Control systems are more difficult to discern, especially in relatively private organizations. Ideally, the best source would be personal interviews with managers or staff. In lieu of that, inference is the best option. As noted, literature can help to understand the types of mechanisms used in different types of companies, although such inferences could lead to wildly inaccurate conclusions.

Insights can be gained from seemingly random websites like Novelguide.com, for some reason (1999); books that discuss the company (Hardy, 2005), blogs (DeBroff, 2009) and media articles (Boorstin, 2004). These sources of information can contain somewhat random tidbits of information that provide useful in painting a picture. Each of the above sources, for example, discusses corporate culture. The multiple sources corroborate each other and provide slightly different perspectives on the same issue. The information contained in some of these sources should be treated with a grain of salt, but as each source…...

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Works Cited:

Aronoff, C. & Ward, J. (1993). The high cost of paternalism -- corporate culture -- family businesses. Nation's Business. Retrieved June 12, 2010 from  http://findarticles.com/p/articles/mi_m1154/is_n5_v81/ai_13801513/ 

Boorstin, J. (2004). JM Smucker. CNN/Fortune. Retrieved June 12, 2010 from  http://money.cnn.com/magazines/fortune/fortune_archive/2004/01/12/357910/index.htm 

DeBroff, S. (2009). The Smucker's blogger retreat: Inside a family-run company. The DeBroff DeBrief. Retrieved June 12, 2010 from http://thedebroffdebrief.momcentral.com/2009/11/the-smuckers-blogger-retreat-a-day-with-the-smuckers-family-and-family-of-products.html

Hardy, J. (2005) the Core Value Proposition. Victoria, BC: Trafford.

com/article/144053-the-j-m-smucker-company-f4q09-qtr-end-04-30-09-earnings-call-transcript
Occasionally, a firm will appear in the business media specifically for successes or failures in certain areas. Smuckers, for example, received an extensive write-up about their human resources practices and the ways in which they develop competitive advantages through human resources in Fortune Magazine when they were named the #1 company to work for in America in 2004. These sources can contain excellent information not normally available to members of the public. There is less bias in a source like this in part because it is a media outlet and in part because they used objective methodology -- if they praise, it is praise that has been earned.

No author. (2004). 100 best companies to work for. Fortune Magazine. Retrieved March 20, 2010 from http://www.pbs.org/wsw/news/100best/smuckers.html

For many publicly traded firms, there are research reports produced by various analytical agencies. These reports are an excellent compilation of publicly available information about the company.…...

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Kunar, R. (2006). J.M. Smucker: Corporate analysis. Daedal Research. Retrieved March 19, 2010 from http://www.researchconnect.com/downloadreport.asp?RepID=14777

Lastly, the business media is a valuable source of information. An individual story may only be about one aspect of the organization, and may yield only a limited amount of information, but often good knowledge can be inferred because the reporter writing the piece knows a lot about the company. Some business media also base stories around press releases that the company releases. These stories have a greater degree of bias but again can contain some valuable insights since they are coming from the company itself.

No author. (2008). The J.M. Smucker Company announces leadership team promotions. PR Newswire. Retrieved March 19, 2010 from  http://www2.prnewswire.com/cgi-bin/stories.pl?ACCT=ORSENRCN.story&STORY=/www/story/08-21-2008/0004871093&EDATE=THU+Aug+21+2008,+07:00+AM

Business - Management
Strategy Implementation

Southwest Airlines is the nation's low fair, high customer satisfaction airline. It mainly serves short haul cities, offering single class air transportation, which aims for the business commuter as well as leisure travelers. "The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit" (About Southwest, 2010). Southwest's mission statement expresses its core competency in its dedication to the highest quality of customer service. Their strategy is explained for providing this high quality customer service by providing warmth, friendliness, individual pride and company spirit. What their mission statement does not state is the organization's strengths, values and purpose. They also don't explain what the organization is trying to accomplish. These are two very important things that should be included so that the mission statement would be complete.

Southwest Airlines uses a differentiation strategy…...

