Topic: Strategic Management (Discussion Questions)

Order Description Strategic Management (Discussion Questions) each discussion question response should be between 225 - 275 words. Provide 1 or 2 references/sources per discussion. Discussion: Strategic Management: Vision, Mission, and Stakeholders Part 1: For this assignment, we will focus on General Mills, a multin" rel="nofollow">inational food manufacturin" rel="nofollow">ing company: http://www.generalmills.com/ As you research General Mills, you may want to compare and contrast that company with the other food service retailers – such as Kraft Foods, Nestle, Tyson Foods, ConAgra, and Kellogg. Please visit the General Mills site, and identify the company's mission and vision, as well as their major stakeholders (you may need to in" rel="nofollow">interpret and/or make assumptions here, as all mission and vision statements are not crystal clear - nor are they always explicitly stated. You should note that the stakeholders aren't simply the shareholders. "Stakeholders" in" rel="nofollow">include everyone and anyone who is affected by the success or failure of the company). Part 2: Analyze how General Mills represents and advances the goals of its stakeholders. Discussion: SWOT In order to complete a SWOT, we are required to identify and analyze the key opportunities and threats in" rel="nofollow">in the external environment. Then, we need to identify and analyze the company’s key strengths and weaknesses (in" rel="nofollow">internal analysis). Part 1: You are asked to address the followin" rel="nofollow">ing: a) Evaluate the operatin" rel="nofollow">ing in" rel="nofollow">industry of General Mills usin" rel="nofollow">ing a min" rel="nofollow">inimum of two forces in" rel="nofollow">included within" rel="nofollow">in Porter's Five Forces model. b) Usin" rel="nofollow">ing PEST, assess General Mills’ remote environment usin" rel="nofollow">ing a min" rel="nofollow">inimum of two PEST forces. c) Conclude your assessment about the overall environment. Is it more or less favorable for General Mills? Give your rankin" rel="nofollow">ing from 1-10 (in" rel="nofollow">in which 1 = vast gloom and doom for this company; 10 = huge bonus this year!). Where do you thin" rel="nofollow">ink General Mills fits on this 1-10 scale? Part 2: a) Assess what you believe to be the most important aspects of the in" rel="nofollow">internal environment at General Mills. Do not try to analyze every aspect of the in" rel="nofollow">internal organization -- rather, identify a min" rel="nofollow">inimum of two in" rel="nofollow">internal strengths and/or weaknesses. Do your best not to repeat the observations made by your peers, although you are encouraged to build on each other's observations (or to disagree). b) Complete your SWOT by in" rel="nofollow">integratin" rel="nofollow">ing the external environmental analysis you completed in" rel="nofollow">in Week 1 with your Week 2 in" rel="nofollow">internal analysis. Use your SWOT to conclude whether the organization’s overall outlook is more – or less – favorable. It is very important for a company to assess its strengths so that it can use them to neutralize (or better yet, to elimin" rel="nofollow">inate) environmental threats and take advantage of opportunities. The organization must recognize (and it must work to shore up) its weaknesses so that opportunities are not missed, and such that threats are much less likely to put the company at risk. Discussion: Strategic Choices Usin" rel="nofollow">ing the framework discussed in" rel="nofollow">in the background readin" rel="nofollow">ings, critically analyze General Mills’ strategic choices at the Corporate level (remember that “corporate” level is the very highest level of the organization, with lower levels bein" rel="nofollow">ing the “functional” and the “busin" rel="nofollow">iness” levels). Part 1: What are General Mills’ corporate-level strategies? What generic Porter strategy does the company follow? Are General Mills’ strategic choices aligned with the Porter generic strategy you believe the company follows? Part 2: Usin" rel="nofollow">ing the Grand Strategy Selection Matrix, or GSSM (the GSSM can easily be found via a Google search), decide which one of the four quadrants General Mills fits best within" rel="nofollow">in? Defend your decision! Discussion: Strategy Implementation and Strategic Control Part 1: In order to properly implement a strategic plan, organizations use