Competitive Strategy and Leadership: A Guide to Superior Performance / Edition 1

by William G. Forgang

Overview

Competitive Strategy and Leadership focuses on the diagnosis and implementation of a firm's strategic plan. Through the Cycle of Success, superior performance results from the convergence of competitive strategy, the expectations of its targeted buyers, and the implementation of strategy-specific operating policies and practices. The Cycle of Success provides a means for a firm to develop management according to strategy. Through a case study and focused exercises, readers are lead to identify the specific weighted mix of product features, service, and price through which a firm seeks to gain a competitive advantage. The intended mix of product features, service, and price is extended to designing strategy-specific operations, policies, and practices, into a measurement system that monitors and communicates the firm's strategy, and to a model of strategic leadership. The sucessful reader of this book is able to help a firm craft its competitive strategy, contribute to building an effective management team, and help develop a coherent organization. Through the application of a strategy based-management theme, all operations and decisions are commonly guided. Superior performance, for the firm, the individual and for each co-worker, can be achieved through the alignment of all tasks and operations with the requisites of implementing the firm's strategy.

Product Details

ISBN-13:	9780742512801
Publisher:	Rowman & Littlefield Publishers, Inc.
Publication date:	10/16/2001
Edition description:	New Edition
Pages:	160
Product dimensions:	5.82(w) x 8.94(h) x 0.46(d)

About the Author

William G. Forgang is professor of economics and business at Mount Saint Mary's College in Maryland.

Table of Contents

Part 1 Preface Part 2 Introduction Part 3 Preassessment Exercises Chapter 4 Part 1: Memo Chapter 5 Part 2: Self-Assessment Part 6 Case Study: The Gibsonville Lantern Company Part 7 The Cycle of Success Chapter 8 The Cycle of Success Chapter 9 Leadership and The Cycle of Success Chapter 10 Case Study: Gregory's Retirement Home Services Part 11 The Value Equation and the Nature of Services Chapter 12 The Value Equation Chapter 13 The Nature of Services Chapter 14 Value and Performance Measures: The Firm Chapter 15 Value and Performance Measures: The Individual Part 16 Strategy and Value Creation Chapter 17 Strategy and Mission Chapter 18 Mission, Strategy, and the Firms Value Proposition Chapter 19 Line of Business and Corporate Strategies Part 20 Integrated Decisions, Operations, and Strategy Chapter 21 Strategy and Operating Areas Chapter 22 Strategy and the Connections among Operating Areas Chapter 23 Assessment of the Shift in Strategy at Gibsonville Chapter 24 Corporate-Level Strategies Part 25 Personal and Staff Attributes Chapter 26 Leadership and the Human Resource Chapter 27 Strategy, Skills, and Attributes Chapter 28 Strategy, Leadership, and Motivation Chapter 29 Building an Organizational Culture Chapter 30 Corporate-Level Strategies Part 31 Leading by Measurement System Chapter 32 Managing by Performance Measures Part 33 Leadership and The Cycle of Success Chapter 34 The Cycle of Success Chapter 35 Qualities of Strategic Leaders Chapter 36 Leaders and Managers Chapter 37 Leadership and Situational Analysis Part 38 Appendix Part 39 Postassessments Chapter 40 Part 1: Memo Chapter 41 Part 2: Self-Assessments Part 42 Facilitator's Guide to the Exercises Part 43 Index