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References

About Southwest. (2010). Retrieved from  http://www.southwest.com/html/about-southwest/index.html?int=GFOOTER-ABOUT-MISSION 

Acquisition Information. (2010). Retrieved from  http://www.southwest.com/html/about-southwest/lowfaresfarther.html 

Chan, Bimin. (2007). Why Is Southwest Airlines One of the Best Low Cost Airlines? Retrieved

from  http://fishtrain.com/2007/08/21/why-is-southwest-airlines-one-of-the-best-low-cost-airline/

Business - Management
Strategy Implementation

Structure

Southwest Airlines Corporation - http://mba.tuck.dartmouth.edu/pdf/2002-2-0012.pdf

his source explains the organizational structure at Southwest Airlines. his appears to be a very reliable and truthful source with a lot of good information.

Belief Model for the Leadership of Herb Kelleher (Southwest Airlines) - http://mission-coach.co.uk/pages/belief_model_leadership_herb_kelleher.asp

his source takes a look at the CEO of Southwest Airlines. his article breaks down all of the qualities that the CEO has as well as a snapshot of how leadership functions within the organization. his is a good source of valuable information.

eams and Decision Making in the Strategic Environment - http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt3ch10.html

his article looks at how Southwest Airlines uses teams in order to carry out the function of the different jobs. It looks at how this type of structure is used to make their employees happy and result in positive outcomes for the company. his is a very valuable resource in order to understand the structure of the…...

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This source talks about the company's values and how they are widely shared accepted by the employees. This identifies the key norms of behavior that they employees carry out. This is a great insight into the employees and their jobs.

The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance -  http://www.coachingandmentoring.com/BookReviews/SouthwestAirlinesWay.htm 

This source looks at how Southwest Airlines uses conflict to build better relationships. At Southwest, managers are expected to take an active role in resolving cross-functional conflicts. When conflicts arise and are not resolved by the parties themselves, a conflict resolutions process is used. This is a great source in order to understand what goes on behind the scenes at the airline.

Successful Business Strategy
Implementing a business strategy correctly can be a vital component for success. There are several steps that should be considered prior to developing and implementation of the business strategy plan. The purpose of this paper is to outline the steps necessary to effectively implement a business strategy.

An effective business strategy can literally make or break a business. Business strategies that are implemented correctly and adopted by the organization as a whole can effect positive change and improve a corporations overall profitability and productivity. A business strategy that is poorly implemented however, can lead to confusion, chaos and business failure. Thus it is vital that top managers consider the critical steps necessary to foster effective implementation.

There are several basic foundational steps required to implement a successful business strategy regardless of the nature of business an organization engages in. Whether a business is e-commerce-based or traditionally focused for example,…...

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References:

Birnbaum, B. (2004). "Implementing Your Business Strategy." Birnbaum Associates.

Retrieved 10, December 2004:  http://www.birnbaumassociates.com/implementing-strategy.htm 

Cappelli, P. (1999). "Employment practices and business strategy." New York: Oxford.

Tactica Consulting. (2000). "Strategies." Tactica Consulting Group LLC. Retrieved 08,

Coca-Cola: Strategy Implementation
The Coca-Cola Company's organization is a double-edged sword. The Company's structure is one of global decentralization in which the Company manufactures and sells concentrates, bases and syrups, owns the brands and conducts marketing initiatives, while its global "partners" manufacture, package, merchandise and distribute the final products. This business model involves a "tall hierarchy" of at least 5 levels in which daily operations are apparently left to lower levels while long-term planning and extended-vision is handled by higher levels. The Company also employs committees to handle vital functions such as audit and budget, while using task forces to study unusual-but-possible repetitive problems that may arise for the Company. The management style is apparently very culturally adaptable, optimistic, passionate, responsible and rewarding, having lower level management handle day-to-day operations while upper management focuses on long-range objectives. The Company's conflict-resolution style is also quite adaptable, using Ombudsmen who are confidential, neutral…...

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Resources questions related to Ingram et al. Vs. The Coca-Cola Company and that task force issued a report every year from 2002 through 2006; consequently, the Company apparently assigns ad hoc task forces to study special problems that arise for the Company (Coca-Cola Company, 2012).

b. Systems

i. How are budgets set?

The budgets are prepared annually by the Finance Committee, which submits both annual budgets and financial estimates to the Board of Directors for approval. In performing these and

Strategy and Leadership: The Importance of Leadership in Strategy Implementation
Strong leadership as Lussier and Achua (2009) point out is regarded one of the most critical strategy implementation tools. In that regard, therefore, the relevance of proper and sound leadership in organizational strategy implementation cannot be overstated. This is particularly the case given that the implementation of strategy remains one of the most critical components of the process of strategic management.

