
? Reflect expectations of the organisation’s main
stakeholders
What is a mission?
GCU’s Mission Statement is to:
‘Provide an outstanding inclusive learning
environment underpinned by curiosity driven by
research
– share knowledge and expertise;
– work in partnership with business, the professions and the
public sector;
– create successful global graduates and citizens and deliver
economic and social benefit for the communities we serve.
(GCU University Strategy 2015: 1)
Mission and strategy
? An intrinsic link exists between an organisation’s
Mission and the strategies that it formulates:
defines – products, market and technological
areas of emphasis
? Formulated strategy must ultimately resonate
with the mission and vice versa
? Strategy must fulfil the purpose for
organisation’s existence (Mission)
? Mission must be adaptable to changing
environment
What is a vision?
? A Vision Statement is concerned with what the
organisation aspires to be;
? Addresses the desired future state of the
organisation (where we are going?)
? Whereas Mission defines the organisation’s
current business scope (where we are) the Vision
focuses on the future business scope
What is a vision?
A Vision Statement is a statement that presents a firm’s
strategic intent designed to focus the energies and
resources of the company on achieving a desired future
(Pearce and Robinson, 2009, 37)
What is a vision?
? A Vision should enthuse, gain commitment and
stretch performance
? Envisioned future aspired to must be very
ambitious, even unrealistic in order to enable its
members to think beyond the constraints of the
current resources and environment
? Vision will form the basis for all decisions made,
both long-term and short-term
What is a vision?
? Overlap between Mission and Vision
? In practice, can be used alternatively
? Where separate, Vision is a single statement
designed to be memorable
What is a vision?
? GCU’s Vision it to:
‘be a successful international university delivering
access and excellence, with a strong commitment to the
common good’
(GCU University Strategy 2015, pg1)
What are objectives?
? From its Mission and Vision, an organisation
derives its strategic aims /objectives;
? These are a measure of the accomplishment of
the organisation’s mission/vision
? Strategic aims/objectives take the generalities of
the Mission Statement and turn them into
specific, measurable/quantified outcomes, which
define what has to be done and when
? It is to achieve these objectives that strategies are
formulated
What are objectives?
? Often expressed in precise financial terms e.g.
sales levels, profits, turnover, share valuations
? May be quantifiable market-based objectives e.g.
market share, customer service
? May be based on competitive advantage e.g.
Ryanair and low-cost advantage
? Triple bottom line objectives that cover economic,
environmental and social objectives (corporate
social responsibility) in today’s marketplace
Corporate values
? Communicate the underlying and enduring
principles that guide an organisation’s strategy
and define the way that the organisation should
operate (Johnson et’al, 2014, 109)
? Must not change with passing of time or
changing circumstances
? Google’s Values ‘don’t be evil’ – do they still
stand?
Vision mission value statements
? Criticism: become bland, too wide-ranging, wishdriven, unrealistic/out of touch
? Success criteria for Vision, Mission, Objectives:
1. Focus: define what is included and excluded from
strategy so as to clearly guide decision making
2. Motivational: motivate employees to do their
best–stretch performance to higher level
3. Clear: easy to communicate, understand and
remember
Organisational Culture
and strategy
why organisational culture?
? Organisations have a history…
? Founding father principles influence
characteristic of organisation
? History is embedded in organisational culture
? Culture can be advantageous – rivals cannot
replicate it;
? Culture can be a draw-back – failure to change
and respond to changing environment…strategic
drift
What is organisational culture?
The basic assumptions and belief that are shared by
members of an organisation, that operate unconsciously
and define in a basic take-for-granted fashion an
organisation’s view of itself and its environment
(Edgar Schein)
….the way we do things around here….
What is organisational culture?
