Introduction:介紹

This individual assignment will be assessed by means of a 3,000 word report. The assignment has been designed to allow you to develop and use your knowledge and skills in understanding key strategic issues relating to the global automobile industry. You will be required to apply the strategic concepts and analytical techniques studied in this module. All the learning outcomes below will be assessed:此人分配評審會通過了3000字的報告。的分配已被設(shè)計為允許你開發(fā)和使用的知識和技能，了解有關(guān)全球汽車行業(yè)的關(guān)鍵戰(zhàn)略問題。你將被要求在此模塊中的戰(zhàn)略概念和分析技術(shù)研究應(yīng)用。所有的學(xué)習(xí)成果將如下評估：

1。分析能力，組織及其環(huán)境的復(fù)雜性

2。的組織及其環(huán)境的復(fù)雜性之間的關(guān)系，證明理解

3。現(xiàn)有模型進行評估的做法真正的組織能力

1. Ability to analyse the complexity of organisations and their environments

2. Demonstrate an understanding of the complexity of the relationships between an organisation and its environment

3. Ability to evaluate existing models against practices of real organisations

 

The assignment will be marked and moderated by: Module Tutors

 

Please note:請注意：

1。所有工作必須堅持大學(xué)規(guī)定作弊，接應(yīng)和剽竊'在你的計劃手冊的附錄提供。見“哈佛中引用樣式”你的導(dǎo)師的指導(dǎo)，避免“抄襲”，并使用Turnitin的。

2。硬拷貝CD或DVD光盤上的電子副本，并分配一個Turnitin的報告必須交由外派勞務(wù)桑德蘭商學(xué)院信息反饋表蓋下或在指定日期前在圣彼得圖書館。

3。發(fā)行日期：2011年2月1日

4。提交日期：2011年5月在周一16日下午1點

1. All work must adhere to the University regulations on ‘Cheating, Collusion and Plagiarism’ which are provided as an Appendix in your Programme handbook. See your Tutor for guidance on ‘Harvard Referencing Style’, avoiding ‘Plagiarism’, and using Turnitin.

2. A hard copy, an electronic copy on CD or DVD Rom, and a Turnitin Report on the assignment must be handed to Assignment Services at St Peter’s Library on or before the appointed date under cover of the Sunderland Business School Feedback Sheet.

3. Issue Date:  1 February 2011

4. Submission Date: 1pm on Monday 16th May 2011#p#分頁標題#e#

 

Task任務(wù)

你的任務(wù)是開展在全球汽車業(yè)戰(zhàn)略發(fā)展的一個關(guān)鍵的分析和評價，使用提供的資料及其他材料的研究。你將被要求選擇和應(yīng)用適當?shù)睦碚摚夹g(shù)和模型研究在模塊，同時考慮到戰(zhàn)略發(fā)展的實際問題。

Your task is to carry out a critical analysis and evaluation of strategy development in the global automobile industry, using the information provided and other materials researched. You will be expected to select and apply appropriate theories, techniques and models studied during the module whilst having regard to the practical aspects of strategy development.

Your assignment should be presented in a business report format and should be within the range 3,000 +/- 500 words (excluding executive summary, references and relevant appendices). The report should include a title page and executive summary and be fully and consistently referenced, using the Harvard Referencing style. You must also submit a CD or DVD Rom containing an http://ukthesis.org/Assignment_Writing electronic version of the report. This should be clearly labelled with your name, your course and the name of the case study. You must include/attach the first page of the Turnitin Report.

It is recommended that you research information additional to the case study to support your arguments. This may be obtained from a diverse range of sources and you are encouraged to research the issues in whichever way you deem appropriate.你的任務(wù)應(yīng)當提交業(yè)務(wù)報告格式，并應(yīng)在范圍3000 + / - 500字（不包括執(zhí)行摘要，參考文獻和有關(guān)附錄）。報告應(yīng)包括標題頁，執(zhí)行摘要和全面，連貫地引用，采用哈佛中引用的風(fēng)格。您還必須提交CD或DVD光盤，包含一個電子版本的報告。這應(yīng)清楚標明你的名字，你的課程和名稱的情況下研究。您必須包括/ Turnitin的報告的第一頁。

建議您額外的案例研究的研究資料支持你的論點。這可以從各種各樣的來源，鼓勵你研究的問題，您認為合適的任何方式。

Assessment Criteria評估標準

在這個人的任務(wù)失敗的情況下，將適用于正常的轉(zhuǎn)介/延期手續(xù)。這種分配帶有一個100％的比重。評估將重點分析的水平上進行。也就是說，應(yīng)用模塊中，以“實用”的情況下，研究提出了研究的理論概念。換句話說，你應(yīng)該繼續(xù)超出本公司及其行動的描述。你應(yīng)該分析“為什么”，而不是描述“是什么”。分配將被評估，并緩和由模塊組，根據(jù)分配給每個下文詳述問題的標記。報告風(fēng)格“標準，10％的商標被擱置。

