...Managing the brand Even though the there has been a significant level of marketplace change within the last thirty years, the principles that involve in management have not changed. But the capacities to understand and implement the principles of companies have significantly improved. The role of the top management It is a core task of the top management to generate and maintain a culture and business atmosphere where improved understanding of the consumer is the driving force for the team entrusted with management of the brand. Managing brands for value creation According to the research which was carried out by Booz Allen Hamilton and Wolff Olins, they have found that there are three categories of companies. These companies were categorized in a way that how each company has identified the importance of brands in their success. The three types are briefly described below. * Brand-guided companies: These companies have identified that brand is so important for the success of their business and therefore to have a reasonable management of brand. They have established a common understanding of what they stands for and therefore have assigned clear brand ownership at top management level [1]. * Emerging brand companies: These companies have not yet fully recognized the importance of brands in success. They are developing a common understanding of their brands. Therefore we can expect them to be a brand-guided company over the next five years. * Brand-agnostic...
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...basic vocabulary and explanation list used in the rest of the book. We are introduced to Command and Control Organizations (CCOs), High Involvement Organizations (HIOs), and the approach that the book will focus on Sustainable Management Organizations (SMOs). We are given a general summary of the shortcomings of the former two systems or management, as well as a summary of why the reset is needed and the major components required to sustain the change. The new SMO approach employs the concepts that; They do not fear change, they embrace it, they value people, both employed and served, they actively support social well being, they consider the communities in which they operate equal to the profits and bottom lines they seek to achieve. The SMO concepts of “Organizational effectiveness” and the four core issues to “The Way Organizations Are Managed” are introduced in this section, and are the key concepts discussed throughout the rest of the book. Organizational effectiveness states sustainable effectiveness should be achieved in three areas: people, planet, and profit, also known as the “triple-bottom line.” The performance should be evaluated using two questions. “Does the organization generate sustainable outcomes and act responsibly toward all stakeholders?” and “Can the organization sustain effectiveness?” The four core issues of the way organizations are managed must fit business model and be sustainably effective. The core issues are used to section the remainder of the...
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...Oxford University Press | Online Resource Centre | Multiple choice questions We use cookies to enhance your experience on our website. By clicking 'continue' or by continuing to use our website, you are agreeing to our use of cookies. You can change your cookie settings at any time. Continue Find out more Combe: Introduction to Management Chapter 1: Multiple choice questions Instructions Answer the following questions and then press 'Submit' to get your score. Question 1 In what order do managers typically perform the managerial functions? a) organising, planning, controlling, leading b) organising, leading, planning, controlling c) planning, organising, leading, controlling d) planning, organising, controlling, leading Question 2 Who of the following is the industrial philanthropist? a) Frederick Taylor b) Seebohm Rowntree c) Henry Ford d) Max Weber Question 3 Which one of the following is not one of Drucker's five guiding principles of management? a) Making people's strengths effective and their weaknesses irrelevant. b) Enhancing the ability of people to contribute. c) To operate the organisation's status system. d) Integrating people in a common venture by thinking through, setting and exemplifying the organisational objectives, values and goals. Question 4 What are the three interpersonal roles of managers? a) Figurehead, leader and liaison b) Spokesperson, leader, coordinator c) Director, coordinator, disseminator d) Communicator, organiser, spokesperson Question 5 At what...
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...change management organizational and personal change management, process, plans, change management and business development tips Here are some rules for effective management of change. Managing organizational change will be more successful if you apply these simple principles. Achieving personal change will be more successful too if you use the same approach where relevant. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change. See also the modern principles which underpin successful change. Refer also to Psychological Contract theory, which helps explain the complex relationship between an organization and its employees. Do not 'sell' change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success,...
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...humanistic, systems, contingency) and contrast them with post-modern ideas of management Introduction As any other activity managing an organization has got various approaches to rely on. To be successful managers have to possess enough knowledge on different approaches to management and discriminate them from one another, perceive advantages and disadvantages of each. In this work traditional approaches to management and post-modern ideas are present as well. Classical approach Classical concepts in management appeared in the end of 19th century. Manufacturing system at that period faced with tasks which were never taken into account before. Development of large and sophisticated organizations forced to search for new coordination and control methods. From this step evolution of modern management has started and as a result classical approach was established. This approach implied three specific areas: scientific management, bureaucracy organizations and administrative principles. Frederick Winslow Taylor suggested that low productivity which restrained economical development was caused by bad organization of labor and lack of scientifically-proved norms and standards. Moreover, decision-making must be based not on previous traditions and rules but on exact prescriptions made after thorough examining of specific situations. The main principles of scientific management, formulated by Taylor, are: * Developing a science as foundation for replacing old-fashioned working...