The set of important assumptions and beliefs (often
unstated) that members or an organisation share in
common (Pearce and Robinson, 2009, 388)…which contribute to
how groups of people respond and behave in relation to
issues they face (Johnson et’al, 2014, 147)
? It provides meaning, direction and basis for
action
Cultural frames and influences
National (or
regional)
Organisational
Field
The
Individual
Organisational
Functional/
Divisional
Cultural Frames of Reference
Adopted from Johnson et’al, 2014, 148
Organisational culture
Organisational Culture can be conceived as
consisting four different layers:
Values
Beliefs
Behaviours
Paradigm
Organisational culture
Values:
? Easy to identify stated values
? Values driving strategy may be different from
organisational values
? Furthermore, there may be unstated values
beneath the stated values, perhaps taken for
granted which may be influencing/driving
strategy
? Need to identify both stated and unstated
values
Organisational culture
Beliefs:
? More specific and easily discernible
? Can be discerned in how people talk about the
issues an organisation faces
? **Note: reference to values and beliefs is to
collective organisational values and beliefs
rather than individual values and beliefs
Organisational culture
Behaviours:
? Day-to-day processes and operations
? Seen by people both and outside the
organisation
? Includes organisation structure and controls,
and work routines
? Potentially the base for inimitable strategic
capabilities (advantage)
? Can be a barrier for strategic change
Organisational culture
Paradigm:
? These are assumptions that are commonly held
and taken for granted in an organisation
? Represent collective experiences about
fundamental aspects of the organisation
? These experiences guide people in organisation
in their view of different circumstances and
how they respond to circumstances
? Can underpin successful strategy or hinder
change
Organisational sub-cultures
? Some cultures pervade the whole organisation
? However, sub-cultures may exist and impact
organisation
? Subcultures may exist in different geographical
locations, divisions, function groups, or in
acquisitions – between parent company and
acquired company
? Aligning strategic positioning and culture is
therefore critical to success e.g. oil and gas
‘Upstream’ and ‘Downstream’
Culture and strategy
? The ‘taken-for-granted’ nature of culture is
centrally important to successfully implementing
strategy
? If a strategy overlook these ‘ways we do things’
strategy may fail because it may conflict or
inadequately address these taken-for-granted
factors
? ‘Culture eats strategy for breakfast’ – Mark Fields
President Ford Motor Company 2006
Culture and strategy
? Three primary reasons exist for considering
culture in strategy formulation &
implementation:
1. Cultural ‘glue’: culture glues the organisation
together
2. Captured by culture: culture is an unintended
driver for strategy; if not checked, can lead to
disparity with environmental changes
3. Managing culture: culture is taken-for-granted
thus not easily managed
Culture analysis
? Use the cultural web to analyse organisational
culture
? Web shows the behavioural, physical and
symbolic manifestations of culture that inform
and are informed by the take-for-granted
assumptions or paradigms
? In cultural levels, helps analyse the behaviour
and paradigm levels of culture
Cultural analysis – paradigm
Symbols
Power
Structures
Stories
Paradigm
Rituals and
Routines
Organisational
Structures
Control
Systems
Cultural analysis – paradigm
? Routines – the way we do things
? Rituals – organisational life; activities or special
events that reinforce culture
? Stories – told by members of significant events
or personalities in the organisation current and
past
? Symbols – objects, events, acts or people that
hold meaning over and above functional
purpose e.g. reserved parking
Cultural analysis – paradigm
? Power – ability to coerce, persuade or induce
others
? Organisational structures – roles,
responsibilities, reporting structures
? Control systems – both formal and informal
Cultural analysis – strategy
Cultural analysis feeds into:
? Defining strategic capabilities
? Strategy development
? Managing strategic change
? Leadership and management style
Cultural and strategic drift
? Strategic drift is defined as the tendency for
strategies to develop incrementally on the basis
of historical and cultural influences, but to fail to
keep pace with a changing environment
? This is contrary to incremental strategic change –
gradual strategy adjustment to reflect gradual
environmental changes
? Three main reasons for incremental change:
1.
Alignment with environmental change which is gradual
2.
The success of the past
3.
Experimentation around a theme
Cultural and strategic drift
Environmental Change
Environmental
Change
Strategic
Change
Phase 1
Incremental
Change
Phase 2
Strategic
Drift
Phase 3
Flux
Phase 4
Transformatio
nal change or
death
Cultural and strategic drift
Strategic drift occurs due to:
? Keeping to the knitting – steady as you go
? Building on the familiar
? Core rigidities
? Relationships become shackles
? Lagged performance effects
? Case Study – Kodak – pg. 163
conclusion
? Organisational culture is a fundamental part of
an organisation
? Understanding it is key to formulating strategies
that will work for an organisation
? Misunderstanding it will lead to strategic misfit
? Organisational culture is what sets organisations
apart – making them heterogeneous (RBV)
conclusion
? RBV of strategy asserts that sustained
competitive advantage is rooted in an
organisation’s culture – hard for competitors to
replicate what they have not experienced
? However, culture can also become a hindrance
when allowed to prevent organisational
response to environmental changes (strategic
drift)
? Culture must be used as the…
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