Hospitality Strategic Management Concepts And Cases 2nd Edition Cathy A Enz, Jeffrey S Harrison - Solutions

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Understand the role of internal environmental analysis in identifying the basis for sustained competitive advantage.
Describe the organizational value chain, including the components of the service delivery and support activities.
Understand the ways in which value can be created at various places in the organization with the aid of the value chain.
Use the value chain to identify organizational strengths and weaknesses.
Determine the competitive relevance of each strength and weakness with the aid of a series of carefully formulated questions.
Describe how competitively relevant strengths and weaknesses can be used to suggest appropriate strategic actions.
It has been said that the rules for success are written outside the organization but competitive advantage must be found within the organization. Explain this statement.
Why is value creation an important concept to health care organizations? Is value creation more or less important in health care than in other industries?
Which activities, service delivery or support, are more important in the organizational value chain? Explain your answer.
Why is the value chain consistent with systems concepts discussed in Chapter 1? Why is a systems approach to internal environmental analysis important?
Why is the concept of competitively relevant strengths and weaknesses so important to internal environmental analysis?
What is the difference between an objective and subjective strength and weakness?Give examples of each type of strength and weakness in a health care organization.
Discuss the resource-based view of competitive advantage. Why is it important to understand organizational differences in order to use this approach?
Briefl y defi ne what is meant by competitive advantage. Are competitive advantage and sustained competitive advantage identical concepts? Why or why not?
What are the differences between capabilities and competencies? How are capabilities related to both resources and competencies?
Why are capabilities referred to as architectural competencies? Would you consider management a capability or a competency? Explain your answer.
When searching for competitive advantage, which characteristic of a strength or weakness (value, rareness, imitability, sustainability) is the most important in health care organizations? Discuss your response.
Why are some strengths and weaknesses that are not competitively relevant deserving of attention by health care strategists? Provide one example of a strength and weakness that are not competitively relevant but deserve attention.
Why is resource leveraging an important concept in internal environmental analysis?
Understand the roles of and relationships among organizational mission, vision, values, and strategic goals and why they are called directional strategies.
Recognize the important characteristics and components of organizational mission and be able to write a mission statement.
Recognize the important characteristics and components of vision and be able to write an organizational vision statement.
Recognize the important characteristics and components and be able to write a values statement.
Recognize the important characteristics and components and be able to write strategic goals.
Identify service category critical success factors.
Develop a set of strategic goals that contribute to the mission, move the organization toward the realization of its vision, and are consistent with the organization’s values.
Recognize the important issues in the governance of health care organizations and the role of boards of directors in maintaining policy-making direction.
Is it necessary for organizational mission statements to include all the components discussed in this chapter? How do you decide what components to include?
Think of an organization that you know relatively well and attempt to construct a mission statement in light of the components of missions discussed in this chapter.What components did you choose to emphasize in the statement? Why? What component do you think really embodies the distinctiveness of
Where do organizational missions originate? How do you explain the evolution of organizational missions as an organization grows and matures? If mission statements are “relatively enduring,” how often should they be changed?
Indicate two ways in which an organizational vision is different from other types of directional strategies.
It has been said that vision is necessarily a responsibility of leaders. Why is it important for health care organizations to have “keepers of the vision?”
Who determines the values of the health care organization? What values do you think should be shared by all health care organizations? Why?
Why are values referred to as an organization ’s guiding principles? In what sense do values constitute a directional strategy for the organization?
How many strategic goals should a health care organization develop?
How can health care managers more effectively use directional strategies to stimulate higher levels of performance among all personnel?
Why is the board of directors an important group to include in the formulation of directional strategies? What is the board ’s proper role in formulating these strategies?
What is the best way to involve the board in the development of directional strategies?Explain your answer.
What are critical success factors for an organization? How are they developed? How may they be used?
List three reasons why boards of directors or trustees have become increasingly important factors in the effectiveness of health care organizations.
Understand and discuss the steps involved in the decision logic of strategy development.
Synthesize and integrate strategic thinking accomplished in situational analysis into a strategic plan for an organization.
Identify the hierarchy of strategies and strategic decisions required in strategic planning.
Understand the nature of directional strategies, adaptive strategies, market entry strategies, and competitive strategies.
Identify strategic alternatives available to health care organizations.