From the onset, it is important to note that the implementation of corporate strategy requires the involvement and participation of the entire organizational leadership team. Essentially, "one of the most critical elements in successful implementation is leadership" (abin and Miller, 2005, p. 502). In addition to identifying the departments or units to be affected and putting in place effective change management processes, leaders are responsible for the development of an accountability system that clearly assigns responsibilities and indicates timelines for getting…...

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References

Fuller, J.N. & Green, J.C. (2005). The Leader's Role in Strategy. Graziadio Business Review, 8(2), 72-89. Retrieved from  http://gbr.pepperdine.edu/2010/08/the-leaders-role-in-strategy/ 

Henry, A. (2008). Understanding Strategic Management. New York, NY: Oxford University Press.

Lussier and Achua (2009). Leadership: Theory, Application, and Skill Development (4th ed.). Mason, OH: Cengage Learning.

Rabin, J. & Miller, G.J. (Eds.). (2000). Handbook of Strategic Management (2nd ed.). New York, NY: Marcel Dekker, Inc.

Strategic positioning is the positioning of an organization (unit) in the future, while taking into account the volatile environment, plus the systematic recognition of that positioning.
The strategic positioning of an organization includes the planning of the desired future position of the organization. On the basis of present and foreseeable progress, and the making of plans to realize that positioning.

The strategic positioning method is devised from the business world. The method is targeted at ensuring the functioning of the organization. The strategy determines the contents and the character of the organization's activities.

Terms, such as legitimacy, survival, market positioning, relationship with environment and choice for a certain work area, come up in this context.

Subjects, which have been developed reasonably well in literature on strategic management, include information gathering techniques, examination techniques and planning schemes. There are no such methods have been devised for exploring the future:

Various questions must be asked with strategic…...

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BIBLIOGRAPHY

Career forums. (2010, april 29). Retrieved from Strategic management case studies: http://www.hindustanlink.com/career-discuss-forum/thread-131.html

Cultural dimensions. (n.d.). Retrieved from Cultural dimensions and management theories: http://www.vectorstudy.com/management_theories/cultural_dimensions.htm

Cultural Dimensions and Management theories. (n.d.). Retrieved from Cultural Dimensions: http://www.vectorstudy.com/management_theories/cultural_dimensions.htm

Freeman, R. (2001). A stakeholder approach to Strategic Management. Retrieved from A stakeholder approach to Strategic Management:  http://papers.ssrn.com/sol3/papers.cfm?abstract_id=263511

Executive summary
This research paper examines the organizational design of the Coca Cola Company and describes its structure of organization. The organizational structure of the Coca Cola Company is clearly unique. Regional managers employed by the company are given powers to make decisions. The company has ensured that it responds quickly to the changes in market demands by allowing localized decision making. The management at higher level is, consequently, given the time they need to think through long term strategies and plans. Although Coca Cola has made significant efforts to reinvent its brand and products on the market, its growth has slacked in recent day. There is an indication that the company should rethink its strategy for products if it is to remain relevant and competitive on the market. This study sums up by pointing out the changes recommended to keep the company growing fast.

Introduction

It is evident that Coca Cola remains…...

Coca-Cola: Strategic Toolbox
Structure

hat is the organization's structure? How decentralized or centralized is it?

Coca-Cola Company. (2012). Coca-Cola System. Retrieved March 19, 2012 from Coca-Cola Company eb site: http://www.thecoca-colacompany.com/citizenship/the_coca-cola_system.html

Evaluation: Not objective but reliable and apparently truthful.

Valluri, H., Nahata, S., Jangalwa, A., Sethi, G.R., & Narayan, V. (2010). Organizational structure of The Coca-Cola Company. Retrieved March 19, 2012 from Scribd.com eb site: http://www.scribd.com/doc/37483762/Organizational-Structure-of-The-Coca-Cola-Company#outer_page

Evaluation: Objective, apparently reliable and truthful.

ii. hat are the lines of authority and communication?

Coca-Cola Company. (2012). Coca-Cola System. Retrieved March 19, 2012 from Coca-Cola Company eb site: http://www.thecoca-colacompany.com/citizenship/the_coca-cola_system.html

Evaluation: Not objective but apparently reliable and truthful.

