Introduction In this paper, several issues on global corporate strategy will be discussed. Honda will be used as the company to understand how the many concepts of strategic thinking process were applied in real business environment. How to install radius server in windows 2008. In the first part, several managerial dichotomies were being reconciled by Honda, through creativity and breakthrough management concepts. ![]() In the second part, the differences between management philosophies between Japanese and western management concepts will be articulated. It is argued that the differences in culture, assumptions and thinking style is the key reasons the management philosophies are different between the two. In the third part, the corporate governance as well as the corporate social responsibilities between for three automotive companies, namely Honda, Nissan and Chrysler will be discussed. It is articulated that good corporate governance practices as well as being a Corporate Social Responsible company will be beneficial to corporate performance in the future. Part 1: Managerial Dichotomies and Honda A very interesting managerial dichotomy is about how strategies in a corporation can be successfully formed. There are two opposing views here. The first view is about the notion that strategies can be formulated and executed through planning. Thus, before any actions are taken, proper research need to be performed first. Then according to the research findings, managers are expected to make decision rationally, based on the data collected, and through using the many established and useful theoretical framework. One the decisions are made, the plans as well as the details on the strategies will be communicated throughout the organization. The lower level employees are expected to carry out the plan accordingly. According to such view, it is assumed that as long as the planning is performed correctly, the plan shall work out in the real world. However, from another perspectives, it is viewed that strategies can only be formed, through the so-called ‘emergent strategy approach’. In this view, it is argued that decision makers do not know the real situation, and thus, they have to learn along the way and change the strategies accordingly in the learning process (or when new information is obtained along the learning process). ![]() According to such perspectives, the business environment is often complex, fast changing and uncertain. It is argued that plans will not likely to work out accordingly because accurate data may not available to the planners before they start doing anything in the real world (i.e., before someone test the water, it is impossible he know accurately how deep the water is). Besides, in a fast changing business environment, emergent strategies are more relevant, as the planned strategies may not longer relevant after a certain period, as consumer preferences changed, or the competitors have been doing other way round to attack the strategies of the firm. However, as shown in the Honda case study, both the argument can coexist in real world. Effectively, a planner can also learn and adjust accordingly when they learn new lessons in the marketplace.
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