In contrast to Sears and Macy’s, Target department stores appear to be thriving. Has Target pursued a more appropriate (or correct) strategy than Sears or Macy’s? If yes, what do you believe is the di

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In contrast to Sears and Macy’s, Target department stores appear to be thriving. Has Target pursued a more appropriate (or correct) strategy than Sears or Macy’s? If yes, what do you believe is the difference between their strategies (why has Target been relatively more successful)? If no, what then, is behind Target’s success? Be specific.

Be sure that you respond to the analyses posted by at least two of your classmates!

In contrast to Sears and Macy’s, Target department stores appear to be thriving. Has Target pursued a more appropriate (or correct) strategy than Sears or Macy’s? If yes, what do you believe is the di
Discussion: Week 2: Contrasting Strategy Success with Strategy Failure   Previous Next  In contrast to Sears and Macy’s, Target department stores appear to be thriving. Has Target pursued a more appropriate (or correct) strategy than Sears or Macy’s? If yes, what do you believe is the difference between their strategies (why has Target been relatively more successful)? If no, what then, is behind Target’s success? Be specific. Be sure that you respond to the analyses posted by at least two of your classmates!
In contrast to Sears and Macy’s, Target department stores appear to be thriving. Has Target pursued a more appropriate (or correct) strategy than Sears or Macy’s? If yes, what do you believe is the di
Module 4 Reflective Discussion   Previous Next  In this final Discussion Question—the Module 4 Reflective Discussion—I would like for you to reflect on the course by responding to the following: What concepts were most interesting to you? What concepts and ideas will be most useful to you?  How do you believe you will use the concepts you have learned in MGT499? After responding to the Reflective Discussion questions above, please complete an anonymous Course Evaluation Survey. Instructors are not able to view course evaluation reports until after the grade submission period is over. Thank you for your feedback.
In contrast to Sears and Macy’s, Target department stores appear to be thriving. Has Target pursued a more appropriate (or correct) strategy than Sears or Macy’s? If yes, what do you believe is the di
Discussion: Organizational Culture: Can It Be “Managed”?   Previous Next  Some organizational theorists would assert that an organization’s culture cannot be “managed” in the truest sense of how one “manages” the processes and activities and things that exist within an organization. David Campbell (2000, p. 28) says that an organization “is being constructed continuously on a daily, even momentary [italics added], basis through individual interactions with others. The organization never settles into an entity or a thing that can be labelled and described, because it is constantly changing, or reinventing itself, through the interactions going on within it.” At the same time, Campbell says that an organization “does have a certain character to it, such that, like driving on the motorway, not just anything goes” (p. x). Consider the sheer multiplicity of formal and informal groups, structures, tasks, functional operations, and individual interactions that exist and occur within very large organizations; these are seemingly endless. Consider as well the potential number (and combination) of individual to individual, individual to group, and group to group interactions that are likely to occur on a momentary basis within an organization (and then, there are the seemingly endless numbers of contacts/interactions with external stakeholders as well). The possibilities are seemingly infinite—or at least they are indefinite. For this reason, organizational culture seems more abstract, fragmentary, perhaps fluid—perhaps even relative and momentary. What is organizational culture? Can culture be managed in the same way that other systems and processes can be “managed”? Depending on your answer, what does this mean as to the use of culture as a “strategic control”?Reference:Campbell, D. (2000). The socially constructed organization. London: Karnac Books.

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