...What are plans? Why do we need plans and working on it? How important can someone life with a plan? These are the questions when we want to plan something. We hesitate our self and set our mind into failure. In order to be what we want we have to build our own stairways to our goals. In this paper, I would like to share about what am I going to be in the next Twenty years, and what are the obstacles I have to go through. What weapon will I use. Of course it is my plan that became my weapon. However, is it even true that we have to reach what we want rather than just following the current nor the flow that other made? It is clear as a future leader I should create my own flow and strive through any kind of problems. Introduction Personally,...
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...Your future plans 1. What would you like to be in the future? Why? ( doctor, builder, street vendor, flight attendant, director, accountant, prime minister, lawyer, engineer, artist, computer programmer, secretary, bartender, interpreter, translator, 2. What job can bring more money than others? Is it honest or dishonest? 3. Do you plan your future by yourself? Would you like it if yours is arranged by others? 4. What have you done so far to pave the way for your future? 5. What preparations do you think are necessary for your future job? 6. Are you high – flier? What are your ambitions? 7. Are you happy when all your plans come true? And what would you do with your success? Would you give of some of your money to charity to help the disabled or the poor? 8. Are you willing to listen to someone’s advice about your future plan? Do you think it is necessary for you? 9. Do you know much information about employment tendency in the future? What is it? 10. What do you think the government should do to prepare Vietnamese young people for their future jobs? Your likes and dislikes 1. Weather: 2. Food: 3. Music: 4. Sports: 5. Work: 6. Clothes: 7. People: How to be a good friend? 1. Do you have any close friends? How many? Are they girls or boys? 2. Tell us about your closest friend his/her good sides and bad sides: friendliness, politeness, honesty, sympathy, sincerity, optimism, selfishness, jealousy, etc. 3. Is there...
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...A Business Development Manager works to improve an organization’s market position and achieve financial growth. This person defines long-term organizational strategic goals, builds key customer relationships, identifies business opportunities, negotiates and closes business deals and maintains extensive knowledge of current market conditions. Business Development Managers work in a senior sales position within the company. It is their job to work with the internal team, marketing staff, and other managers to increase sales opportunities and thereby maximize revenue for their organization. To achieve this, they need to find potential new customers, present to them, ultimately convert them into clients, and continue to grow business in the future. Business Development Managers will also help manage existing clients and ensure they stay satisfied and positive. They call on clients, often being required to make presentations on solutions and services that meet or predict their...
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...The beauty of nursing is that there are no limits to where you can go and no limits as to what you can do. The possibilities are endless. Post Graduation and Future Plans Immediately after graduating from nursing school, soon after passing the NCLEX exam and taking a mini vacation, I would like to begin my career as an active duty army nurse. I am currently in the Army Reserve; however, I am not in the ROTC program. Because I am not in the ROTC program, which may inevitably make becoming a nurse in the army more of a difficult task. If by some unfortunate chance I cannot become a nurse in the army, I would like to begin my career in critical care or the emergency department. However, my preference would be the emergency department. I think...
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...Many news outlets are reporting that Ford is set to report good earnings in 2015. The trucking unit in Kentucky, which was seen as weak throughout the recession and after it, is seeing more investments and product introductions. Ford reported this quarter that its capital expenditure will be higher due to the investments needed to scale up production and meet the demands of dealerships prior to launch of new cars and trucks. The financial results that were reported showed a lower profit number as there were more cash related expenses due to greater production numbers needed for product launches; although profits are lower now the cash expenses should translate into greater earnings in the future. Inventory costs, material costs and increased promotions will cause an increase in the operating expenses. Another important effect of introducing products was mentioned by the CFO. As older models are less exciting there will need to be some cutback in production of those units. There will be more expenses in the way to discounts and incentives to cut back on inventory. The ramping up production also places operations pressures on the company, as some models will require more production and capacity requirements mean there will be cutbacks in some areas. The company also emphasizes that the auto industry will not be very predictable, although Ford is making good progress, the industry is not a linear trending one at all times. Often, long term investments when capital is more expensive...
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...Shonae Doremus September 6, 2011 MT460 Dr.Pierce 2 Strategy is important to business because it is your future-oriented plans for interacting with the competitive environment to achieve company objectives (Pearce & Robinson). Strategic management is defined according to the text as the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company’s objective. Strategic management comprises of nine critical tasks which are as followed: • Formulate the company’s mission. • Conduct an analysis that reflects the company’s internal conditions and capabilities. • Assess the company’s external environment, including both the competitive and the general contextual factors. • Analyze the company’s options by matching its resources with the external environment. • Identify the most desirable options by evaluating each option in light of the company’s mission. • Select a set of long-term objectives and grand strategies that will achieve the most desirable options. • Develop annual objectives and short-term strategies. • Implement the strategic choices by means of budgeted resource allocations. • Evaluate the success of the strategic process as an input for future decision making (Pearce & Robinson). These nine tasks show that strategic management involves the planning, directing, organizing, and controlling of a company’s strategy-related decisions and actions. The process of strategic management...
