Blue and Green Organic Group Project.pdf

Strategic Management

1. STRATEGICSTRATEGIC
ASSETASSET
MANAGEMENTMANAGEMENT

2. Strategies are appropriate courses of action
formulated by organizations to attain their set
objectives in the light of their vision and
mission statement. This includes planning,
selection and analysis.
These strategies should be feasible, flexible,
smart and competitive. Competitive assets are
talents, abilities, resources, properties and
other endowments that provide plus points to
organizations.

3. INTELLECTUAL PROPERTY ASSETS
These refer to assets that result from activities of the
mind. These properties may be products of purposive
research like outcomes of a person’s ingenuity, brilliance
and creativity or may just be discovered accidentally.
Intellectual property generally come in the form of:
Trademarks & service marks
Software
Original literary, music and art compositions that are unique
and distinct.
Trade secrets

4. ORGANIZATION MONOPOLY
When an organization possesses intellectual property assets, the entity
is said to have created a competitve edge called organizational
monopoly.
The organization solely enjoys the opportunity to use this
intellectual property to optimize its worth and enjoy the benefits
of it.
1.
2. It safeguards corporate assets by providing a legal mechanism for
brand protection, protection of trade secrets by non-disclosure
agreements and provision for patents and copyrights
3. It allows organizations to enjoy low cost leadership and increase its
competitive strength.

5. HUMAN RESOURCE ASSETS
Human resource assets are the strengths of
organizations that consist of collective “expertise”,
personal traits, creative and problem-solving capabilities,
managerial, entrepreneurial and competency asset skills
and organizational human-centered assets.
Collective “expertise can result from any of the ff:
impressive educational attainment, unique and cutting-
edge professional competence, relevant and “intelligent”
environmental knowledge, adept but creative and highly
differentiated work-related knowledge and an inclusive,
complete, but objective historical knowledge.

6. Personal traits considered as human resources assets
include qualities like:
Transformational Leadership or the ability to inspire
others and optimize their potentials toward
productivity and effectiveness
ingenuity to differentiate existing ideas, products, or
services
first rate problem-solving capabilities
self-motivated and vibrant
sustained energy
adaptability, proactivity, initiative, industry and
integrity

7. Managerial, entrepreneurial, and competency asset skills
include:
planning, organizing, delegating, staffing, and monitoring skills
that do not simply emphasize efficiency but rather
effectiveness;
cutting-edge business expertise, critical and reliable business
intelligence, and a "futuring" business outlook of the
environment; and
competency assets like skills in communication, expertise in
information technology, practical and vocational
qualifications, and other allied abilities that can create a
competitive advantage in the individual and the organization.

8. Human-centered assets do not merely refer to the presence of behaviorally mature
employees or just having an atmosphere that is characterized by employee
involvement and collaborative teamwork. More than these, human resource leverage
is created in conditions where:
employees have "high" emotional quotients, attributes of self-awareness, self-
acceptance, and personal responsibility, skills in decision-making, managing
feelings and handling stress, traits like insight, assertiveness, and empathy,
and affiliation skills in communication, group dynamics, and conflict
resolution;
synergistic interrelationships exist between management and employees,
between supervisors and subordinates, among peers, and between the
organization and its customers, suppliers, the community, and government;
and
commitment or a "sense of owning" is instilled in employees, thus, resulting in
social relationship enrichment, rich and healthy interactions, optimum
productivity, and competitive advantage.

9. HUMAN RESOURCE LEVERAGE
Possession of human resource assets creates both leverage
and a competitive edge. An organization greatly benefits
from ownership of these assets.
Organizations with employees owning remarkable "expertise" assets are
different from the others.
1.
Good personal qualities possessed by employees although uniquely
individualized can create a convergent impact on the organization.
2.
Managerial, entrepreneurial, and competency asset skills shore up
effectiveness and organizational success, thus, creating comparative
advantage in relation to other organizations.
3.
Organizational human-centered assets like the presence of employees
with "high" emotional quotients, synergy, and employee involvement open
more windows to organizational opportunity, realization, and achievement.
4.

10. Market assets are results of market-related intangibles such as
brands, company names, customer loyalty, repeat business,
distribution channels, contracts, and agreements.
Brands are considered as effective means to attain market
supremacy.
1.
Apart from brand names, organizations have their own
company names.
2.
Customer satisfaction is not considered an intangible market
asset.
3.
Having many distribution channels does not automatically
assure market control.
4.
Networking per se will not create market ascendancy.5.
MARKETING
ASSETS

11. MARKET DOMINANCE
The competitive edge or dominance brought about by market
assets includes:
An effective but less expensive medium for product and
service identification.
A company name that is well-known, recognized, established,
and reputable significantly increases the financial worth of an
organization.
Repeat business is a by-product of customer loyalty,
Increased product and service sales result from efficient and
well-organized modes of bringing goods and services to the
public.

