... Model of Strategic Analysis Tools Typology ‘…the process of conducting research on the business environment within which an organization operates and on the organization itself, in order to formulate strategy.’ BNET Business Dictionary ‘… a theoretical informed understanding of the environment in which an organization is operating, together with an understanding of the organization’s interaction with its environment in order to improve organizational efficiency and effectiveness by increasing the organization’s capacity to deploy and redeploy its resources intelligently.’ Professor Les Worrall, Wolverhampton Business School Definition of strategic analysis often differ, but the following attributes are commonly associated with it: 1. Identification and evaluation of data relevant to strategy formulation. 2. Definition of the external and internal environment to be analyzed. 3. A range of analytical methods (strategic analysis tools) that can be employed in the analysis. Example of analytical methods used in strategic analysis which will be discussed in this paper includes but not limited to the following: 1. SWOT analysis 2. PEST analysis 3. Porter’s five forces analysis 4. Four corner’s analysis 5. Value chain analysis 6. Early warning scans 7. War gaming An overview of these strategic analysis tools will be provided. Strategic Analysis Tools Definition Analytical methods and tools are key to ensuring that...
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...Dear MBL Student This letter serves to introduce you to the academics in the Strategy, Marketing, Governance, Economics and International Business Area. We also want to share with you our research focus areas to assist you to select a topic for your MBL research report in which we could offer you quality supervision. Should you select to do your research in our area you will work with seasoned academics who has a strong track record of successfully supervising both Master’s and Doctoral candidates. Academic Profiles Prof Greg Brown | Greg Brown is an Associate Professor in Economics. | Prof Annemarie Davis | Annemarie is an Associate Professor in Business Management. Her research focus areas are in strategy-as-practice and the middle management perspectives. Annemarie supervises Masters and Doctoral candidates in the Strategy-as-Practice focus area and is currently directing higher degrees in the College of Economic and Management Sciences. | Dr Francois du Toit | Francois is a senior lecturer in strategy and international business. His areas of interest are at the intersections of strategy, marketing and finance; especially the different presentations of social capital in relationship strategies. He has held senior positions in executive management,finance, and, sales and marketingin multinational corporates in the healthcare industry. He a registered chartered business strategist with the Canadian Business Strategy Association. | Prof Mari Jansen van Rensburg | Mari is...
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...A "strategic extension campaign" (SEC) methodology developed by FAO has been introduced in Africa, the Near East, Asia and Latin America. This methodology emphasizes the importance of people's participation (i.e., intended beneficiaries such as fields extension workers and small farmers) in strategic planning, systematic management, and field implementation of agricultural extension and training programmes (see Fig. 2-4). Its extension strategies and messages are specifically developed and tailored based on the results of a participatory problem identification process on the causes or reasons of farmers' non-adoption, or inappropriate practices, of a given recommended agricultural technology or innovation. The SEC technology transfer and application approach is needs-based, demand-driven, and has a problem-solving orientation. The Strategic Extension Campaign (SEC) is not an alternative to the conventional extension programme or activity. SEC is, and should be, an integral part of the programmes of an agricultural extension service. The effectiveness and efficiency of such a service could be increased due to SEC's emphasis on its problem-solving orientation, participatory planning approach, intensive extension personnel training, multi-media materials development, and extension manage meet, monitoring and evaluation procedures. Its activities should be carried out by extension personnel and to support the Ministry of Agriculture's policies, strategies and priority programmes....
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...Assessment 6 Change Management Proposal Recent evidence and current trends show both nursing and medical professions have a lack of understanding in certain aspects of safe prescribing and safe administration of medicines. The concept of prescribing and the ability to calculate is the basic requirement of all qualified medical and nursing professions We are proposing over a three year period to run an inter professional collaborative working programme, whereby both student nurses and doctors will come together on a regular basis in a teaching environment to work alongside each other to gain the following skills: • Patient safety in relation to drug administration • Patient safety in relation to drug prescribing • A clearer understanding of each others role • Practical experience in drug administration and drug prescribing in a non –threatening environment • Insight into pharmacology and pharmokinetics and it’s importance in prescribing and administration of drugs. This three-year study we propose to write up and evaluate and hope to publish with the intention to produce learning materials and educational packs to be marketed at later date Rationale for Change Project Medications Errors within any health care setting can have severe consequences not only for the patient but financially for the organisation if litigation comes about. Medication errors can be defined as “any incorrect or wrongful administration of a medication...