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...and marker team – we have designed a professional finance training and development solution that is second to none. I commend this revised CIMA Professional Qualification to you. It will be examined for the first time in 2010, so there is plenty of time to absorb the exciting changes contained in the pages that follow. A qualification focused on the future – fit for purpose, relevant and unique I am honoured to introduce the new 2010 Chartered Management Accounting Qualification to all of our stakeholders. With seismic shifts occurring in the world’s economy, coupled with accelerating concerns about the sustainability of our planet, never before has there been a greater need for organisations to train and develop their people to manage the impact of these changes. With this revised qualification CIMA remains true to its long and proud history of providing finance professionals with a difference – Chartered Management Accountants – who combine management and finance skills in a unique way and who fully understand the businesses they are working in. While we respect and learn lessons from the past, through this qualification we prepare our future members to be focused on the future: driving value; managing performance; understanding how organisations are best led and inspired; and helping to sustain vibrant business and government. We provide a strong grounding in international accounting and...
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...their support, the fewer votes are needed to win. Ultimately there will always be a mismatch between votes cast and seats won unless every voter supports one candidate, since there is only one seat to win. Each candidate must consent to nomination and must be supported by at least ten registered electors who live in the constituency. There are few prohibitions on candidacy but a potential Roles and responsibilities for climate change in Australia Paper released at the second meeting of the Select Council on Climate Change. Introduction Governments at all levels, businesses, households and the community each have important, complementary and differentiated roles in adapting to the impacts of climate change. As with current risk management in Australia, local initiative and private responsibility will be at the forefront of climate change adaptation in Australia, with the most significant benefits flowing directly to those who plan well to adapt to anticipated changes. This document sets out the principles for the management of climate-change risks,...
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...recognises the value of good governance and believes that a high standard of corporate governance will deliver long-term sustainable shareholder value. The Board is committed to ensure good corporate governance practices are applied throughout the Company and its subsidiaries (“the Group”). This Statement sets out the key aspects of how the Company has applied the Principles and Recommendations of the Malaysian Code on Corporate Governance 2012 (“MCCG 2012”) during the financial year ended 31 March 2014 and any non-observation of the Recommendations of MCCG 2012, including the reasons thereof, has been included in this Statement. Principle 1 – Establish Clear Roles and Responsibilities 1.1 Clear Functions of The Board and Management The Board leads the Group and plays a strategic role in overseeing the Group’s corporate objectives, directions and long term goals of the business. The Board is responsible for oversight and overall management of the Group. The Board Committees are established to assist the Board in discharging its responsibilities. The Board delegates specific responsibilities to three (3) principal Committees, namely the Audit Committee, the Nomination Committee and the Remuneration Committee. All committees have written terms of references and operating procedures and the Board receives reports on their proceedings and deliberations. The Chairman of the respective Committees shall report the outcome of their meetings to the Board. Minutes of...
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...legislation and managing diversity approaches. Discuss. Equality is the complicated theory to explain because of the wide variety of meaning attached to concept. Depends on the article of Jewson and Mason’s (1986), they express the equality in liberal and radical approach. In the liberal view, equal opportunity, this exists when all individuals are freely able to compete for social rewards. As Webb (1977) said, the liberal approach which is according to a belief in the rights of the individual to universally possible standards of justice and citizenship. The emphasis is on the individual, for example job selection should be focus on the merit of individual which performs fairly. On the other hand, the radical approach is to achieve not only the equal opportunity, but also the equal outcome. Compare to liberal approach, the focus of the radical approach is not on individuals, but on groups. “The ideal of the radical approach is a situation where every workforce is representative of all the social groups available to it” (Kaler, 2001: 53). For instance, although individual who is the group representative, the principle of selection will not choose the merit alone. To conclude, equality can be theorized in liberal and radical approach. Regard to the complicated conception of equality, to get the equal opportunity in employment which also is a complex and huge progress. It requires a mix of affirmative action legislation, anti-discrimination legislation and managing diversity approach...
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...Interpretation is an important component as a means of influencing or even changing environmental attitudes and/or behaviour of visitors to protected areas. The two important components are communicating ideas and enriching visitor experiences. This essay will define interpretation and discuss the effectiveness of interpretation as a means of influencing or even changing environmental attitudes and/or behaviour of visitors to protected areas and evaluate the roles of tourism and environmental agencies in managing & controlling the impacts of tourism in protected areas. For the purpose of this research more visitor-focused definition will be used. Definition of Interpretation There are two ways to describe interpretation. The first would be listing the forms of interpretation. For example: information centre, guide walk and tour, guidebook, brochures and signs or pamphlets that provide information of the protected areas The example given above could be suggested that interpretation incorporates all the various ways in which organizer seek to communicate with their visitors. It is also sometimes refer to as visitors’ education. Recently interpretation has been use as a recognized element of other types of attraction such as theme parks. The increase usage of interpretive activities reflects growing competition between attractions and increasing expectations from visitors. (Harris, 2005) Given the wide range of places where interpretation is used, it is not surprising to...