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...STRATEGIC PLAN FORMAT & TEMPLATE PART ONE: The Writing Process The formal plan should be written using the following parts: 1. Cover Page (contains the school name/logo, title of your paper (STRATEGIC PLAN for name of your company), submitted to: name of your professor, in partial fulfillment of the course requirement Business Policy and Strategy 2. Acknowledgment (contains expression of thanks or gratitude to persons that helped make possible the completion of your plan.) 3. Table of Contents 4. Chapter 1 – Company Profile 5. Chapter 2 – STRATEGIC PLAN 6. Bibliography (list all your references or sources of ideas. This is a MUST!) Other Writing Mechanics 1. Double space your work observing correct spacing rule. 2. Use pagination. 3. Use Arial font 4. Use font size 12. 5. Book bind 3 copies (only upon approval of your draft submission). 6. Others: Send as PDF copy to me (only upon approval of your draft submission). PART 2 STRATEGIC PLAN FORMAT and TEMPLATE 1. Present your company 2. History (how did it come about) [pic] Note: All Strategic plan proposals should be accompanied with a ‘Table of Contents’ and should be in the order depicted below. Executive Summary | | |Give brief outline of the (Org/Dept). ...
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...In today’s economy, keeping the morale of the sales force in a high gear is vital if a company is to achieve profitability. One of the factors that boost the morale and productivity of the sales force is a reward program that recognizes and addresses their needs. It is in the company`s best interest to keep the sales force motivated for higher sales revenue and elevated levels of financial growth. To assist in understanding the impact and role played by reward programs, General Motor`s compensation plan will be used as a guide in creating an effective workforce compensation program (Hay Group., 2001). An effective compensation program needs to incorporate the aspect of fairness .This means recognizing each employee`s worth and value contribution to the ultimate success of the company. The reward program needs to be impartial to all employees involved so that it can gain unfailing support from every member of the sales team. An unfair program will create conflict and division amongst employees and cause resentment and discontent amongst those who feel sidelined by the program (Clow & Baack, 2012). It will hinder the smooth running of operations as employees get involved in a battle to counter each other’s efforts thus leading to reduced levels of productivity. The vision and mission of the company should also be considered when hatching a reward program. It is only by aligning it to the core values of the company that it will attain sustainability. The rewards program will be...
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...http://edugen.wileyplus.com/edugen/courses/crs4637/rc/jiambalvo3341c... GOAL OF MANAGERIAL ACCOUNTING LEARNING OBJECTIVE 1 State the primary goal of managerial accounting. Virtually all managers need to plan and control their operations and make a variety of decisions. The goal of managerial accounting is to provide the information they need for planning, control, and decision making. If your goal is to be an effective manager, a thorough understanding of managerial accounting is essential. Planning LEARNING OBJECTIVE 2 Describe how budgets are used in planning. Planning is a key activity for all companies. A plan communicates a company's goals to employees aiding coordination of various functions, such as sales and production.A plan also specifies the resources needed to achieve company goals. Budgets for Planning The financial plans prepared by managerial accountants are referred to as budgets. A wide variety of budgets may be prepared. For example, a profit budget indicates planned income, a cash-flow budget indicates planned cash inflows and outflows, and a production budget indicates the planned quantity of production and the expected costs. Consider the production budget for Surge Performance Beverage Company. In the coming year, the company plans to produce 5,000,000 12-ounce bottles. This amount is based on forecasted sales. To produce this volume, the company estimates it will spend $1,500,000 on bottles, $400,000 on ingredients, $150,000 on water,...
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...failure to align technology to institutional mission and priorities. Strategic planning involves a structure or framework, a set of procedures (both formal and informal), and of course content. Beyond these basic elements, the underlying assumptions about strategic planning are that the future can be anticipated, forecasted, managed or even controlled, and that the best way to do so is to have a formal and integrated plan about it in place. The process of planning itself may turn out to be more important than the results, and that process requires, as Mintzberg suggests, both analysis and synthesis. Planning simply introduces a formal “discipline” for conducting long-term thinking about an institution, and for recognizing opportunities in and for minimizing risks from the external and internal environments. Among the hundreds available, perhaps the most well-know model of strategic planning has the SWOT (for strengths, weaknesses, opportunities, and threats) appraisal of internal and external environments as its centerpiece. But whatever the model, following decades of research across hundreds of organizations, empirical evidence on the effectiveness of strategic planning is mixed at best. So, why plan? Again, the answer may lie in the process itself; like the ritual rain dance, planning improves the dancing, if not the weather. 2 But...
