There is an introductory (if not comprehensive) understanding of business strategies that one can take from this chapter. This is what I imagine a MBA student would be learning. I don't know much about Organization & Management at this point, but I would suppose that students there must learn much about organizational communication. As we find in the text, there are many examples of an Org Comm expert being hired as a consultant. I especially like "applying what you've learned" in the next chapter where we would need to act as consultant to four examples (i.e. Miss Elizabeth). I like the discussion of the familiar companies because it shows how consumer and/or patient/client/indirect relation to a consumer are being marketed to or targeted in a specific way, depending on the product. (1) product- or service-driven companies, (2) market-driven companies (Johnson & Johnson sells its products to doctors), (3) production-capacity-driven companies (airlines), (4) technology-driven companies (Apple Computer), (5) sales-marketing-driven companies (Mary Kay), and (6) Distribution-driven companies (Wal-Mart and UPS).
"A company may communicate a strategy such as 'environmentally friendly' or 'superior customer service,' but if customers and employees do not see evidence of the company's claim, the strategy will be unconvincing and ineffective." Strategic alignment...refers to the process of modifying organizational systems and structures to support the competitive strategy. In my encounters, some work places do not have a business/competitive strategy. In one encounter, TQM (total quality management) was taking place with a one person committee; this person does not allow sufficient information and opportunities for dialogue. I would predict unsuccessful strategic alignment and interdepartmental upheaval. I find it curious when someone, who is not even a manager, pretends to be or acts like a manager of everyone.
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