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...Leadership reflective journal As a leader, I will empower others by encouragement, providing the right tools, cultivating a vision that includes everyone, individually and collectively to take ownership. I will admit to my short comings when needed. I will inspire others to act through my actions and words, both oral and written. I will constantly seek to challenge myself and develop as a leader at the same time, I will support and mobilize others to do the same. I have learned how to motivate others using examples and excitement. The leadership theories that support my plan are both Transformational and Transactional. My leadership strengths and weaknesses are clear after taking the required assessments and they required me to become transparent. I am now a leader constantly learning and growing into the leader I envision in the future. My action plan for accomplishing my future leadership goals are specific, realistic, and measureable. I will use my plan to accomplish my future goals as a leader and constantly assess my progress. Strategic planning reflective journal Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction in response to a changing environment. It is a disciplined effort that produces fundamental...
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...emphasis is placed on the inter-related nature of ethics, moral, legal, and social issues in managing individuals, groups, and the organization within a business environment. Policies Students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials DeGeorge, R. T. (2010). Business ethics (7th ed.). Upper Saddle River, NJ: Prentice Hall. Trevino, L. K., & Nelson, K. A. (2007). Managing business ethics: Straight talk about how to do it right (4th ed). Hoboken, NJ: John Wiley & Sons. All electronic materials are available on the student website. Week One: Fundamentals of Business Ethics | | Details | Due | Points | Objectives | 1.1 Differentiate between ethical and moral issues. 1.2 Compare personal ethics and business ethics. 1.3 Identify common ethical problems in business. | | | Readings | Read Ch. 1 of Business Ethics.Read Ch. 1–3 & 5 of Managing Business Ethics. | | | Participation & Discussion Questions | Participate in...
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...the Tools. Profit. Factory Physics® Principles for Managers—Fourth in a Series A series of articles designed to help managers and executives better control and optimize their operations through a solid understanding of the practical science that governs their environments. Managing Variability Variability is an unavoidable fact of life that is best managed through understanding the tradeoffs it presents. Variability is a double-edged sword—it can be good, e.g. having more than one product to offer to your customers, or variability can be bad, e.g. machine breakdowns or order cancellations. As an executive, your strategic solutions for managing variability in your environment are two fold: First, determine the amount of “good” variability that you require to be successful in your market and Second, determine the lowest cost combination of buffers (inventory, capacity and time) and efforts at reduction of “bad” variability to ensure you succeed in your market. For most manufacturing and supply chain managers, the luxury of setting demand levels and product offerings is not one of your options. However, Factory Physics principles provide practical scientific relationships such as the VUT equation and practical buffer management strategies for getting the best possible performance out of the operations in your span of control. In any case, the key to success is in understanding the effects of variability on value stream behavior and then managing the tradeoffs to your advantage. To...
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...governance practices for 2014, including compliance with the ASX Corporate Governance Council’s Corporate Governance Principles and Recommendations for the year ended 31 December 2014 and as at the date of this Annual Report. A graphical representation of Caltex’s Corporate Governance Framework (CG Framework) is set out below. Delegation MD & CEO Board Independent Advice • Independent legal or other professional advice Audit Committee • Audit Committee Charter OHS & Environmental Risk Committee • OHS & Environmental Risk Charter Oversight through reporting • External auditors External Auditor Policy • Internal Audit • Board Charter • Board Tenure Policy • Board Composition, Appointment, Induction & Election • Charter of Director Independence • Delegation of Authority • Performance Evaluation Process • Policy for Transactions with Chevron • Risk Management Summary • Continuous Disclosure Policy • Securities Trading Policy • Shareholder Communications Policy • Code of Conduct • Diversity and Inclusion Policy Human Resources Committee • Human Resources Committee Charter Delegation Accountability Accountability Assurance Delegation 4 Caltex Leadership Team (CLT) Nomination Committee • Nomination Committee Charter The CG Framework is regularly reviewed and updated in response to changes in Caltex’s business, Australian corporate governance practice and the law. 1. The Board 1.1 Role of the Board The...
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...Role and Importance of Organizational Accountability in Managing and Protecting Users’ Data October 2010 This document is provided “as-is.” Information and views expressed in this document, including URL and other Internet Web site references, may change without notice. You bear the risk of using it. This document does not provide you with any legal rights to any intellectual property in any Microsoft product. You may copy and use this document for your internal, reference purposes. You may not modify this document without written consent from Microsoft. Microsoft Corp. • One Microsoft Way • Redmond, WA 98052-6399 • USA All rights reserved. Contents The Evolution of Privacy Models in Computing .................................................................................... 1 The Principles of Accountability ......................................................................................................... 2 The Use–and-Obligations Model ........................................................................................................ 3 A Privacy Governance Framework ...................................................................................................... 4 Conclusion....................................................................................................................................... 5 1 The Role and Importance of Organizational Accountability in Managing and Protecting Users’ Data The Evolution of Privacy...
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