...What is a Concept Map? Concept maps, developed by Joseph D. Novak [Novak & Gowin, 1984], are two-dimensional representations of a set of concepts and their relationships. In concept maps, concepts are depicted as labeled nodes, and relationships between concepts as labeled links. Concepts and links in sequence form simple propositions through the words in the nodes and links. Concept maps can be used to represent the knowledge of an individual. Concept maps follow the idea of assimilation theory. Assimilation theory suggests a distinction between meaningful learning and rote learning. Rote learning is often emphasized in educational settings, and consists of simple memorization of information, without concern for relationships among concepts. In contrast, meaningful learning results from linking new information to relevant, preexisting concepts or propositions in the cognitive structure of an individual. Ausubel believes that the most important factor for learning is what the learners already know. Concept maps are designed to tap into a person’s cognitive structure, and to externalize concepts and propositions. What are Concepts? We can define the concepts in concept maps to be patterns of ‘regularities’ in events or objects. Events can be ‘happenings’, while objects can be abstract or real ‘things’ in our environment. Typically, names, symbols or signs of our language denote concepts. We use these concepts when we observe or interpret events and objects....
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...Strat. Change 15: 213–229 (2006) Published online in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/jsc.764 Strategic Change Rethinking and reinventing Michael Porter’s five forces model Tony Grundy Cranfield School of Management, UK Michael Porter’s five competitive forces model has been a most influential model within business schools but has perhaps had less appeal to the practising manager outside of an MBA and certain short business school courses. In this article it is argued that whilst there are a number of reasons why the model has not achieved greater currency, most importantly it can be developed a lot further. The paper looks at a number of important opportunities for using Porter’s model in an even more practical way, including: mapping the competitive forces, which can vary significantly over market and competitive terrain and within the same industry; understanding its dynamics; prioritizing the forces; doing macro analysis of the sub-drivers of each of the five forces; exploring key interdependencies, both between and within each force. Copyright © 2006 John Wiley & Sons, Ltd. Introduction When Michael Porter conceived the five competitive forces model, it propelled strategic management to the very heart of the management agenda. The framework became a centrepiece of texts on business strategy and strategic management, and essential examination material on MBA and similar courses globally. But what has become of his original five competitive...
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...Quality education which is essential to learning and human development is influenced by factors both inside and outside the classroom. In addition to enabling the transfer of knowledge and skills necessary to succeed in a profession and break the cycle of poverty, quality plays a crucial role in closing the gender gap in basic education. Quality Education includes:- * Learners who are healthy, well nourished and ready to participate and learn and supported in learning by their families and communities. * Environments that are healthy, safe, protective and gender sensitive and provide adequate resources and facilities. * Process through which trained teachers use child-centered teaching approaches in well managed classroom and schools and skillful assessment to facilitate learning and reduce disparities. * Outcome that encompass...
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...ADITYA KUMAR DASH BTM 2nd Stage Bangalore, Karnataka India – 560076 adi.k.dash@gmail.com +91‐9620936796 Summary of Skills Business Analyst with People Management Skills, Customer Relationship Management and expertise in Software project development and management in Agile methodology • Over 5 years of experience in gathering requirements for software application development projects • Eliciting requirements using interviews, document analysis, requirements workshops, site visits, product related descriptions, use cases, scenarios, business analysis, and task & workflow analysis. • Delivering IT Solutions involving requirement analysis and management, project scope definition, implementation and testing of applications built for Windows, Mobile devices and Web in internet/intranet infrastructure • Critically evaluate information gathered from multiple sources, reconcile conflicts, decompose high-level information into details, abstract up from low-level information to a general understanding, and distinguish user needs from the required system • Proficient in documenting business requirements in Agile methodology, creating Functional specifications, User Interface design, Use Case Modeling, Process flows and reviewing Test Case document • Expertise in Software Development Lifecycle (SDLC) management and Business to Business (B2B) integration concepts • Proficient at Scrum model & processes and Agile methodologies...
