BU481 Chapter Notes - Chapter 7: Corporate Social Responsibility, Longrun, The Roots
Document Summary
Chapter 7: management preference analysis the strategy-management preference linkage. Inconsistency between preferred strategy and other realities: external forces, other business capabilities, you may not be able to influence other managers even if you agree with the preferred strategy. Include other employees in strategic direction and respond to them: frozen preference, frozen preference beliefs rare management beliefs and preferences that are hard to change, they should not distort strategic choices. Implications: elements of the above are unique to individuals, preferences should not be treated as fixed or unchangeable, find grounds to reconciliation. Identify gaps between required and observed preferences: ex. If those approaches don"t succeed, it will be a serious conflict that calls for aggressive action: serious conflict. Identify organizational capabilities that"s required for implementation: serious conflict, comprehensive review of the whole business and for action as necessary, may result in the total disintegration of an organization.
