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Full Download Solution Manual and Case Solutions For Strategic Management Text and Cases 6th Edition by Dess PDF Full Chapter
Full Download Solution Manual and Case Solutions For Strategic Management Text and Cases 6th Edition by Dess PDF Full Chapter
must therefore begin to evaluate the Merry Men’s mission in view of the changing
environment. Should it still be an extension of his private grudges and aspirations? Has the
organization acquired a new mission, if so what is it? Who are the key stakeholders here?
On whose behalf should the organization formulate its mission!
Teaching Plan
Most students are familiar with the Robin Hood story, so it’s possible to ask them to read
this short case in class during the 1st or 2nd class meeting. Either use the PowerPoint
slides or ask the discussion questions directly. As students respond, either write answers
on the board or refer to the PowerPoint slide answers.
It’s up to the instructor whether or not to assign Chapter 1 prior to discussing the case. If
the case is read before the chapter is read, then the instructor has the option to ask
2
Teaching Note: Case 1 – Robin Hood
students, when they do read the chapter, to identify the concepts in the chapter that they
recognize from the case discussion, and come to the next class prepared to share what
they recognized. If the case is discussed after students have read Chapter 1, the instructor
can ask students to identify what concepts apply from the chapter.
1. What is strategy?
3. What is the role of the organizational leader as strategist and articulator of global
goals?
See Chapter 1, Exhibit 01: Strategic management consists of the analyses, decisions, and
actions an organization undertakes in order to create and sustain competitive
advantages:
• strategy directs the organization toward overall goals and objectives;
• includes multiple stakeholders in decision making;
• incorporates both short-term and long-term perspectives;
• recognizes trade-offs between efficiency and effectiveness.
An interesting question that the instructor can ask at this point is: what business is Robin
Hood’s organization in? Some students might say philanthropy, some might say robbery.
The answers to this question will help students understand the importance of vision and
mission: the leader must have a clear idea of the purpose of the business, and who it
3
Teaching Note: Case 1 – Robin Hood
competes with, in order to craft strategy. If the business is robbery, there are different
competitors, like highwaymen.
Robin Hood’s organization is in a profit squeeze: revenue is down and costs are rising. In
addition, there are cracks in the culture of the organization. Issues that need to be
addressed include:
• How to avoid detection of the growing organization?
• Has Sherwood Forest become too small to sustain operations?
• What to do about the growing strength of the Sheriff’s forces?
• How to address organizational communications and leadership confusion?
One other issue concerns the rapid growth of the organization. In the space of two years
the organization grew from fragmentation and obscurity to a strong regional presence.
Competitive strategy is about sustaining a position in the industry. Growth implies that
strategy has to be flexible enough to adapt. Does Robin have a sustainable strategy?
See Chapter 1, Exhibit 06: The primary role of the organizational leader is to articulate
vision, mission and strategic objectives. Leaders must also be proactive, anticipate
change and continually refine changes to their strategies. This requires a certain level of
“ambidextrous behavior”, where leaders are alert to opportunities beyond the confines of
their own jobs, and are also cooperative and seek out opportunities to combine their
efforts with others.
Robin Hood needs to evaluate his initial vision of the organization’s purpose: what was
the original goal that was “massively inspiring, overarching, and long-term”, that
represented a destination that is driven by and evokes passion? Is the original vision
irreconcilable with the present circumstances? Robin Hood’s organizational mission may
have to change: a mission encompasses both the purpose of the company as well as the
4
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En sortant du Campo Santo, nous vîmes s’avancer, marchant en
bon ordre, de longues files d’hommes habillés de gris. Je pensai à
des équipes de forçats commandés pour la corvée des routes. Ils
portaient des blouses de toile et des pantalons rapiécés, de
grossières espadrilles laissant voir leurs pieds nus, et ils étaient
coiffés de méchants bonnets de police. Un coup de clairon m’apprit
que j’avais en face de moi la troupe. C’étaient, en effet, deux
compagnies d’infanterie garnisonnées à Estella qui partaient pour la
manœuvre. On les accoutre ainsi par économie, afin de ménager la
tenue de drap réservée pour les grandes occasions. Pauvreté n’est
pas vice, et l’économie est une belle chose, mais je doute que des
fantassins ainsi affublés se sentent fiers d’être soldats.
Je recommande ce costume à nos niveleurs économes qui
réclament à grands cris l’unification de l’uniforme militaire, ainsi
qu’aux intelligents champions de la suppression des armées
permanentes ; ils ne pourront mieux dégoûter la jeunesse du métier
de Mars. Le nec plus ultra du misérable et du bon marché sera d’un
seul coup atteint.
L’aspect de ces fantassins, petits et grêles, ne rappelle guère
cette redoutable infanterie espagnole « dont les gros bataillons
serrés, dit Bossuet, semblables à autant de tours, mais à des tours
qui sauraient réparer leurs brèches, demeuraient inébranlables au
milieu de tout le reste en déroute… » Certes, je ne mets pas un seul
instant en doute leur énergie et leur vaillance, je ne parle que de
l’extérieur, et il ne paye pas de mine. Il est vrai que leur uniforme, qui
semble une copie maladroite du nôtre, n’est pas de nature à la
rehausser. A Gibraltar surtout, à côté des superbes et corrects
soldats anglais, cette apparence défectueuse d’une armée mal
accoutrée, mal payée et mal nourrie, frappe l’œil désintéressé de
l’étranger.
C’est à Estella que je fus, pour la première fois, réveillé en
sursaut par une voix lamentable. Elle jetait par intervalles, des
profondeurs d’une rue voisine, des modulations prolongées et
lugubres qui approchaient grandissant, éclataient sous mes fenêtres,
puis s’éloignaient et retournaient se perdre dans la nuit.
Ce sont les serenos, gardes de nuit, qui crient le temps et l’heure
en commençant par une invocation à la Vierge : « Ave Maria
sanctissima ! Il est minuit. Le temps est serein ! » Ce chant nocturne,
car il est rythmé comme tous les cris de rue, restant de vieilles
coutumes générales dans presque toute l’Europe, ne manque pas
d’originalité. L’usage, il n’y a pas longtemps encore, existait chez
nous dans nombre de villes de province. A Douai, il y a dix ou quinze
ans, un homme criait les heures au beffroi. Mais c’est surtout au
siècle dernier que le veilleur de nuit offrait un aspect fantastique.
Vêtu d’une longue robe brune, bigarrée de têtes de mort et de tibias
en sautoir, il passait à pas lents, agitant une cloche et criant d’une
voix sépulcrale :