| | SLO | ENG | Cookies and privacy

Bigger font | Smaller font
First page > Show document

Show document Help

Title:PREDLOG IZVAJANJA PROCESA STRATEŠKEGA MANAGEMENTA V MALIH PODJETJIH Z IZHODIŠČEM V MODELU STRATEŠKEGA MANAGEMENTA PO HUNGERJU IN WHEELENU
Authors:ID Pipan, Jana (Author)
ID Duh, Mojca (Mentor) More about this mentor... New window
Files:.pdf VS_Pipan_Jana_2010.pdf (756,95 KB)
MD5: 0CAF73CDEA91C74BEC1C9B30F9615D09
PID: 20.500.12556/dkum/1790a898-bf7e-46c0-acc4-5522c2e4f7bf
 
Language:Slovenian
Work type:Undergraduate thesis
Organization:EPF - Faculty of Business and Economics
Abstract:Proces strateškega managementa v malih podjetjih je lahko mnogo manj formalen kot v velikih. Osnovna vloga strateškega plana je, da podjetju pomaga razviti in ohranjati konkurenčno prednost. Model strateškega managementa po Hungerju in Wheelenu obsega štiri osnovne elemente: raziskovanje okolja, oblikovanje strategij, uresničevanje strategij in ocenjevanje in kontrolo. Podjetje razišče svoje zunanje okolje, da opredeli priložnosti in nevarnosti, ki so zunanji strateški dejavniki. Pri raziskovanju delovnega okolja si lahko pomaga s Porterjevo analizo panoge. S pomočjo raziskovanja notranjega okolja podjetje opredeli prednosti in slabosti, ki so notranji strateški dejavniki. Pri raziskovanju okolja mora zbrati potrebne informacije in zato najti ustrezne informacijske vire. Na podlagi raziskovanja zunanjega in notranjega okolja podjetje opredeli svoje ključne sposobnosti, ki mu omogočajo konkurenčno prednost. S pomočjo SWOT analize podjetje uskladi svoje notranje prednosti z zunanjimi priložnostmi, ublaži notranje slabosti in kljubuje zunanjim nevarnostim. Sledi oblikovanje strategije, ki je ustvarjena na preseku ocen zunanjih priložnosti in nevarnosti, s katerimi se podjetje sooča v svojem okolju, in jih šteje kot ključne dejavnike uspeha, in ocen prednosti in slabosti podjetja, kar se potem pretvori v niz edinstvenih sposobnosti. Podjetje izkoristi zunanje priložnosti s pomočjo notranjih prednosti, medtem ko se izogiba nevarnostim, slabosti pa preprečuje. Dober program planiranja pa zahteva tudi praktični proces kontrole, zato mora podjetje opredeliti ključne kazalnike uspešnosti in jim slediti.
Keywords:malo podjetje, model strateškega managementa, konkurenčna strategija, analiza panoge, SWOT analiza, ključne sposobnosti
Place of publishing:Ljubljana
Publisher:[J. Pipan]
Year of publishing:2010
PID:20.500.12556/DKUM-14798 New window
UDC:005.5
COBISS.SI-ID:10470428 New window
NUK URN:URN:SI:UM:DK:AMYOB2JE
Publication date in DKUM:09.12.2010
Views:2615
Downloads:321
Metadata:XML DC-XML DC-RDF
Categories:EPF
:
Copy citation
  
Average score:(0 votes)
Your score:Voting is allowed only for logged in users.
Share:Bookmark and Share



Hover the mouse pointer over a document title to show the abstract or click on the title to get all document metadata.

Secondary language

Language:English
Title:PROPOSAL FOR CARRYING OUT STRATEGIC MANAGEMENT PROCESS IN SMALL BUSINESS DERIVING FROM HUNGER AND WHEELEN STRATEGIC MANAGEMENT MODEL
Abstract:Strategic management process in small businesses can be much less formal than in large corporations. The basic role of strategic plan is to help a company develop and maintain its competitive advantage. Hunger and Wheelen strategic management model consists of four basic elements: environmental scanning, strategy formulation, strategy implementation and evaluation and control. A company must scan its external environment in order to identify any opportunities and threats, which are external strategic factors. Task environment scanning can be carried out by Porter's industry analysis. By scanning internal environment a company's strengths and weaknesses can be identified. These are considered as its internal strategic factors. When scanning its environment a company must gather the necessary information and therefore find adequate sources of information. Based on external and internal environmental scanning a company can identify its core competences which give a company competitive advantage. With SWOT analysis a company can match internal strengths to external opportunities, remedy internal weaknesses and counter external threats. Formulation of strategy follows, which is created at the intersection of an external appraisal of the threats and opportunities facing an organization in its environment, considered in terms of key factors for success, and an internal appraisal of the strengths and weaknesses of the organization itself, distilled into a set of distinctive competences. Outside opportunities are exploited by inside strengths, while threats are avoided and weaknesses cirkumvented. A sound planning program requires a practical control process, therefore a company must identify and track key performance indicators.
Keywords:small business, strategic management model, competitive strategy, industry analysis, SWOT analysis, core competences


Comments

Leave comment

You must log in to leave a comment.

Comments (0)
0 - 0 / 0
 
There are no comments!

Back
Logos of partners University of Maribor University of Ljubljana University of Primorska University of Nova Gorica