In the event of failing this individual assignment, normal referral / deferral procedures will apply. This assignment carries a weighting of 100%. The assessment will focus on the level of ANALYSIS carried out. That is, the application of THEORETICAL CONCEPTS studied in the module to the ‘practical’ case study presented. In other words, you should proceed beyond a DESCRIPTION of the company and its actions. You should be analysing ‘why’ rather than describing ‘what’. The assignment will be assessed and moderated by the module team in accordance with the marks allocated to each of the questions detailed below. 10% of the marks are set aside for the ‘report style’ criteria.#p#分頁標題#e#

 

Academic Rigour

• your ability to isolate the key strategic issues

• the coherence and depth of the analysis of those issues

• the ability to analyse the strategy context within which companies operate

• the ability to critically review and evaluate strategic decisions made by companies 

 

Methodology

• the use of relevant evidence, from material provided and personal research to support any statements made

• the appropriateness of the methods used and theoretical models and frameworks applied

• the breadth and depth of research undertaken

 

Evaluation of data

• the ability to make sound recommendations or conclusions arising from the analysis

• the soundness of arguments put forward

 

Format of Report

• the summary of arguments

• report layout and format

• use of illustrative material and evidence to support arguments

• the appropriateness of length

• the quantity and accuracy of referencing

 

 

HONDA MOTORS - Reconciling Managerial Dichotomies @ Honda Motors

The automobile industry crisis of 2008–2010 was a part of a global financial downturn, which affected automobile makers and suppliers all over the world. The industry was weakened by a substantial increase in the prices of fuel linked to the energy crisis of 2003-08 which discouraged purchases of automotives with low fuel economy. By 2008 with fewer fuel-efficient models to offer to consumers, the global big automakers including, General Motors, Ford, Chrysler, Toyota, Nissan and Honda Motors, experienced sliding sales. Honda Motors in 2008 announced it would be down-sizing due to the 2008 economic crisis and predicted that there may be reductions in staff at all levels of management effective January 2009 (www.honda.com). 

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Instructions:

• ANSWER ALL THREE QUESTIONS

 

• You are expected to use the information in the case study ‘Honda Motors - Reconciling Managerial Dichotomies @ Honda Motors’ by Andrew Mai cited in De Wit, B. and Meyer, R. (2004) Strategy: Process, Content, Context. An International Perspective: Thomson Learning, London, Third Edition, p. 671, and your own understanding of the process of strategic thinking, strategy formation and strategic change. 

• Your answer should be based on critical ‘internal’ and ‘external’ environmental analyses using appropriate analytical techniques.              

 

 

Question One:

 

a) In the context of the process of strategic analysis, outline what PEST and SWOT techniques are, and explain their practical relevance to strategic planners at Honda Motors.    (10 marks)

 

(a) Critically evaluate the process of ‘reconciling dichotomies’ at Honda Motors’ with reference to the ‘product-related core competencies versus process-related core capabilities’ dichotomy. 

(20 marks)

 

c) Explain the main advantages of international trade and the arguments for restricting international trade in the context of the global automobile industry. (10 marks)

 [40 marks]

Question Two:

 

a) Explain your understanding of Whittington’s ‘Evolutional’ and ‘Systemic’ Schools of Thought in the context of strategy development at Honda Motors. (10 marks)

 

b) Critically evaluate how you might apply the two Schools of Thought to Honda Motors. Explain and explore which school of thought you prefer, and why? (15 marks)

 (25 marks)

Question Three:

“Stacey’s (1996) integrated model of decision-making and control comprises of four loops: the rational; the overt politics; the covert politics; and the culture and cognition.” (Stacey, R. D. (1996) Strategic Management and Organisational Dynamics, Second Edition, Pitman, London; cited in SIM336 Module Workbook, 2010, Unit 6, page 156)

Using your understanding of Whittington’s (2000) ‘Processual School of Thought’, critically evaluate the implications for strategic management of each of the four loops.       #p#分頁標題#e# (25 marks)

 

 

Note: 10% of marks are allocated to report style.

 

 

 

Suggested Reading:

Textbooks:

De Wit, B. and Meyer, R. (2004) – Strategy Process, Content, and Context: An International Perspective, 3rd Edition, Thomson Learning

Johnson, G., Scholes, K. and Whittington, R. (2005) Exploring Corporate Strategy: Text and Cases, 7th Edition, Financial Times, Prentice Hall.

Lynch, R. (2006) Corporate Strategy, Fourth Edition, Financial Times, Prentice Hall.

Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998) Strategy Safari, Financial Times, Prentice Hall

Stacey, R. D. (1996) Strategic Management and Organisational Dynamics, Second Edition, Pitman, London.

Whittington, R. (2000) What is Strategy and does it matter? Thompson Learning.