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This 3 page paper compares two of Rumelt’s four criteria for evaluating strategies. Bibliography lists 4 sources.
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3 pages (~225 words per page)
File: ME12_PG689848.rtf
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with the major strategy. Organizational strategies must take into consideration the external environment as well as the internal environment. Following the overall corporate strategy, organizations have functional strategies that direct
different aspects, such a marketing strategies, operations, marketing and others (Ayre, 2008). For example, an operational strategy may be to reduce costs and waste towards the objective of increasing net
profit. How does an organization know if their strategies are good? Most executives conclude strategies are effective if the goals have been met but Rumelt suggests that an evaluation of
strategies must focus on long-term results and these are not always observable. According to Rumelt, strategy evaluation is an attempt to see beyond short-term results (Chastek, Donohoe & McGregor, 2009).
Rumelt provides four criteria for evaluating strategies: consistency which means the strategy does not infer contradictory goals and actions; consonance, which means that the strategy must reflect a response to
both the internal and external environment; advantage which means it should lead to a competitive advantage; and feasibility which means the strategy must be achievable within the parameters of the
organizations resources (Ayre, 2008; Chastek, Donohoe & McGregor, 2009; Kulzick, 2006). To assess consistency, the organization must consider whether or not external strategies are consistent with internal factors in the
organization. To make this determination, it is necessary to examine the various functional management strategies as well as overall management strategies within the organization. When these have been reviewed, they
need to be compared with the companys external business strategy (Chastek, Donohoe & McGregor, 2009; Kulzick, 2006). Goals and policies must be in synch. The organization needs to ask these
questions: Do managerial problems exist in any department? Are these problems caused by the people or are the problems focused on issues? Will the strategy lead to success in one
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