Valluri, H., Nahata, S., Jangalwa, A., Sethi, G.R., & Narayan, V. (2010). Organizational structure of The Coca-Cola Company. Retrieved March 19, 2012 from Scribd.com eb site: http://www.scribd.com/doc/37483762/Organizational-Structure-of-The-Coca-Cola-Company#outer_page_16

Evaluation: Apparently objective, reliable and truthful.

iii. hat are the roles of teams, committees, and task forces?

Coca-Cola Company. (2007). Coca-Cola Enterprises: Corporate Governance: Ombudsman. Retrieved March 19, 2012 from Coca-Cola Company eb…...

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Works Cited

Agrawal, K. (2009, November 11). Tools of Planning Coca-Cola. Retrieved March 19, 2012 from Slideshare.net Web site:  http://www.slideshare.net/KunalAgrawal/tools-of-planning-coca-cola 

Coca-Cola Company. (2007). Coca-Cola Enterprises: Corporate Governance: Ombudsman. Retrieved March 19, 2012 from Coca-Cola Company Web site: http://ir.cokecce.com/phoenix.zhtml?c=117435&p=irol-govombudsman

Coca-Cola Company. (2012). Audit Committee Charter. Retrieved March 19, 2012 from Coca-Cola Company Web site:  http://www.thecoca-colacompany.com/investors/governance/audit.html 

Coca-Cola Company. (2012). Coca-Cola History: Coca-Cola Heritage Timeline. Retrieved March 19, 2012 from Coca-Cola Company: http://heritage.coca-cola.com/

Strategy Formulation: Evaluating Efficiency and Effectiveness
For any business to continued growing over time it must balance the strategic formulation of its business model with the implementation of strategies (Buttner, 2006). There is however, an inherent conflict between strategic formulation on the one hand, or effectiveness, and the implementation of strategies, or efficiency, on the other. As markets change and economic conditions vary by country and region, strategy formulation and implementation are forced to flex or change over time to keep serving customers and generating revenue. The intent of this analysis is to explain how strategic effectiveness becomes more critical the greater the uncertainty there is in a given industry or geographic market. The effectiveness of a business must also be based on a solid foundation of agility and market focus (Dandira, 2011). Efficiency must be increasing in speed and accuracy of execution in highly competitive markets, yet must be guided…...

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References

Bettina Buttner. (2006). Effectiveness vs. Efficiency: Growth-Accelerating Policies in a Model of Growth without Scale Effects. German Economic Review, 7(3), 297-316.

Martin Dandira. (2011). Involvement of implementers: missing element in strategy formulation. Business Strategy Series, 12(1), 30-34

Desposito, J... (2010, October). With iPad Sales Soaring, Are Netbooks Dead? Electronic Design, 58(14), 13.

Meskendahl, S.. (2010). The influence of business strategy on project portfolio management and its success - A conceptual framework. International Journal of Project Management, 28(8), 807.

The shared understanding is crucial in order to build strength and enough confidence necessary for the implementation of strategy and to necessitate evolution.
Second Phase: LG's strategic intent

In order to remain competitive, LG has to stick to its long-term vision which should act as stabilizers to the corporation in times of uncertainty. The vision in this case refers to as a statement of the things that can be achieved by the corporation. The concept of strategic intent is very crucial to the operating of a corporation since it acts as a magnet that pulls the present corporate dynamics and activities to the future. Any given strategic intent should be formulated in a manner that the corporation's remain with a large vision that can energize the workforce at all times. The formulation of new strategic intent options can help LG in capturing new markets while remaining competitive within the uncertain economic…...

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References

Chandler, AD (1962).Strategy and structure: chapters in the history of the industrial enterprise.

The American Historical Review, October 1962, Vol. 68 Issue: Number 1 p158-158

Bradford, RW (2008). Communicating Your Strategic Plan with Employees . Available online retrieved 16 January 2011http://www.strategyletter.com/CD1103/featured_article.php

Bartlett, C. And Ghoshal, S. (1994), "Changing the role of top management: beyond strategy to purpose," Harvard Business Review, Vol. 72

Strategy mapping is an approach to strategy implementation that flows from the balanced scorecard approach to formulation and measurement. Strategy mapping allows for a clearer understanding of the dynamics of strategy to be understood, especially at the implementation level. The framework was developed in order to do three things. These are to set appropriate objectives, establish a dominant value proposition, and then find critical strategies that support that position. The strategies relate to the four different elements of the balanced scorecard (Armitage & Scholey, 2006). Murby and Gould (2005) reinforce the idea that the balanced scorecard does not directly address strategy formulation, so the strategy mapping process acts as the set of guidelines for formulation in light of the findings of the balanced scorecard development process.
Strategic Mapping Process

Armitage and Scholey (2006) outline the six steps of strategy mapping. The first step is to specify an overriding objective, the second step…...

