1. STRATEGIC MANAGEMENT THE ORGANISATIONAL CONTEXT Prof. Dr. Kemal BİRDİR

2. IDENTIFYING DIFFERENT STAKEHOLDERS A stakeholder is any group or individual who can affect or is affected by the achievement of a firm’s objectives. To meeting the needs of these groups, you need to answer three general questions about stakeholders: 1. Who are they? (This question concerns their attributes) 2. What do they want? (This question concerns their ends) 3. How are they going to try to get it? (This question concerns their means)

3. ORGANISATIONAL FUNCTIONS Organisational functions influence an organisation’s ability to respond to the change in the dynamic external environment. They can be divided into four main areas: a) Operations function: it deals with the day-to-day operations of the system in order to ensure the organisation has the appropriate systems and procedures in place and delivers consistent quality fo service and products.

4. ORGANISATIONAL FUNCTIONS b) Marketing function: it deals with the management of demand by developing and implementing appropriate pricing policies and running marketing campaigns and programmes through various channels, including television, magazines and the internet. c) Human resources function: it carries out a careful analysis of how human assets of an organisation add value to the organisation and contribute to sustainable competitive advantage. The human resources function responds to the employee selection and recruitment issues and addresses the needs and wants of employees by monitoring pay and reward systems, training and empowerment policies.

5. ORGANISATIONAL FUNCTIONS d) Finance function: it is concerned about identifying the main sources of funding and financing the operations of an organisation in a cost-effective way. This function carries out a systematic analysis of how different financial resources add value and contribute to competitive advantage. Internal analysis should be essential to analyze each functional area to identify strengths and weaknesses coming from these functional areas.

6. RESOURCES, CORE COMPETENCIES AND DISTINCTIVE COMPETENCIES Tangible assets of an organisation can be seen in the form of a plant, equipment or land. The building itself is a good example of a tangible asset for a hotel company.

7. RESOURCES, CORE COMPETENCIES AND DISTINCTIVE COMPETENCIES Intangible assets are associated with the company knowhow and skill sets. The have no physical presence but represent real benefit to the organisation. They iclude company reputation and brand, product reputation and brand, employee/leadership skills/experience, culture, networks, database…

8. RESOURCES, CORE COMPETENCIES AND DISTINCTIVE COMPETENCIES Core capabilities and distinctive competencies are built on tangible (what the company has) and intangible (waht the company can do) assets.

9. RESOURCES, CORE COMPETENCIES AND DISTINCTIVE COMPETENCIES

10. THE INFLUENCE OF ORGANISATIONAL STRUCTURE Several types of organisational structure can be seen in H&T organisations, which can include functional, multidivisional and matrix: 1. Functional structure is based on functional activities undertaken by an organisation, such as operations, marketing, human resources and finance. The responsibilities of an organisation are divided in this type of structure according to the organisation’s primary roles. For example, in small hotel, there may be several functional departments that include the front office, food and beverage, security, marketing…

11. THE INFLUENCE OF ORGANISATIONAL STRUCTURE 2.Multidivisional structure refers to having separate divisions based on products, service and geographical areas. Under each division or geographical are functional areas such as operations, marketing, human resources and finance. For example, some hotel groups structure their organisations based on brands or geographical region, such as North America Division, Europe Division, Middle East Division and Asia Pacific Division.

12. THE INFLUENCE OF ORGANISATIONAL STRUCTURE 3. Matrix structure, functional departments such as marketing, human resources management, finance, research and development are assigned to work with one or more product or geographic business units. For example, large hotel groups such as Marriott Hotels and Resorts and InterContinental Hotels and Resort have this matrix organisational structure, where functional departments and specific business units work together and there are multiple reporting lines.

13. FOUR LEVERS OF CONTROL Control SystemsSpecifications Diagnostic Systems-Focus attention on goal achievement for the business and for each individual in the business -Give the opportunity to the managers to measure outcomes and compare results with preset profit plans and performance goals. Interactive Systems-Give managers tools to impose consistency and guide creative search processes. -Managers use one system interactively such as profit planning system that report planned and actual revenues and expenses and the intelligence system that report information about social, political and technical business issues. Belief Systems-A belief system is the explicit set of organisational definitions formally communicated by senior managers through mission statement and credos that give basic values, purpose and direction. It tells how the organisation creates values and the desired level of performance and how to manage internal and external relationships. Boundary Systems-These systems ensure that organisational members’ activities fall within the acceptable domain of activity. For example, these system ensure that business activities occur in defined product markets at acceptable levels of risk.

14. INFLUENCE OF LEADERSHIP

15. INFLUENCE OF ORGANISATIONAL CULTURE Core values, beliefs and assumptions Often conveyed through an organisation’s mission statement Positive culture is desired