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...Report Paper Pengembangan UKM ANALYSIS AND COMPARATIVE STUDY OF THREE MICRO SMALL MEDIUM ENTERPRISES (MSME) IN BOGOR Anaiza Azlia | Ariansyah | Aditya P. Nugraha Business Profile Business Profiles : Cotton Candy Industry. This cotton candy sweets business, based on the information during the interview, was established in 1998. Monetery crisis that hit Indonesia had caused previous business collapsed and went bankrupt, causing the business owner started to sell cotton candies on the street… Cont’d to Page 4 Business Profile Busines Profile : Bening Jati Anugrah Food; A Frozen Food Manufacturing Company Bening Jati Anugrah Food is a small medium enterprise manufacturing frozen food from ocean fish as raw materials. Using Bening Food as its brand, this business is located in… Cont to Page 4 Business Profile Business profile : Hot Crispy Hot Crispy is a food processing business that was established in 2005, or roughly about 10 years ago. Products offered are …Cont’d to Page 5 December 15, 2015 http://metrovaartha.com Background M i c r o , S m a l l a n d Me d i u m E n te r p r i s e s (MSMEs) in Bogor are one among various economic sectors that have contributed in regional revenue and also in employment sectors. Approximately 11.297 MSMEs in Bogor City (kotabogor.co.id, 2015) that employ 19.035 workers, and around 15.000 people involved in MSMEs in Bogor regency (business.com, 2015). As a follow up on this significant development...
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...JÖNKÖPING INTERNATIONAL BUSINESS SCHOOL JÖNKÖPING UNIVERSITY St r at egi c Under standi ng A Qualitative Study on Similarities and Differences in Perceptions of Strategy Bachelor Thesis within Business Administration Author: Florance Batamuriza Tobias Berg Tony Hatami Tutor: Jönköping Jens Hultman & Anna Jenkins June 2006 Strategic Understanding - A Qualitative Study On Similarities and Differences in Perceptions of Strategy A Bachelor Thesis in Business Administration by Batamuriza, Berg & Hatami - JIBS 2006 Acknowledgements Since the begging of the year of 2006 we have worked hard to complete this paper. It has been both fun and challenging. We would not have reached this far without the help of our tutors, Jens Hultman and Anna Jenkins, therefore we want to give them a special thanks for helping and guiding us through this struggle. At the same time we would also like to thank the other groups for their constructive criticism and ideas for improvements. In connection to this, another thanks to our anonymous proofreaders without whom this thesis would not look anything like it does. We also want to give big thanks to the company that offered their time, effort and their thoughts during the interviews; without it this paper would have been impossible to complete and for this we will be ever grateful. Last but certainly not least, we would like to thank our families and friends that put up with our never ending discussions about the paper, and for your ever lasting...
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...Shelter & Continued Education Program for Alcohol Abusers Yasmi C. Davis September 3, 2015 HCA 430: Special Populations Instructor: Brooke Bauman Shelter & Continued Education Program for Alcohol Abusers “Alcohol abuse is one of the most recognized types of addictive personalities among the general population” (Newsweek, 2004). Because it is easily accessible, inexpensive, and casually used, it is available to purchase and consume in all ages due to most convenient stores, grocery stores, and corner liquor stores having alcoholic beverages readily available to purchase. Even though most states have injunctions to sale or distribute to anyone under the age of 21, numerous young adults has been under the influence of alcohol before reaching the legal age to purchase. As a result, many young adults are “suffering from alcoholism and is in need of shelter, nutrition, and continued education (MacGillivray, 2010). In this paper, I will propose a program to provide shelter and continued education for young adults who suffer from alcohol abuse, while analyzing the contributing factors to alcohol abuse in young adults. Since the 1900s, young adults have had access to alcohol from opening a bottle of beer for their tired father – who has just come in from work – to sneaking a sip of alcohol from their uncles can, with no idea of what the future may hold. However, young adults did not have the financial means to consume alcohol...