12. Infrastructure assets include positive organizational features like
structure, management philosophy, organizational culture, high
involvement practices, quality standards, and technology that
enable an organization to establish its competitive advantage.
A lean organizational structure is considered an infrastructure
asset when a flat framework is able to beneficially lessen
bureaucracy, streamline job tasks, and simplify mode of
administration.
1.
Dynamic organizational cultures are characterized by the
following:
2.
Personal and organizational values that translate into
unswerving beliefs and positive attitudes.
INFRASTRUCTURE
ASSETS

13. Interests and expectations of members that are linked to
organizational goals while pursuing personal objectives.
Emotionally balanced intra-relationship of individuals that are
characterized by self-confidence.
Organizational philosophies that are zealously embodied;
management styles that are genuinely participative and highly
transformational; and ethical practices that are observed to the
highest standards without discrimination.
3. Managerial and functional work practices typified by high involvement
reinforce competitiveness and are further enhanced when the organization
faithfully adopts quality standards. They are likewise regarded as
infrastructure assets.
Demonstration of high involvement practices brings into the
organization both internal and external fit.

14. For managerial processes to be considered infrastructure
assets, they need to be focused on effectiveness while
functional administration needs to be purposively geared
toward efficiency.
Quality standards are today being adopted by
organizations.
4. Technology, being the application of knowledge, is broad in scope
and perspective. Its applications are in the fields of agriculture,
business, science, and education among others. It is an
infrastructure asset when its impact produces phenomenal
outcomes.

15. Possession of infrastrücture assets brings about a
comparative advantage to organizations.
A streamlined organizational structure makes
communication between management and employees
easier because it eliminates bureaucracy
1.
Organizational cultures aptly create infrastructure
advantage in the following ways:
1.
A juxtaposition of personal, organizational, and
universal beliefs, attitudes, and values brings
about a corporate milieu that is characterized both
by divergence and by commonality of purpose
COMPARATIVE
ADVANTAGE

16. Diverse interests and expectations among members in
organizations are realities.
When management philosophies contextualize
organizational thrust, they inevitably accentuate
organizational rationale and infuse substance to its
existence.
Ethical practices adopted in organizations are viewed as
infrastructure asset
3. With high involvement work practices, managerial and functional
processes that are guided by quality management systems, the
organization inevitably possesses intellectual capital.

17. High involvement work practices have a substantial and positive
impact on organizational performance.
Managerial and functional processes are both administrative and
operational.
When functional processes are trouble-free and cost-effective,
operational costs are greatly minimized, and consequently,
profitability is increased.
The adoption of quality standards includes having an agreed:
quality philosophy,
quality policy,
quality management systems
continuous quality assurance, and
periodic quality control. .

18. 4. As the principal catalyst of change, information technology has
brought about radical transformations in the global skyline. Its
impact and influence are greatly felt in every facet of life. It is an
infrastructure asset where:
a database of human resource skills and competencies
facilitates accurate matching of employee abilities with
corresponding job tasks, insures placing the right people to
fill up job requirements, and identifies correctly the people
who are qualified to undergo training for capability
development or enrichment;

19. a database of customers allows organizations to anticipate
consumer needs and requirements and be ahead of its
competitors;
a database of suppliers monitors inventory requirements,
determines lead-time and delivery dates, and checks quality
and quantity of raw materials delivered with precision; and
a database of buyers helps organizations to create timely
"switching costs." This versatility helps sustain the loyalty of
the buyers.

20. STRATEGIC
ASSET
MANAGEMENT
(Summary)

21. ASSETASSET
MANAGEMENTMANAGEMENT
STRATEGIESSTRATEGIES

22. Asset Management Strategies Managing the
strategic assets of an organization is
optimizing its valued resources.
Competency Learning
Strategic Enhancement Competitive Innovation
ASSET
MANAGEMENT
STRATEGIES
Facets of Asset Management Strategies

23. Competency Learning: "Laying the
Groundwork"
Competency refers to the knowledge,
attitudes, and skills expected of an
individual in carrying out his job tasks. It is
aligned to the organization's vision-mission,

24. Precise and clear job descriptions result in the following benefits:
Provide employees a performance framework with respect to
requisite knowledge, skills, and attitudes.
Assure management that employees performing definite job
tasks possess the necessary
competencies.
Streamline organizational management in terms of ill-
equipped employees, redundancy, low productivity, and cost-
related wastes related to inefficiency and ineffectiveness.