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...Chapter 1: The World of Human Resources Management • Human Resources Management (HRM) – The process of managing human resources or talent (human capital and intellectual assets) to achieve an organization’s objectives. • “Why Study HRM?” – Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are to managers in the HR department. • An organization's success increasingly depends on the knowledge, skills, and abilities of employees, particularly as they help establish a set of core competencies that distinguish an organization from its competitors. To work with people effectively, we have to o Understand human behaviour o Be knowledgeable about various systems and practices available o Be aware of economic, technological social and legal issues • Core Competencies – Integrated knowledge sets within an organization that distinguishes it from its competitors and delivers value to customers. • Sustained competitive advantage through people is achieved if these human resources: o Have value. o Are rare and unavailable to competitors. o Are difficult to imitate. o Are organized for synergy. • The impact of HR practices o Cost savings – reduce turnover, absenteeism, cost of losing value...
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...Topic Gateway Series Strategic Analysis Tools Strategic Analysis Tools Topic Gateway Series No. 34 Prepared by Jim Downey and Technical Information Service 1 October 2007 Topic Gateway Series Strategic Analysis Tools About Topic Gateways Topic Gateways are intended as a refresher or introduction to topics of interest to CIMA members. They include a basic definition, a brief overview and a fuller explanation of practical application. Finally they signpost some further resources for detailed understanding and research. Topic Gateways are available electronically to CIMA Members only in the CPD Centre on the CIMA website, along with a number of electronic resources. About the Technical Information Service CIMA supports its members and students with its Technical Information Service (TIS) for their work and CPD needs. Our information specialists and accounting specialists work closely together to identify or create authoritative resources to help members resolve their work related information needs. Additionally, our accounting specialists can help CIMA members and students with the interpretation of guidance on financial reporting, financial management and performance management, as defined in the CIMA Official Terminology 2005 edition. CIMA members and students should sign into My CIMA to access these services and resources. The Chartered Institute of Management Accountants 26 Chapter Street London SW1P 4NP United Kingdom T. +44 (0)20 7663 5441 F. +44...
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...Topic Gateway Series Strategic Analysis Tools Strategic Analysis Tools Topic Gateway Series No. 34 Prepared by Jim Downey and Technical Information Service 1 October 2007 Topic Gateway Series Strategic Analysis Tools About Topic Gateways Topic Gateways are intended as a refresher or introduction to topics of interest to CIMA members. They include a basic definition, a brief overview and a fuller explanation of practical application. Finally they signpost some further resources for detailed understanding and research. Topic Gateways are available electronically to CIMA Members only in the CPD Centre on the CIMA website, along with a number of electronic resources. About the Technical Information Service CIMA supports its members and students with its Technical Information Service (TIS) for their work and CPD needs. Our information specialists and accounting specialists work closely together to identify or create authoritative resources to help members resolve their work related information needs. Additionally, our accounting specialists can help CIMA members and students with the interpretation of guidance on financial reporting, financial management and performance management, as defined in the CIMA Official Terminology 2005 edition. CIMA members and students should sign into My CIMA to access these services and resources. The Chartered Institute of Management Accountants 26 Chapter Street London SW1P 4NP United Kingdom T. +44 (0)20 7663 5441 F. +44...
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...company for many years to come. They must employ strategic planning to match new markets with products and corporate resources more effectively and efficiently to strengthen the company’s long term competitive advantage (Czinkota & Ronkainen, 2010). Daily decisions then fit into the company’s overall strategic marketing goals. Companies that implement a formal strategic planning process will increase profitability as well as improve various nonfinancial objectives. The first step of the strategic planning process is assessment and adjustment of core strategy. This begins by defining the business that the strategy is being developed for. Companies must understand exactly the business that is being conducted before moving forward. Once this is done through a strategic business unit which decides on what needs the product would be fulfilling. It is crucial at this stage for the organization to conduct a market and competitive analysis. Through market analysis, companies will be able to understand the commonalties that customers share in the different regions that they compete in. The authors state...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...FAR EASTERN UNIVERSITY January 2013 RESEARCH DIGEST UNIVERSITY COUNSELING AND CAREER OFFICE An Annual Publication of UCCO Volume 1 Issue 2 Continuously Contributing to the Holistic Development of FEU Students This research digest is an informative tool of the University Counseling and Career Office with its major goal, to analyze and contribute novel ideas, towards the growing field of guidance and counseling. The main objective of which is to intensify the holistic welfare of the FEU students. Furthermore, this digest features the scholarly work of the adept and experienced team of the UCCO focusing on the counselor-based programs and action plans. With this, the team is delighted to share with you this annual digest as a response to the emerging needs and for the sustenance of the value of excellence of the Institution. POINTS OF INTEREST Page 2 UCCO’s SWOT Analysis, Nature of Counseling and Special Cases: Basis for a Comprehensive FEU-UCCO Guidance Program A Five Year Cross-Sectional Survey of FEU Institutional Exit Interviews An Evaluation on the Needs Assessment as Basis for Revision of ACE Modules College Adjustment Level of F r e s hm e n I nt e r na t i o na l Students Profile of FEU Students under the Selective Retention Policy Learning Style Profile of Freshmen Students of FEUMakati Psychological and Adjustment Problems Among Freshmen Architecture Students Results of the Module Evaluation on Leadership and Self-Empowerment Page 3 Page 4 Page 5...
