Assessing the stages of change and decision-making for contraceptive use for the prevention of pregnancy, sexually transmitted diseases, and acquired immunodeficiency syndrome. A synergistic approach was taken to examine contraceptive use adoption for two related behaviors: One hundred twenty-three young adults responded to questionnaire items based on two constructs from the Trans-theoretical Model of Change, the Stages of Change and Decisional Balance, as well as other pertinent variables. In Phase 1, two Decisional Balance measures were developed:
Organizations go through an inevitable progression from growth through maturity, revival, and eventually decline. The broad corporate strategy alternatives, sometimes referred to as grand strategies, are: During the organizational life cycle, managements choose between growth, stability, or retrenchment strategies to overcome deteriorating trends in performance.
Just as every product or business unit must follow a business strategy to improve its competitive position, every corporation must decide its orientation towards growth by asking the following three questions: At the core of corporate strategy must be a clear logic of how the corporate objectives, will be achieved.
Most of the strategic choices of successful corporations have a central economic logic that serves as the fulcrum for profit creation. Some of the major economic reasons for choosing a particular type corporate strategy are: The non-economic reasons for the choice of corporate strategy elements include: There Synergistic decision making four types of generic corporate strategies.
A stability strategy is utilized by a firm to achieve steady, but slow improvements in growth while a retrenchment strategy which includes harvesting, turnaround, divestiture, or liquidation strategies is used Synergistic decision making reverse poor-organizational performance. Once a strategic direction has been identified, it then becomes necessary for management to examine business and functional level strategies of the firm to make sure that all units are moving towards the achievement of the company-wide corporate strategy.
The firm stays with its current business and product markets; maintains the existing level of effort; and is satisfied with incremental growth. It does not seek to invest in new factories and capital assets, gain market share, or invade new geographical territories.
Organizations choose this strategy when the industry in which it operates or the state of the economy is in turmoil or when the industry faces slow or no growth prospects.
They also choose this strategy when they go through a period of rapid expansion and need to consolidate their operations before going for another bout of expansion.
Firms choose expansion strategy when their perceptions of resource availability and past financial performance are both high.
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The most common growth strategies are diversification at the corporate level and concentration at the business level. Reliance Industry, a vertically integrated company covering the complete textile value chain has been repositioning itself to be a diversified conglomerate by entering into a range of business such as power generation and distribution, insurance, telecommunication, and information and communication technology services.
Diversification is defined as the entry of a firm into new lines of activity, through internal or external modes.
The primary reason a firm pursues increased diversification are value creation through economies of scale and scope, or market dominance. In some cases firms choose diversification because of government policy, performance problems and uncertainty about future cash flow.
Internal development can take the form of investments in new products, services, customer segments, or geographic markets including international expansion.
Diversification is accomplished through external modes through acquisitions and joint ventures. Concentration can be achieved through vertical or horizontal growth.
Vertical growth occurs when a firm takes over a function previously provided by a supplier or a distributor. Horizontal growth occurs when the firm expands products into new geographic areas or increases the range of products and services in current markets.
Turnaround strategy is a form of retrenchment strategy, which focuses on operational improvement when the state of decline is not severe.
Fundamental human needs and human-scale development, developed by Manfred Max-Neef and others (Antonio Elizalde and Martin Hopenhayn), are seen as ontological (stemming from the condition of being human), are few, finite and classifiable (as distinct from the conventional notion of conventional economic "wants" that are infinite and . Decision making is inherently a cognitive activity, the result of thinking that may be either rational or irrational (i.e., based on assumptions not supported by evidence). Individual characteristics including personality and experience influence how people make decisions. What is decisional regeneration / decision theology? Why do some people argue against the idea of making a decision to receive Jesus Christ as Savior?
Other possible corporate level strategic responses to decline include growth and stability. A firm adopting the combination strategy may apply the combination either simultaneously across the different businesses or sequentially.
Reliance Industries, while consolidating its position in the existing businesses such as textile and petrochemicals, aggressively entered new areas such as Information Technology.Apr 23, · Though every mode of strategic decision-making can be used in one situation or the other, the planning mode, which includes the basic elements of the strategic management process, is a more rational and better method of strategic decision- making than the others.
Ethical decision making techniques can assist with the development of an ethical solution. One of these techniques, namely _________, includes a projection of the potential and probable consequences of any decision.
Process needs synergistic approach during decision making process. Approach is essential in making decisions concerning new programs or changes in process. Explain decision made in your organization which included Administration, Staff, and Medical Staff which did or should have required synergistic approach as described by Pareto.
The Systems Theory of Management in Modern Day Organizations - A Study of Aldgate Congress Resort Limited Port Harcourt highly interlinked network of parts exhibiting synergistic properties-the whole is greater than the sum of its parts.
It is a operational decision making. These could be . FOCUS ON COLLEGES, UNIVERSITIES, AND SCHOOLS VOLUME 4, NUMBER 1, 1 Models of Decision Making Fred C. Lunenburg Sam Houston State University.
Synergistic decision making, or SDM, is a model of decision making consisting of two aspects: problem solving and interpersonal relations.
One of the basic aspects of SDM is that group members need to delay their decision making until all ideas have been evaluated.