...external environments of two real-world firms, their competitive advantages and company strategies for creating value and sustaining competitiveness, measurement guidelines for verifying strategic effectiveness and their evaluation. Internal and External Environments Environmental scanning of the internal organizational environment focuses on company culture, employee-employee, manager-employee, and manager-manager, manager-shareholder interactions, in addition to organizational structure, natural resources’ access and brand awareness, among others (Schneider, 1995, p.70). Environmental scanning of the external organizational environment focuses on the analysis of the industry/immediate environment, national, and macro-environments. Analysis of the industry environment appraises the competitive Environmental Scan Paper The business environment of an organization reveals much about its competitiveness and the possible influences on the success of its strategies. The focus of this paper will be an environmental scan of the internal and external environments of two real-world firms, their competitive advantages and company strategies for creating value and sustaining competitiveness, measurement guidelines for verifying strategic effectiveness and their evaluation. Internal and External Environments Environmental scanning of the internal organizational environment focuses on company culture, employee-employee, manager-employee, and manager-manager, manager-shareholder interactions...
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...NEGOTIATION CASE CRISTIANO v/s REAL MADRID FC Module: Negotiation 1 (7FFLA572) Candidate number: P07352 Words: 5756 CRISTIANO v/s REAL MADRID FC Confidential Instructions for Ricardo Kaka, Agent for Cristiano You are the founder of one the biggest professional sports agencies in the world. You grew up in the back streets of Porto, Portugal and through hard work made it to Harvard Law School, where you specialized in sports law. While studying at Harvard you became extensively involved in the Harvard Negotiation Project thereby excelling at conflict resolution and negotiation. Armed with this knowledge you went back and applied it where it truly interested you-football. With determination and relentless resolve you became a much sought after football agent. In fact the media started labeling you and some others as ‘super-agents’ because of your ability to find raw talent from South America and Portugal and get them to the promise land (‘big clubs’ and ‘big bucks’). In 2009 your attention was brought to Cristiano, a truly world-class football player from Brazil with enormous potential. Using your connections, ability to speak the language and the fact that Cristiano, like you hailed from a modest background you signed him as a client. From a young age Cristiano has been playing football at the highest level, hence you engineered one of your greatest moves, which saw him transfer from his local Brazilian league to the big leagues of Europe. Success has followed...
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...M. George / Marketing – Real People, Real Choices, Solomon / Marshall / Stuart Essentials of Contemporary Management Chapter 1 What is Management? – The Management Process Today Management is the planning, organizing, leading and controlling of human and other resources to achieve organizational goals efficiently and effectively Achieving high performance: a manger’s goal Organizational performance is a measure of how efficiently and effectively managers use resources to satisfy customers and achieve organizational goals. Efficiency is a measure of how well or how productively resources are used to achieve goals; o Organizations are efficient when the amount of input resources or the amount of time needed to produce a given output of goods or services is minimized Effectiveness is a measure of the appropriateness of the goals that managers have selected for the organization to pursue and of the degree to which the organization achieves its goals o Organizations are effective when appropriate goals are chosen and achieved High effectiveness Low efficiency A product that the customer want, but that is too expensive for them to buy A low-quality product that customers do not want High efficiency A product that customers want at a quality and price that they can afford A high-quality product that customers do not want - Low effectiveness Managerial Functions … are planning, organizing, leading and controlling → how well managers perform these functions determines...
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...of a primary asset. The primary asset has a claim on the real assets of a firm, whereas a derivative asset does not. 3. Asset allocation is the allocation of an investment portfolio across broad asset classes. Security selection is the choice of specific securities within each asset class. 4. Agency problems are conflicts of interest between managers and stockholders. They are addressed through the corporate governance process via audits, compensation structures and board elections. 5. Real assets are assets used to produce goods and services. Financial assets are claims on real assets or the income generated by them. 6. Investment bankers are firms specializing in the sale of new securities to the public, typically by underwriting the issue. Commercial banking processes the financial transactions of businesses such as checks, wire transfers and savings account management. 7. a. The factory is a real asset that is created. The loan is a financial asset that is created by the transaction. b. When the loan is repaid, the financial asset is destroyed but the real asset continues to exist. c. The cash is a financial asset that is traded in exchange for a real asset, inventory. 8. a. No. The real estate in existence has not changed, merely the perception of its value. b. Yes. The financial asset value of the claims on the real estate has changed,...