25. Precise and clear job descriptions result in the following benefits:
Serve as bases for evaluating work output for reward and
promotion purposes, monetary, or otherwise.
Provide the blueprint for preparing and conducting
recruitment, selection, hiring, and training development
programs.
Allow young people possessing competencies to move up
the corporate ladder faster than those who are inept and
deficient.

26. Classifying Competencies
CORE
FUNCTIONAL
MANAGERIAL
The realization of organizational vision-mission coupled by the attainment of its
goals and objectives are largely dependent on people, leadership and support
of top management.

27. CLASSIFICATIONS OF COMPETENCIES
Core competencies are
basic. They include all
fundamental competencies
expected of every employee.
Functional competencies are
expected of employees
performing job functions,
marketing, production, human
resource, technology and finance.
Managerial competencies
are administrative and
attitudinal in nature.
01
02
03

28. Different ways in strategically enhancing an organizational memory-
based system:
STRATEGIC ENHANCEMENT:
“WIDENING THE HORIZON”
Maximize the reach of the organization’s infrastracture technology.1.
Corporate entities need to appreciate the business value of knowledge,
information, and communication technology.
2.
creating a data-based portfolio of customers, suppliers, competitors and
all info allied to these entities.
seriously undertaking systematic computer-based recording and
application of knowledge in systems, programs and processes

29. engaging in e-marketing and e-trading to sell, promote and distribute its
products or services
involving in business to bussiness (B2B) exchanges to take advantage of
discounts and other low pricing promotions offered by suppliers.
using computer software that produce attractive and unique product
designs and packaging.
using communication technology to maximize time leaks
availing of courier hubs for fast delivery of products and services to
cross-spanning boundaries.
3. Continuously conduct formal and informal types of training.
4. Systematize a process of enriching job pathing of employees beginning
from being starters with zero or negligible knowledge to learners through
supervised apprenticeship.

30. 5. Empower employees to reach sustainable self-delevopment by promoting
valuable knowledge, rewarding those who unselfishly share their knowledge
to others and to the organization.
6. Interact with experts who have proven their worth and expertise in their
specialized fields.
7. Prepare programs for employees leading to attitudinal change.
8. Provide access to needed resources.
market data
infrastructure technology
human resource expertise
intellectual property rights
financial resources
management resources

31. 9. Broaden networking through strategic alliances, which can come from
within and from the outside.
Within the organization unit, functional and managerial collaborations
need to be promoted.
In addition to interdepartmental cooperation, intradepartmental
interaction and networking can similarly take place.
Strategic enhancement of organizational memory can be done through
competitive bench learning in terms of product, service, operations,
technology and marketing.
Bench learning illustrates productivity and reinforces effeciency in
organizational learning.
Inputs can be drawn from the government with regard to its priorities or
programs and from society, the consumer with respect to communal needs.

32. 10. Analyze cultures.
The first variable is the nation’s culture that provide explanations as to why
and how people live, think, talk, act and relate.
The corporate culture that explains how employees perceive work, perform
job tasks, and react to workplace interrelationships.
Intra-cultures existing within the organization.

33. The term “innovation” is the best assurance in achieving
business sustainability, competitive advantage and creating
bargaining power.
Innovation may refer to any of the following:
Creating, conceptualizing or inventing new ideas. 1.
Bringing a paradigm shift from the usual conservative
mindset to that of openness, willingness,
aggressiveness, initiative, focus and adaptability to
needed changes in the context of changing environmental
and organizational variables.
2.
revitalizes an innovative climate characterized by an
atmosphere of readiness and flexibility for “new
opportunities” and “new possibilities” among employees
COMPETITIVE
INNOVATION

34. shapes an innovative culture where all the hard and soft facets of an
organization like vision, goals, objectives, plans, management,
performance, processes, systems and results coupled with values,
attitudes, organizational philosophy, aspirations and management style are
“open” to “new learnings” and “new systems”
3. Revolutionizing a synergistic outlook and willingness to invent a spectrum of
“new perspectives”, unique insights and knowledge between and among
organizational units and departments.

35. Differentiating existing products and services.1.
Reinventing products and services.2.
Continuously experimenting3.
Applying recent and new technologies in information or communication
that will significantly change organizational structures and systems for
optimality.
4.
Changing business models.5.
Creating new products and services to “futurize” the organization.6.
Widening the breadth and depth of intellectual capital found in
individuals, teams and departments, particularly intellectual property
assets and ownership.
7.
INNOVATION SCENARIOS

36. Thank YouThank You