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...Selecting REDB Activities and Initiatives What is Community Economic Development? Community Economic Development is a community-informed, place-based, strategicallyfocused, collaborative approach to creating new enterprises, stabilizing existing enterprises, growing existing enterprises, attracting new enterprises and / or creating the conditions where these advances can occur. Why do we focus on initiatives and activities? There is a big difference between hoping for something and making it happen. We focus on initiatives and activities because they are the ONLY means of positively impacting the regional context in which we operate. Without execution, our planning amounts to little more than wishful thinking. Initiatives and activities that are strategically-focused, properly-prioritized, well-planned, and well-executed bring strategic plans to fruition. How do we ensure that we undertake the best initiatives and activities possible? It is a difficult challenge. One size does not fit all. What works for one region will not necessarily work for another. There are desired states called ‘outcomes’ that we are trying to achieve. We undertake activities and initiatives that will produce products or services called ‘outputs’ that will contribute to achieving our desired outcomes. We control the outputs we produce but not the outcomes we hope to influence. We use opportunity management processes to ensure that the initiatives and activities we undertake are those most...
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...Empowerment of Coastal Fishing Communities for Livelihood Security GOB/UNDP/FAO Project: BGD/97/017 Community Empowerment Abu Nashir Khan Fisheries Officer (Marine) Introduction: The report is structured as follows. The background information of “ Empowerment of the Coastal Fishing Communities for Livelihood ” project is first followed by justification of the report. The implementation of the process is described next. It also explores the best practices regarding community empowerment of the ECFC project. Background: The project works with the coastal fishing communities who are exposed to multiple vulnerabilities that determine their current condition of poverty and threaten their future. Though the project started functioning from December 2000 most of the field activities were launched in January 2001 onwards. The project is considered to be an innovative effort at evolving a partnership among GoB agencies, NGOs, fishing communities and the private sector for providing services at the doorsteps of the communities to empower them and encourage the community thus prepared to contribute to regeneration of coastal fisheries resources for their own sustainable livelihoods. The Empowerment of Coastal Fishing Communities For Livelihood Security project aims to enable and facilitate participatory community-based fisheries co-management and sustainable human development in coastal fishing communities of selected Upazilla of Cox’s Bazar District, through awareness...
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...Sustainable Development Sust. Dev. 18, 20–31 (2010) Published online 10 March 2009 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/sd.394 Sustainable Consumption: Green Consumer Behaviour when Purchasing Products William Young1*, Kumju Hwang2, Seonaidh McDonald3 and Caroline J. Oates4 1 Sustainability Research Institute, School of Earth and Environment, University of Leeds, UK 2 Department of Business Administration, College of Business Administration, Chonnam National University, South Korea 3 Aberdeen Business School, Robert Gordon University, UK 4 Management School, University of Sheffield, UK ABSTRACT The ‘attitude–behaviour gap’ or ‘values–action gap’ is where 30% of consumers report that they are very concerned about environmental issues but they are struggling to translate this into purchases. For example, the market share for ethical foods remains at 5 per cent of sales. This paper investigates the purchasing process for green consumers in relation to consumer technology products in the UK. Data were collected from 81 self-declared green consumers through in depth interviews on recent purchases of technology products. A green consumer purchasing model and success criteria for closing the gap between green consumers’ values and their behaviour are developed. The paper concludes that incentives and single issue labels (like the current energy rating label) would help consumers concentrate their limited efforts. More fundamentally, ‘being green’...
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...Business AnAlytics And intelligence Course Starting: 29 June 2014 Application Deadline: Early Decision 28 February 2014 Regular Decision 15 April 2014 (Batch 5) (Classes conducted on-campus as well as off-campus) Certificate Programme on Business Analytics and Intelligence BATCH 5 in god We trust, All Others Must Bring data - W edwards deming he theory of bounded rationality proposed by nobel laureate Herbert Simon is evermore significant today with increasing complexity of the business problems; limited ability of human mind to analyze alternative solutions and the limited time available for decision making. introduction of enterprise resource planning (eRP) systems has ensured availability of data in many organizations; however, traditional eRP systems lacked data analysis capabilities that can assist the management in decision making. Business Analytics is a set of techniques and processes that can be used to analyse data to improve business performance through fact-based decision making. Business Analytics is the subset of Business intelligence, which creates capabilities for companies to compete in the market effectively. Business Analytics is likely to become one of the main functional areas in most companies. Analytics companies develop the ability to support their decisions through analytic reasoning using a variety of statistical and mathematical techniques. thomas devonport in his book titled, “competing on analytics: the new science of winning”, claims...