structure, various control systems (budgets, variance analysis, policies and procedures, company rules), and culture. Let us revisit General Mills and determin" rel="nofollow">ine the relative effectiveness of the company’s strategic controls. Choose two implementation controls, and discuss whether or not you believe the controls you've selected effectively support the company's strategic choices. Be sure to defend your answer (critical thin" rel="nofollow">inkin" rel="nofollow">ing is required)! Part 2: Respond to the followin" rel="nofollow">ing: As you’ve learned from the background readin" rel="nofollow">ings, a key strategic control is that of organizational culture. Culture must fit with an organization's strategic choices. Poor alignment between culture and strategic choice is a sure-fire way to doom any strategic choice. Of course, some organizational theorists would assert that an organization's culture cannot be "managed" in" rel="nofollow">in the truest sense of how one “manages" the processes and activities and thin" rel="nofollow">ings that exist within" rel="nofollow">in an organization. David Campbell (2000, p. 28) says that an organization Is bein" rel="nofollow">ing constructed contin" rel="nofollow">inuously on a daily, even momentary [italics added], basis through in" rel="nofollow">individual in" rel="nofollow">interactions with others. The organization never settles in" rel="nofollow">into an entity or a thin" rel="nofollow">ing that can be labeled and described, because it is constantly changin" rel="nofollow">ing, or rein" rel="nofollow">inventin" rel="nofollow">ing itself, through the in" rel="nofollow">interactions goin" rel="nofollow">ing on within" rel="nofollow">in it. [At the same time, an organization] does have a certain" rel="nofollow">in character to it, such that, like drivin" rel="nofollow">ing on the motorway, not just anythin" rel="nofollow">ing goes (p. x). Do you agree or disagree with the above? That is, can culture really be "managed"? What might this in" rel="nofollow">interpretation mean in" rel="nofollow">in the context of our current discussion related to “strategic controls”? A few comments on the above: Many in" rel="nofollow">individuals believe that, while the notion of "culture" can be defin" rel="nofollow">ined, no sin" rel="nofollow">ingle in" rel="nofollow">individual (irrespective of his/her legitimate power) is capable of sin" rel="nofollow">ingle-handedly movin" rel="nofollow">ing an organization’s culture in" rel="nofollow">in one direction or another. These in" rel="nofollow">individuals suggest that the sheer number of formal and in" rel="nofollow">informal groups, structures, tasks, functional operations, and in" rel="nofollow">individual in" rel="nofollow">interactions that exist and occur within" rel="nofollow">in organizations (even moderate-sized ones) render the “management” of culture impossible (consider the potential number – and combin" rel="nofollow">ination – of in" rel="nofollow">individual to in" rel="nofollow">individual, in" rel="nofollow">individual to group, and group to group in" rel="nofollow">interactions that are likely to occur within" rel="nofollow">in an organization at each and every moment (and then, there are endless numbers of contacts / in" rel="nofollow">interactions with external stakeholders as well). The possibilities are seemin" rel="nofollow">ingly in" rel="nofollow">infin" rel="nofollow">inite -- or at least they are in" rel="nofollow">indefin" rel="nofollow">inite. In this view, an organization’s culture is abstract, fragmentary, fluid -- and even relative and momentary – how can such a thin" rel="nofollow">ing be “managed” in" rel="nofollow">in the same sense that we “manage” people and organizational processes? Reference: Campbell, D. (2000). The socially constructed organization. London: Karnac Books. Discussion: Course Integration and Reflection In this fin" rel="nofollow">inal Discussion thread, please address the followin" rel="nofollow">ing: 1. What concepts were most in" rel="nofollow">interestin" rel="nofollow">ing to you? 2. What concepts and ideas will be most useful to you? 3. How do you believe you will use the concepts you have learned in" rel="nofollow">in Strategic Management in" rel="nofollow">in the future? 4. What actions will you take in" rel="nofollow">in the future to improve yourself and your abilities in" rel="nofollow">in these two areas? Note: See attachment with complete in" rel="nofollow">instruction.