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...Boeing Manages to Plan March 22, 2011 Boeing is the world’s leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined. Boeing has more than 158,000 employees in over 70 countries, including the United States (Boeing.com). This company is known for its innovation and seems to constantly make plans to stay ahead of the competition. A portion of their mission statement includes “we will strive for continuous quality improvement in all that we do, so that we will rank among the world’s premier industrial firms in customer, employee, and community satisfaction” (Boeing.com). It is clear that this company relies heavily on its management staff and planning teams. It is common knowledge that Boeing consists of two business systems which are Boeing Commercial Airplanes and Boeing Defense, Space, and Security. The corporate functions that guide Boeing are Business Development and Strategy, Communications, Engineering, Operations and Technology, Finance, Human Resources and Administration, and the Office of Internal Governance. Each department has its own set of goals and objectives to evaluate and implement with the company’s overall mission in mind. The Business Development and Strategy team is an extension of the management, marketing, and research teams, they provide information and advice on the business goals. Shepard Hill is the head of Boeing’s large Business Development and Strategy team. His role includes “analyzing...
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...developing a comprehensive set of plans to integrate and coordinate organizational work. The term planning as used in this chapter refers to formal planning. Types of Planning: * Informal – not written down, little or no sharing of goals with others in the organization * Formal – specific goals covering a period of time are defined II. Why do Managers Plan? Purposes of Planning * Planning gives direction * Reduces the impact of change * Minimizes waste and redundancy * Sets the standard used in controlling Planning and Performance * Generally speaking, however, formal planning is associated with positive financial results. * The quality of the planning process and appropriate implementation probably contribute more to high performance than does the extent of planning. * When formal planning has been shown not to lead to higher performance, the environment is usually the reason. * Organizations need at least four years of systematic formal planning before performance is impacted. III. How do Managers Plan? Elements of Planning A. Goals * Goals are desired outcomes for individuals, groups, or entire organizations. Goals are objectives–the two terms are used interchangeably. They provide the direction for all management decisions and form the criterion against which actual work accomplishments can be measured. B. Plans * Plans are documents that outline how...
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...long term goal as they seem not to have a clear mission statement, there are not clear and concise information of what are the long term goals for the company, the company is new that is hard sometimes to define what, and how to plan the company for the future, but it is vey important for the company to make plans and choices of what they want to a achieve in for their long-term goals, and that Can Go is not doing a good job in planning for their long term goals, and actually they are not even talking about what their long term goals are, so this is a bing hazard for the future of Can Go at this point. Recommendation In order success plan have to made for the long run, for that to happened it is necessary that Can Go makes a implementation of specific strategy for the long run, to implement that steps will have to be made, Can go need to decide what to do, if the company wants to grow by investing in expansion or acquiring divisions of business, or make a pause strategy by growing slowing or cut back and sell off o liquidate the business. Reference: Lally, R. (1997). Aligning Values with Strategies: Getting results for the Hands on Manager (Office Edition, pp. 6-9). Issue Can Go needs an Implementation plan, to have tactical and functional plans that will help them make various clear and defined objectives. Since there a some of flaws in the way they are planning and administering new projects, making this strategic planning implementation for the short-term problems that...
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...Organizational Plans Brook Pritchard XMGT/230 May 22, 2015 Gary Cedrone There are three main types of plans that a manager will use in his or her pursuit of company goals, which include operational, tactical and strategic. If you think about these three types of plans as stepping stones, you can see how their relationship to one another aids in the achievement of organizational goals. Operational plans are necessary to attain tactical plans and tactical plans lead to the achievement of strategic plans. Then, in true planning fashion, there are also plans to backup plans that fail. These are known as contingency plans. Strategic plans are designed with the entire organization in mind and begin with an organization's mission. Top-level managers, such as CEOs or presidents, will design and execute strategic plans to paint a picture of the desired future and long-term goals of the organization. Essentially, strategic plans look ahead to where the organization wants to be in three, five, even ten years. Strategic plans, provided by top-level managers, serve as the framework for lower-level planning ("Types of Planning", 2015). Now that you have a general idea for how organizational planning evolves, let's look at the next level of planning, known as tactical planning. Tactical plans support strategic plans by translating them into specific plans relevant to a distinct area of the organization. Tactical plans are concerned with the responsibility and functionality of lower-level...
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...Introduction and Summarisation The purpose of this case study is to highlight issues or problems evolving Volkswagen of America (VWoA) and how its projects are funded, while effectively identifying possible solutions to CIO, Dr. Matulovic. Unfortunately, Dr Matulovic is being challenged with hostile employees as he has introduced a new process of dividing the scarce budget to various projects to be funded. The new process has now been used for the first time, and is responsible for the controversy surrounding Dr. Matulovic, due to the fact that many of the organisations departments received no funding for their projects. Dr. Matulovic is now at crossroads about what to do with the situation. Key Issues and Problems The first and most obvious problem was that most to all of the projects were somehow funded on the old process or at the very least received little funding, however with the new process in place, projects with a rank of a 2 or 3 are rarely selected to receive funding which many considered unfair. Additionally, many argued the fact that IT infrastructure projects are not forced to withstand the same process and were treated separately was not reasonable and again was unfair. Another implication was that a project which is critical to the company and its global supply chain management was left only partially funded. The company’s multiyear SAP implementation was only midway finished and additionally needed full funding to stay on track, which in turn caused major...
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