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...A successful manager is one that leads his company to a stated objective by using all means available for accomplishing it by known procedures, guidelines and resources accessible. In order to reach this concept four functions are recognized. The four functions of management stated are planning, organizing, leading and controlling. Each of these functions helps the manager in a specific manner to aid in his managerial role. Many recommend following these four steps in order to achieve the success anticipated for future plans of the company. All four of these functions need to be given an equal amount of time as they are important elements in any organization field. For the sake of this paper will use the Real Estate profession for example. The Four Management Functions and how they relate to Real Estate: Planning Planning is the first tool of the four functions in the management process. The difference between a successful and unsuccessful manager lies within the planning procedure. Planning is the logical thinking through goals and making the decision as to what needs to be accomplished in order to reach the organizations’ objectives. Managers use this process to plan for the future, like a blueprint to foresee problems, decide on the actions to evade difficult issues and to beat the competition. (Bateman, Snell, 2009). Planning is the first step in management and is essential as it facilitates control, valuable in decision making and in the avoidance...
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...1. EXECUTIVE SUMMARY DUNE real estate manager is a privately owned company that begun its operations in the year 2013 through buying undeveloped land and subdividing it into small manageable pieces of land to accommodate the customer needs. Its major operations are in Kakamega County of the great western region. The major function of the DUNE real estate manager consists of land management and land development. The company is in the process of conducting feasibility study on the two neighbouring counties with the aim of venturing into the new markets of Bungoma and Busia Counties. Land management entails acquiring, managing and disposing of the County’s real estate holdings both public and private in support of corporate and community objectives. Land development is a process which transforms raw land owned by the County as well as private land, into serviced, developable parcels. The activities related to this process includes planning, marketing and selling lands for a variety of uses, including, but not limited to residential, industrial, institutional, recreational and commercial. DUNE real estate manager continues to be Kakamega’s most popular residential land subdivision development company, as there are few players in the market. In 2013 DUNE released 20 lots in two Phases. This will bring the total number of developed lots to 15 since the subdivision started in 2013. Looking forward, we have been putting a great deal of effort into working with County internal land...
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...Managerial Finance | Use of Real Options Theory in Financial Management/Modeling | Tiffany Allen | BUS 650 | Prof. Achilles | 11/14/2011 | | Abstract In business, as in life, you always have options to choose from. In today's extremely unstable market, managers realize how incredibly risky some investment opportunities can be, and how useful a flexible strategy can be. Using real options theory, managers can more effectively analyze opportunities to pursue, delay, modify, or abandon projects as events unfold. This paper analyzes the use of real option theory in financial management and modeling. It discusses issues included in the implementation of the theory in financial management and modeling. It explains new learning in real option theory and a case study that was able to apply the theory along with the application of the theory to my current business which has helped me understand real option theory. Use of Real Options Theory in Financial Management/Modeling The Real Option Theory has struck some interest with managers in the last couple of decades. Back in the day, companies had plenty of time to make decisions to make changes when they felt it was necessary. Now, if they take their time deciding on changes, chances are by the time they finally make a decision, another company has already made the move. Times have change and especially with how the economy is today, it’s a “Dog Eat Dog World” and in this competitive market, you...
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...Debra Fowler-Mills Soc.120 Real Estate/Property Management Instructor: Richard Abshier August 26, 2012 Rental Apartments and Homes, Management In apartment and housing rentals the management and staff deal with all kinds of people from vendors, contractors, tenants, and possible tenants. The management and staff must conduct themselves in an ethical manner. As in life sometimes, have to bite our tongues, as not to offend anyone, you should also remember that any information obtained is private should be kept private. Never give this information to another tenant or client. Your integrity and the company that you work for is very important. putting the ethics and integrity at risk could cause you to lose your job or even be sued by the person who`s information you talked about or gave out. Making sure that the property is safe for all to live in, and is a safe hazard, free environment for a family to live. Remembering to continue getting education on new ways of providing correct information and knowing what to do in different circumstances. Like all things in life we have ethics and values that we should follow. When working in Property Management you have all kinds of people you must deal with. Conducting the day to day business brings many challenges that we must make choices, Making the ethical choice is easy when you follow the Code of Ethics of the Accredited management organization (AMO). (Symmonds 2012). There are so many areas to cover in Rental apartments...