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References

Armitage, H. & Scholey, C. (2006). Using strategy maps to drive performance. Management Strategy Measurement. Retrieved November 16, 2013 from  http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_MAG_Strategy_Mapping_March07.pdf 

Murby, L. & Gould, S. (2005). Effective performance management with the balanced scorecard. Chartered Institute of Management Accountants. Retrieved November 16, 2013 from  http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_rept_Effective_Performance_Mgt_with_Balanced_Scd_July_2005.pdf 

Treacy, M. & Wiersema, F. (1993). Customer intimacy and other value disciplines. Harvard Business Review. Retrieved November 16, 2013 from  http://hbr.org/1993/01/customer-intimacy-and-other-value-disciplines

Strategy Health Care
First student: There are many barriers to the implementation of strategy in health care organizations. One barrier is that the organizational structure, including chains of command and communication, may pose barriers. This barrier reflects that strategy needs to be communicated effectively, in order to the implemented effectively (Heide, Gronhaug and Johannessen, 2002). Managers must be aware of this, and ensure that there are channels for communication that will allow the strategy to be properly disseminated and understood throughout the organization.

Another barrier to implementation will be inertia/vested interests, wherein different people throughout the organization do not want to have a new strategy. The perceive that they will lose out of there is change, so the resist change in order to defend the organizational turf they have staked out (Pardo & Fuentes, 2003). A third barrier is related to these two, in that there are people within the management of…...

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References

Al-Ghamdi, S. (1998). Obstacles to successful implementation of strategic decisions: The British experience. European Business Review. Vol. 98 (6) 322-327.

Dooley, R., Fryxell, G & Judge, W. (2000). Belaboring the not-so-obvious: Consensus, commitment and strategy implementation speed and success. Journal of Management. Vol. 26 (6) 1237-1257.

Heide, M., Gronhaug, K. & Johannessen, S. (2002). Exploring barriers to the successful implementation of a formulated strategy. Scandinavian Journal of Management. Vol. 18 (2) 217-231.

Kaplan, R. & Norton, D. (2001). Transforming the balanced scorecard from performance management to strategic management, part II. Accounting Horizons. Vol. 15 (2) 147-160.

Strategy to Implementation and Action Plans
Business Strategy Implementation

From Strategy to Implementation

Action Plans

The development of action plans is a process of putting the wheels on a strategic plan. Action plan development is crucial to implementation success as it outlines an overarching and a detailed map for achieving the goals and objectives outlined in the strategic plan. It is important for action plans to be comprehensive, providing both a macro and a micro approach. For example, action plans should address resource allocation, goal setting and the performance measures to determine if goals and objectives are being met -- in both formative and summative manner -- and the interlocking functions of operations, finances, marketing, and sales.

Turning Great Strategy into Great Performance

Companies that are looking for a roadmap to help them achieve their strategic performance benchmarks and move their business beyond the quality levels described in their strategic plans would do well to adhere…...

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Resources

Moss Kanter, R. (2009, September 14). Inside Proctor & Gamble's New Values-Based Strategy. HBR Blog Network. Retrieved  http://blogs.hbr.org/2009/09/fall-like-a-lehman-rise-like-a/

1. The impact of cultural differences on global strategy implementation in intunes
2. The role of technology in driving sustainability efforts at intunes
3. Examining the effectiveness of supply chain partnerships in promoting sustainable practices at intunes
4. The importance of employee engagement and empowerment in driving global strategy at intunes
5. Analyzing the influence of government policies and regulations on intunes’ sustainable activities
6. Investigating the role of customer feedback and preferences in shaping intunes’ global strategy and sustainability initiatives.
7. Exploring the impact of stakeholder relationships on intunes' global strategy and sustainability efforts
8. Assessing the effectiveness of green marketing initiatives in promoting sustainable practices....