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...MARKETING PLAN FOR SINGAPORE CONTRACT BRIDGE ASSOCIATION (SCBA) This marketing plan owes its existence to Derek Maggs and Chua Gang who have given us the opportunity and provided us with the primary information about SCBA. Not forgetting our heartiest appreciation goes to our beloved lecturer, MR Frankie Yee, who has been always there guiding us towards our success. “Never you fear when Frankie is here!” MR Frankie Yee 1 TABLE OF CONTENTS Executive Summary 1.0 Current Market Situation Analysis 1.1 Introduction 1.2 Market Situation 1.3 Competitive situation 1.4 Distribution Situation 2.0 Macro-environment situation 3.0 Micro-environment situation 4.0 Opportunity & Issue Analysis 4.1 SWOT Issue Analysis 4.2 Objectives 4.2.1 Financial Objectives 4.2.2 Marketing Objectives 5.0 Marketing Strategy 5.1 Segmentation & Targeting 5.2 Positioning and Branding 6.0 Marketing Mix 6.1 Product 6.2 Price 6.3 Place 6.4 Promotion 6.5 People 6.6 Programs 6.7 Processes 6.8 Performance 7.0 Implementation 7.1 New package offering with Financial Analysis 8.0 Marketing Activities 8.1 Marketing Activities 9.0 Marketing Organization 10.0 Control 11.0 Summary Referencing Group Project Marking Guide 2 4 5 5 5 7 9 10 12 13 13 15 15 15 16 16 17 20 20 21 22 23 24 25 25 26 27 27 29 29 31 31 31 33 34 Executive Summary Singapore Contract Bridge Association (SCBA) is one of the sixty National Sports Associations (NSA)...
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...Report On Microcredit and Economic Development of Bangladesh Submitted To: Mahmood Hasan Course Instructor BUS 251 Section - 7 BBA Program School of Business North South University Submitted By: Page No. 1. Executive Summary 4 2. Introduction 5 3. Micro credit 6 4. Three C’s of microcredit 7 5. History 8 6. Micro credit delivery models 9 7. Clients of microcredit 12 8. Microcredit in economic development 13 9. Impact of microcredit on poor people 15 10. Economic condition of Bangladesh 17 11. Microcredit in Bangladesh 19 12. Challenges of microcredit 22 13. Conclusion 23 14. Reference 24 15. Appendices 25 The most important finding in the last two decades in the world of finance did not come from the world of the rich or the relatively well-off. More important than the hedge fund or the liquid-yield option note was the finding that the poor can save, can borrow (can indeed decide on loans to fellow poor), and will certainly repay loans. This is the world of microfinance. The interest in microcredit or microfinance has burgeoned during the last two decades: multilateral lending agencies, bilateral donor agencies, developing and developed country governments, and non-government organizations (NGOs) all support the development of microcredit. A variety of private banking institutions...
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...Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments.[1] It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders. Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency." According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context." Strategic management includes not only the management team but can...
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...Long Range Planning 33 (2000) 5±34 www.elsevier.com/locate/lrp SECI, Ba and Leadership: a Uni®ed Model of Dynamic Knowledge Creation Ikujiro Nonaka, Ryoko Toyama and Noboru Konno Despite the widely recognised importance of knowledge as a vital source of competitive advantage, there is little understanding of how organisations actually create and manage knowledge dynamically. Nonaka, Toyama and Konno start from the view of an organisation as an entity that creates knowledge continuously, and their goal in this article is to understand the dynamic process in which an organisation creates, maintains and exploits knowledge. They propose a model of knowledge creation consisting of three elements: (i) the SECI process, knowledge creation through the conversion of tacit and explicit knowledge; (ii) `ba', the shared context for knowledge creation; and (iii) knowledge assets, the inputs, outputs and moderators of the knowledge-creating process. The knowledge creation process is a spiral that grows out of these three elements; the key to leading it is dialectical thinking. The role of top management in articulating the organisation's knowledge vision is emphasised, as is the important role of middle management (`knowledge producers') in energising ba. In summary, using existing knowledge assets, an organisation creates new knowledge through the SECI process that takes place in ba, where new knowledge, once created, becomes in turn the basis for a new spiral of knowledge creation...
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