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...NAME OF THE MODULE: MODULE CODE: SUBMITTED TO: DEPARTMENT: NAME OF THE UNIVERSITY: YEAR: TABLE of CONTENTS 1. INTRODUCTION: 5 2. BODY OF THE CURRENT TOPIC: 6 2.1 The Key Issue of Facilities Management: 6 2.2 Strategic function of Facilities Management: 6 2.3 Role of Facilities Management in Property Management: 7 2.4 Facilities Management in the direction of Financial Resource Trial: 8 2.5 Role of Facility Manager in Property Management: 8 2.6 The Evolving Role of Facility Management: 9 3. CONCLUSION and RECOMMENDATION: 10 LIST OF FIGURES Figure 1: ROLE OF FACILITY MANAGER IN INTEGRATED INFORMATION SYSTEM. SOURCE: El-Haram and Agapiou, (2002). 10 Figure 2: USE OF CAFM SOFTWARE IN PROPERTY AND FACILITIES MANAGEMENT. SOURCE: http://www.manageengine.com/products/facilities-desk/. 11 ABSTRACT The current assignment aims to provide relevant information to the readers regarding the concept of facilities management, its role in property and real estate corporations, its strategic functioning and the key issues which are taken care by it. Amongst the key issues, several concepts like safety and security, cost cutting, maintenance is of prime importance in the property handling. Until now people have been more concerned with the property management issues but they haven’t really focussed on the bigger interest which considers maintenance, safety, security and other environmental facts. The facility...
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...CHAPTER ONE GENERAL INTRODUCTION 1. INTRODUCTION Real estate can be described as Property consisting of land and the buildings on it, along with its natural resources such as crops, minerals or water, immovable property of this nature, buildings or housing in general. Estate management is the operation, control, and oversight of commercial, industrial or residential real estate, usually on behalf of an owner. Management indicates a need for the property to be cared for, monitored and accountability given for its usable life and condition. This is much similar to the role of management in any business. This involves the processes, systems and manpower required to manage the life cycle of all acquired property as defined above including acquisition, control, accountability, responsibility, maintenance, utilization, and disposition. One important role of a Property Manager is that of liaison between the Owner of record and the actual tenant/lessee, providing a buffer for those owners who desire to distance themselves from their tenant constituency Other roles of the Property Manager include gathering data on tenant payment habits as well as maintaining and keeping records about tenant contacts, lease terms, property features, security deposits and payment history. 1.2 STATEMENT OF THE PROBLEM Property Managers encounter a number of problems when performing their role of estate management. These are discussed in brief...
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...CHAPTER 18. GREAT LEADERS: STYLES, ACTIVITIES, AND SKILLS I. PURPOSE AND TEACHING OBJECTIVES To present various findings on the styles of leadership and how they contribute to leader effectiveness; to relate implications from classic studies and modern theories of leadership; to discuss the research findings on leadership roles and activities, especially as they relate to successful and effective leaders; and to identify and analyze the skills needed for effective leadership of today’s organizations. II. TEACHING NOTES AND REVIEW OUTLINE A. Leadership roles are changing in today’s dynamic, global environment. 1. Experts state that five key leadership roles will be essential for successful managers in the next decade: a. providing a strategic vision to motivate and inspire; b. empowering employees; c. accumulating and sharing internal knowledge; d. gathering and integrating external information; and e. challenging the status quo. 2. New trends, such as telecommuting, virtual organizations, and technological advances, affect the practice and study of leadership. B. A leader’s “style” refers to the way in which he or she influences followers. Classic studies and modern theories have implications for leader style. 1. The Hawthorne studies and McGregor’s Theories X and Y delineation drew attention to the need for humanistic...