Provide the rationale as well as advantages and disadvantages for each of the strategic alternatives.
Understand that strategies may have to be used in combination to accomplish the organization's goals.
Map strategic decisions showing how they are linked as an ends–means chain.
What four types of strategy make up the strategy formulation process? Describe the role each plays in developing a strategic plan.
Why are the directional strategies both a part of situational analysis and a part of strategy formulation?
How is strategy formulation related to situational analysis?
Name and describe the expansion, reduction, and maintenance of scope strategies.Which of the adaptive strategies are corporate and which are division level? Under what conditions may each be appropriate?
Why does the selection of the strategic alternatives create “direction” for the organization?
What is the difference between related diversifi cation and product development?Provide examples of each.
What is a market-driven or focused factory strategy? Identify some organizations that have employed this type of market development strategy.
Many health care organizations have engaged in vertical and horizontal integration.What is the rationale for these strategies?
Describe vertical integration in terms of patient fl ow.
Explain the difference between an enhancement strategy and a status quo strategy.
How is market development different from product development? Penetration?Provide examples of each.
Compare and contrast a divestiture strategy with a liquidation strategy.
Which of the market entry strategies provides for the quickest entry into the market?Slowest?
What is strategic posture? How does a decision concerning the strategic posture help create decision guidelines for management and affect the organization ’s culture?
Explain Porter ’s generic strategies. How do they position the organization ’s products and services in the market?
How might a retrenchment strategy and a penetration strategy be linked together? What are some other logical combinations of strategies? How may a combination of strategies be related to vision?
Understand the rationale underlying the various strategic thinking maps used to evaluate strategic alternatives.
Discuss, evaluate, and select appropriate adaptive strategic alternatives for a health care organization.
Discuss, evaluate, and select appropriate market entry strategic alternatives.
Discuss, evaluate, and select appropriate strategic posture and generic positioning alternatives.
Determine whether selected strategies are consistent, coordinated, and fi t the situation.
Understand the role of the service delivery and support strategies.
Explain the rationale underlying the external/internal strategy matrix.
Describe the product life cycle. How is it useful for thinking about the adaptive strategy of a health care organization?
Why is the length of the product life cycle important for strategy formulation?
What adaptive strategic alternatives are indicated for each stage of the product life cycle?
Is BCG portfolio analysis useful for developing adaptive strategic alternatives for health care organizations?
Explain the rationale for expanding the traditional BCG portfolio matrix.
Identify appropriate adaptive strategic alternatives for each quadrant in the expanded portfolio matrix.
Explain the strategic position and action evaluation (SPACE) matrix. How may adaptive strategic alternatives be developed using SPACE?
Why should program evaluation be used for public health and not-for-profi t institutions in the development of adaptive strategies?
What are the critical factors for determining the importance of programs within a not-for-profi t organization?
Why should public health and not-for-profi t organizations set priorities for programs?
Describe program Q-sort. Why would an organization use program Q-sort?
How are market entry strategies evaluated? What role do speed of market entry and control over the product or service play in the market entry decision?
How are the strategic postures and the product life cycle related?
How may the positioning strategic alternatives be evaluated?
Do health care organizations change directional and adaptive strategies often?
How can “doing the strategy” (managing the strategic momentum) provide information about changing the strategy?
As managers learn by doing, what strategies are most likely to change: adaptive, market entry, or competitive?
Know the key dimensions that describe formal organizational structures, including the degree of specialization, formalization, centralization, and levels of authority.
Draw an organization chart to represent the three basic business - level structures and describe the attributes of each structure.
Create diagrams of the three types of corporate - level structures used by multibusiness organizations.
Understand the role that the lateral (horizontal) organization plays in successful implementation of strategy.
Identify the differences between strategic and fi nancial controls, and between feedback and feedforward controls.
Describe bureaucratic, clan, and process controls.
List the steps companies can take to control organizational crises.
Describe each of the dimensions of organizational structure. How are they important?
Explain how these dimensions change as an organization grows.
Use the resources of your college library and interviews in your community to describe each of the dimensions of organizational structure for a local quick-service and fi ne-dining restaurant. How and why do the structures differ? Compare the structural dimensions of a Wendy’s and a McDonald’s.
For each of the business-level structures presented in this chapter, discuss its strengths and weaknesses and when each structure might be most appropriate.
What are the primary differences between the functional structure and the geographic/customer structure? How is a project-matrix structure a combination of the two?

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Hospitality Strategic Management Concepts And Cases 2nd Edition Cathy A Enz, Jeffrey S Harrison - Solutions

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