Please elaborate as much as you can .Subject Global Strategic Management Discuss any TWO (2) events in this millennium that influence the way people do business globally.
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Please elaborate as much as you can .Subject Global Strategic Management
Discuss any TWO (2) events in this millennium that influence the way people do business globally.
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- The form and substance of a company’s response to global market opportunities depend greatly on management’s assumptions or beliefs—both conscious and unconscious—about the nature of the world. The worldview of a company’s personnel can be described in three different orientations. State these three management orientations and discuss each one of them with examples. THE 3 MAMNAGMENT ORIENTATIONS ARE : •Ethnocentric Orientation •Polycentric Orientation •Geocentric OrientationHow important is it for managers to pay attention to and understand the environment in which their business operate especially with regard of globalization?What is the global vision?
- "International businesses still greatly underestimate the strategic constraints and challenges formal and informal institutions represent in the specific countries and markets they want to operate in." Discuss this statement under the following heading, using illustrative examples throughout your answers. Certain analytical frameworks help the business practitioner to assess external environments and internal capakilities. Describe and assess the usefulness of PESTEL, CAGE and SWOT analysis.Please elaborate as much as you can .Subject Global Strategic ManagementDiscuss the advantages and disadvantages of any FIVE (5) modes of entry that you know of.List some of the issues in strategic management for (i) small firms and (ii) multinational corporations
- The fundamental challenge of managing the global enterprise is assessing, interpreting, and reconciling the competing imperatives to do everything the same way everywhere versus doing everything differently given different demands in different locations. This contest is the sine qua non of management—whether expressed here in terms integation versus responsiveness, or as you likely seen elsewhere, efficiency versus effectiveness, standardization versus customization, maximization versus optimization, mechanistic versus organic, universal versus local, and so on. No matter the product provided or markets served, managers must continually find ways to navigate this dilemma. In Module 1, you interpreted this this issue in terms of the normative versus relativist ethical outlooks. Now, in Module 2, we look at this issue in terms of global integration versus responsiveness. Indeed, interpreting the tension between global integration and local responsiveness anchors and interpretation of…A fundamental challenge of managing the global enterprise is assessing, interpreting, and reconciling the competing imperatives to do everything the same way everywhere versus doing thing different in different locations due to different conditions. This contest is the sine qua non of management—whether expressed in terms of integration versus responsiveness, or as you likely have seen elsewhere, normative versus relativist, cost leadership versus differentiation, efficiency versus effectiveness, standardization versus customization, maximization versus optimization, mechanistic versus organic, universal versus local, and so on. No matter the product provided or markets served, managers must continually find ways to navigate this dilemma. Quickly, to recap, global integration spurs managers to build the enterprise that sells the same thing, the same way, to everyone and anyone, here, there and everywhere. Managers, therefore, look to standardize any and all activities in order to…What does it mean by awareness, motivation, and capability when discussing managing global competitive dynamics?