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...traded or private. 2. A second principle was to hold a diversified portfolio. 3. A third principle was to seek opportunities in less efficient markets. 4. Fourth, Swensen believed strongly in utilizing outside managers for all but the most routine or indexed of investments. 5. Finally, the Yale philosophy focused critically on the explicit and implicit incentives facing outside managers. For Yale, it focus more on the financial area that is less competitive and full of potentially rewarding, such as the private equity and venture capital. It pay less attention on the stock and bonds. 6. Real Asset Real asset is the long-term asset. First of all, the real asset has low correlation with common stock. Real asset is very different from the marketable securities. As a result, the real asset is low correlated with the marketable securities. Also, real asset can partially protect the investment from financial crisis. Additionally, the real asset can protect the return from the inflation. Real estate can protect the return from the home price sharply rising. The investment in oil and gas can resist the energy-related inflation. What’s more, real asset is quite inefficient. Therefore, it will generate high return if Yale can find right managers with the right strategies and the right incentives...
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...CHAPTER 1: THE INVESTMENT ENVIRONMENT CHAPTER 1: THE INVESTMENT ENVIRONMENT PROBLEM SETS 1. Ultimately, it is true that real assets determine the material well being of an economy. Nevertheless, individuals can benefit when financial engineering creates new products that allow them to manage their portfolios of financial assets more efficiently. Because bundling and unbundling creates financial products with new properties and sensitivities to various sources of risk, it allows investors to hedge particular sources of risk more efficiently. 2. Securitization requires access to a large number of potential investors. To attract these investors, the capital market needs: 1. a safe system of business laws and low probability of confiscatory taxation/regulation; 2. a well-developed investment banking industry; 3. a well-developed system of brokerage and financial transactions, and; 4. well-developed media, particularly financial reporting. These characteristics are found in (indeed make for) a well-developed financial market. 3. Securitization leads to disintermediation; that is, securitization provides a means for market participants to bypass intermediaries. For example, mortgage-backed securities channel funds to the housing market without requiring that banks or thrift institutions make loans from their own portfolios. As securitization progresses, financial intermediaries must increase other activities such as providing short-term liquidity...
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...investors to manipulate the short-term stock price of a company to serve their own self-interests while damaging the well-being of long-term investors. They’re more like day-traders than those investors in it for the long haul. Their objective is often just to raise the stock price long enough to get out. Management and long-term investors must stiffen their backbones to resist such tactics, which are detrimental to the overall well-being of a company for seven reasons. First, activists have the wrong time-horizon, focusing on the short-term rather than the long –term. Capitalism desperately needs managers to focus their attention on creating value for their customers and the economy through sustained effort over the medium-term. Activists pursue the maximization of shareholder value as reflected in the current stock price, which leads to negative results, such as destroying real shareholder value. According to Marc Benioff, Chairman and CEO of Salesforce [CRM], this theory of business is “wrong. The business of business isn’t just about creating profits for shareholders – it’s also about improving the state of the world and driving stakeholder value.” He has been joined by others in criticizing the goal of maximizing shareholder value, including former chairman and CEO of General Electric Jack Welch, Vinci Group chairman and CEO Xavier Huillard, CEO of Unilever Paul Polman, and co-CEO of Whole Foods John Mackey. Second, the goal of activists, to extract value from companies...
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...himself could not move quickly—he had been on crutches since an injury in the Yale Summer League championship softball game against the Biological and Biomedical Sciences team earlier in the month—the remainder of the staff was moving rapidly, whether leafing through online data or consulting with their peers about prospective investments. Swensen had every reason to feel content, despite his recent injury. The endowment had just completed another spectacular year, having grown to $18 billion (up from $1 billion when he had taken over the office). Yale had developed a rather different approach to endowment management, including substantial investments in less efficient equity markets such as private equity (venture capital and buyouts), real assets (real estate, timber, oil and gas), and “absolute-return” investing. This approach had generated successful, indeed enviable, returns. Swensen and his staff were proud of the record that they had compiled and believed that Yale should probably focus even more of its efforts and assets in these less efficient markets. But his thoughts turned to the larger challenges associated with the management of the university’s endowment. The very success of their strategy had generated new questions. How far did they think Yale should or could go in this direction? How should they respond to the growing popularity of the approach they had chosen? Given the turbulent times that private equity funds were facing, should this asset class continue to play...
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