{"id":68,"date":"2014-05-13T17:44:29","date_gmt":"2014-05-13T17:44:29","guid":{"rendered":"http:\/\/opentextbc.ca\/strategicmanagement\/?post_type=chapter&p=68"},"modified":"2019-07-03T22:33:08","modified_gmt":"2019-07-03T22:33:08","slug":"conclusion-2","status":"publish","type":"chapter","link":"https:\/\/opentextbc.ca\/strategicmanagement\/chapter\/conclusion-2\/","title":{"raw":"Conclusion","rendered":"Conclusion"},"content":{"raw":"This chapter explains several challenges that executives face in attempting to lead their organizations strategically. Executives must ensure that their organizations have visions, missions, and goals in place that help move these organizations forward. Measures and referents for assessing performance must be thoughtfully chosen. Some executives become celebrities, thereby creating certain advantages and disadvantages for themselves and for their firms. Finally, executives must monitor the degree of entrepreneurial orientation present within their organizations and make adjustments when necessary. When executives succeed at leading strategically, an organization has an excellent chance of success.\r\n
\r\n

Exercises<\/p>\r\n\r\n<\/header>\r\n

\r\n
    \r\n \t
  1. Divide your class into four or eight groups, depending on the size of the class. Assign each group to develop arguments that one of the key issues discussed in this chapter (vision, mission, goals; assessing organizational performance; CEO celebrity; entrepreneurial orientation) is the most important within organizations. Have each group present their case, and then have the class vote individually for the winner. Which issue won and why?<\/li>\r\n \t
  2. This chapter discussed Howard Schultz and Starbucks on several occasions. Based on your reading of the chapter, how well has Schultz done in dealing with setting a vision, mission, and goals, assessing organizational performance, CEO celebrity, and entrepreneurial orientation?<\/li>\r\n \t
  3. Write a vision and mission for an organization or firm that you are currently associated with. How could you use the balanced scorecard to assess how well that organization is fulfilling the mission you wrote?<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n

    Attributions<\/h1>\r\nFigure 2.2:<\/a>\r\n<\/strong>Alcoa<\/a> by Nick Foust is used under CC BY 2.0 Licence<\/a>\u00a0(first);\r\n\r\nReading<\/a> by Petras Gagilas is used under CC BY-SA 2.0 Licence<\/a>\u00a0(second);\r\n\r\nCanadian Chevron<\/a> by David Herrera is used under CC BY 2.0 Licence<\/a>\u00a0(third);\r\n\r\nGoogle China Office<\/a> by bfishadow is used under CC BY 2.0 Licence<\/a> (fourth);\r\n\r\nKraft Macaroni & Cheese Dinner Deluxe Sharp Cheddar & Jalapeno<\/a> by theimpulsivebuy is used under CC BY-SA 2.0 Licence<\/a> \u00a0(fifth);\r\n\r\nCrest Toothpaste<\/a> by Scott Ehardt is in the Public Domain (sixth)\r\n\r\nFigure 2.3:<\/a>\r\n<\/strong>Evb-my hog<\/a> by Evb-wiki is in\u00a0the Public Domain (first);\r\n\r\nWestjet Boeing 737 C-GWCM<\/a> by abdallahh<\/a> is used under CC BY 2.0 Licence<\/a> (second);\r\n\r\nStarbucks in Shanghai<\/a> by Jeff Wilcox is used under CC BY 2.0 Licence<\/a>\u00a0(third);\r\n\r\nMECVan<\/a> by Mike is used under CC BY 2.0 Licence<\/a> \u00a0(fourth);\r\n\r\n1966 Fender Telecaster (tonemapped)<\/a> by ArtBrom is used under CC BY-SA 2.0 Licence<\/a>\u00a0(fifth)\r\n\r\nFigure 2.4:<\/a>\r\n<\/strong>Darrboard<\/a> by Ananta Bhadra Lamichhane is used under CC BY 2.0 Licence<\/a> (first);\r\n\r\n3D Scales of Justice<\/a> by StockMonkeys.com is used under CC BY 2.0 Licence<\/a>\u00a0(second);\r\n\r\nWestJet-Boeing-737-YVR<\/a> by Makaristos is in\u00a0the Public Domain (third);\r\n\r\nThey all a bunch of dumbells!<\/a> by Joe Robb is used under CC BY 2.0 Licence<\/a> \u00a0(fourth);\r\n\r\nStopwatch A<\/a> by Wouterhagens is used under CC BY-SA 2.0 Licence <\/a>\u00a0(fifth)\r\n\r\nFigure 2.7:<\/a>\r\n<\/strong>Airbus A380 cockpit<\/a> by Naddsy is used under CC BY 2.0 Licence<\/a> (first);\r\n\r\nPile of Cash<\/a> by 401(K) 2012 is used under CC BY-SA 2.0 Licence<\/a> (https:\/\/creativecommons.org\/licenses\/by-sa\/2.0\/) (second);\r\n\r\nCustomer service<\/a> by Alan Cleaver is used under\u00a0CC BY 2.0 Licence<\/a> (third);\r\n\r\ntissot swiss watches 2012<\/a> by foeoc kannilc is used under\u00a0CC BY 2.0 Licence<\/a> (fourth);\r\n\r\nMegan\u2019s Graduation | 3<\/a> by Will Folsom is used under CC BY 2.0 Licence<\/a> (fifth)\r\n\r\nFigure 2.9:<\/a>\r\n<\/strong>Xbox Console<\/a> by Evan-Amos is in\u00a0the Public Domain (first);\r\n\r\nBXP135604<\/a> by tableatny is used under CC BY 2.0 Licence<\/a>\u00a0(second);\r\n\r\nSticky Notes<\/a> by Ramesh NG is used under a CC BY-SA 2.0 Licence (https:\/\/creativecommons.org\/licenses\/by-sa\/2.0\/<\/a>) (third);\r\n\r\nA Norwegian soldier relays information over the radio during a military adviser team (MAT) and police adviser team (PAT) training exercise at the Hohenfels Training Area a part of the Joint Multinational<\/a> by SPC Tyler Kingsbury is in\u00a0the Public Domain (fourth);\r\n\r\nWK2\/SS2 from directly below<\/a> by Jeff Foust used under CC BY 2.0 Licence<\/a>\u00a0(fifth)","rendered":"