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...examination at the end of each semester shall be conducted. There shall be a semester break of 15 days each in addition to the usual Onam, Christmas and summer holidays. 3. ELIGIBILTY FOR ADMISSION 1. A pass in any Bachelor’s Degree Examination of Mahatma Gandhi University or an equivalent degree of any other universities duly recognized by M.G.University with not less than 50% marks in the aggregate for all parts of examination or a Master’s Degree examination with 50% marks in aggregate. 2. SC/ST students A pass in any Bachelor’s Degree examination is needed for SC/ST candidates 4. ADMISSION PROCEDURE Admission to MBA Degree programme of the study shall be on the basis of merit as determined by MAT/CAT/XAT /MGU-MAT and Group discussion & interview conducted by Mahatma Gandhi University. A five member...
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...National and International Approaches in Social Reporting Author(s): Franz Rothenbacher Reviewed work(s): Source: Social Indicators Research, Vol. 29, No. 1 (May, 1993), pp. 1-62 Published by: Springer Stable URL: http://www.jstor.org/stable/27522680 . Accessed: 25/11/2011 03:27 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Springer is collaborating with JSTOR to digitize, preserve and extend access to Social Indicators Research. http://www.jstor.org FRANZ ROTHENBACHER NATIONAL AND INTERNATIONAL APPROACHES IN SOCIAL REPORTING* (Accepted 27 October, 1992) ABSTRACT. National and international in social in western approaches reporting are described. starts with The the outline of current in activities paper Europe are discussed. international The national Further organizations. competing approaches and products of social reporting; the plurality of actors in social topics are the sources and different The only diffusion of ways of its institutionalization. reporting, incomplete inWestern social are offered...
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...MGT 303 MIDTERM STUDY GUIDE Christopher Rhodes Starbucks: · New growth model that tries to get customers to purchase more coffee regardless of its form, venue, or name on the beans · Calls all employees “Partners” o Coffee knowledge, product expertise, great customer service o Treated with dignity and respect · Greet regular customers by name · Baristas slow down make no more than two drinks at a time HRM plays key role in determining survival, effectiveness, and competitiveness of US businesses Competitiveness: a companys ability to maintain and gain market share in its industry · Related to company effectiveness o Satisfies needs of stakeholders HRM help support business strategy and provide services the customers value. Value of a product: determined by its quality and how closely the product fits customers needs. HRM: policies, practices, and systems that influence employees behavior attitudes, and performance · “People practices” Strategic HRM consists of: HR Planning: analyzing and designing work, determining HR needs Recruiting: attracting potential employees · Interviewing, testing Selection: choosing employees Training and Development: teaching employees how to perform their jobs and preparing them for the future· Orientation, productivity enhancement Compensation: rewarding employees Performance Management: evaluating their performance Employee Relations: creating a positive...
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...TERM PAPER ST.Aloysius Institute of Technology Ormoc city, Leyte Philippines Total Quality Service Management TERM PAPER on STRATEGIC MANAGEMENT PROCESS FOR CONTINUES IMPROVEMENT Subject Description: Total Quality Service Management Topic: Strategic Management Process For Continues Improvement Instructor: Mrs.Alicia F. Andrade Date Issued: Student Name: Romela R.Veracis Course Description: Hotel and Restsurant Services Year: 2nd year Semester: 2nd Semester S.Y. 2015-2016 I Romela R.Veracis a second year HRS student of St.Aloysius Institute of technology have abided by the academic honor policy on this assignment. OBJECTIVES OF THE STUDY: In this report I have tried to l INTRODUCTION With the continual evolution within the business market, it is apparent that companies need to develop and improve their strategies to remain afloat. Lager companies typically pay competitive salaries to hire a Chief Executive Officer who will develop a plan to accomplish its goals. This plan is commonly referred to as “strategic management.” According to Wheelen and Hunger (2010), strategic management refers to decisions and actions taken to establish the long term performance of a company. Undoubtedly, without a well formulated...
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