    This chapter explains several challenges that executives face in attempting to lead their organizations strategically. Executives must ensure that their organizations have visions, missions, and goals in place that help move these organizations forward. Measures and referents for assessing performance must be thoughtfully chosen. Some executives become celebrities, thereby creating certain advantages and disadvantages for themselves and for their firms. Finally, executives must monitor the degree of entrepreneurial orientation present within their organizations and make adjustments when necessary. When executives succeed at leading strategically, an organization has an excellent chance of success.<\/p>\n

    \n
    \n

    Exercises<\/p>\n<\/header>\n

    \n
      \n
    1. Divide your class into four or eight groups, depending on the size of the class. Assign each group to develop arguments that one of the key issues discussed in this chapter (vision, mission, goals; assessing organizational performance; CEO celebrity; entrepreneurial orientation) is the most important within organizations. Have each group present their case, and then have the class vote individually for the winner. Which issue won and why?<\/li>\n
    2. This chapter discussed Howard Schultz and Starbucks on several occasions. Based on your reading of the chapter, how well has Schultz done in dealing with setting a vision, mission, and goals, assessing organizational performance, CEO celebrity, and entrepreneurial orientation?<\/li>\n
    3. Write a vision and mission for an organization or firm that you are currently associated with. How could you use the balanced scorecard to assess how well that organization is fulfilling the mission you wrote?<\/li>\n<\/ol>\n<\/div>\n<\/div>\n

      Attributions<\/h1>\n

      Figure 2.2:<\/a>
      \n<\/strong>      Alcoa<\/a> by Nick Foust is used under CC BY 2.0 Licence<\/a>\u00a0(first);<\/p>\n

      Reading<\/a> by Petras Gagilas is used under CC BY-SA 2.0 Licence<\/a>\u00a0(second);<\/p>\n

      Canadian Chevron<\/a> by David Herrera is used under CC BY 2.0 Licence<\/a>\u00a0(third);<\/p>\n

      Google China Office<\/a> by bfishadow is used under CC BY 2.0 Licence<\/a> (fourth);<\/p>\n

      Kraft Macaroni & Cheese Dinner Deluxe Sharp Cheddar & Jalapeno<\/a> by theimpulsivebuy is used under CC BY-SA 2.0 Licence<\/a> \u00a0(fifth);<\/p>\n

      Crest Toothpaste<\/a> by Scott Ehardt is in the Public Domain (sixth)<\/p>\n

      Figure 2.3:<\/a>
      \n<\/strong>      Evb-my hog<\/a> by Evb-wiki is in\u00a0the Public Domain (first);<\/p>\n

      Westjet Boeing 737 C-GWCM<\/a> by abdallahh<\/a> is used under CC BY 2.0 Licence<\/a> (second);<\/p>\n

      Starbucks in Shanghai<\/a> by Jeff Wilcox is used under CC BY 2.0 Licence<\/a>\u00a0(third);<\/p>\n

      MECVan<\/a> by Mike is used under CC BY 2.0 Licence<\/a> \u00a0(fourth);<\/p>\n

      1966 Fender Telecaster (tonemapped)<\/a> by ArtBrom is used under CC BY-SA 2.0 Licence<\/a>\u00a0(fifth)<\/p>\n

      Figure 2.4:<\/a>
      \n<\/strong>      Darrboard<\/a> by Ananta Bhadra Lamichhane is used under CC BY 2.0 Licence<\/a> (first);<\/p>\n

      3D Scales of Justice<\/a> by StockMonkeys.com is used under CC BY 2.0 Licence<\/a>\u00a0(second);<\/p>\n

      WestJet-Boeing-737-YVR<\/a> by Makaristos is in\u00a0the Public Domain (third);<\/p>\n

      They all a bunch of dumbells!<\/a> by Joe Robb is used under CC BY 2.0 Licence<\/a> \u00a0(fourth);<\/p>\n

      Stopwatch A<\/a> by Wouterhagens is used under CC BY-SA 2.0 Licence <\/a>\u00a0(fifth)<\/p>\n

      Figure 2.7:<\/a>
      \n<\/strong>      Airbus A380 cockpit<\/a> by Naddsy is used under CC BY 2.0 Licence<\/a> (first);<\/p>\n

      Pile of Cash<\/a> by 401(K) 2012 is used under CC BY-SA 2.0 Licence<\/a> (https:\/\/creativecommons.org\/licenses\/by-sa\/2.0\/) (second);<\/p>\n

      Customer service<\/a> by Alan Cleaver is used under\u00a0CC BY 2.0 Licence<\/a> (third);<\/p>\n

      tissot swiss watches 2012<\/a> by foeoc kannilc is used under\u00a0CC BY 2.0 Licence<\/a> (fourth);<\/p>\n

      Megan\u2019s Graduation | 3<\/a> by Will Folsom is used under CC BY 2.0 Licence<\/a> (fifth)<\/p>\n

      Figure 2.9:<\/a>
      \n<\/strong>      Xbox Console<\/a> by Evan-Amos is in\u00a0the Public Domain (first);<\/p>\n

      BXP135604<\/a> by tableatny is used under CC BY 2.0 Licence<\/a>\u00a0(second);<\/p>\n

      Sticky Notes<\/a> by Ramesh NG is used under a CC BY-SA 2.0 Licence (https:\/\/creativecommons.org\/licenses\/by-sa\/2.0\/<\/a>) (third);<\/p>\n

      A Norwegian soldier relays information over the radio during a military adviser team (MAT) and police adviser team (PAT) training exercise at the Hohenfels Training Area a part of the Joint Multinational<\/a> by SPC Tyler Kingsbury is in\u00a0the Public Domain (fourth);<\/p>\n

      WK2\/SS2 from directly below<\/a> by Jeff Foust used under CC BY 2.0 Licence<\/a>\u00a0(fifth)<\/p>\n","protected":false},"author":1,"menu_order":5,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-68","chapter","type-chapter","status-publish","hentry"],"part":383,"_links":{"self":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapters\/68","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/wp\/v2\/users\/1"}],"version-history":[{"count":25,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapters\/68\/revisions"}],"predecessor-version":[{"id":3352,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapters\/68\/revisions\/3352"}],"part":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/parts\/383"}],"metadata":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapters\/68\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/wp\/v2\/media?parent=68"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/pressbooks\/v2\/chapter-type?post=68"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/wp\/v2\/contributor?post=68"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/opentextbc.ca\/strategicmanagement\/wp-json\/wp\/v2\/license?post=68"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}