...understanding of how HR activities support an organisation’s strategy and assist the achievement of business objectives and how these are shaped by internal and external factors. This unit is suitable for persons who: are aspiring to, or embarking on, a career in HR/L&D are working in the field of HR/L&D in a support role and wish to develop their knowledge and skills have responsibility for HR/L&D activities and decisions within an organisation without a specialist function are employees or independent consultants within the field of HR/L&D wish to understand the role of HR/L&D in the wider, organisational and environmental context. Learning outcomes On completion of this unit, learners will: 1 Understand the purpose of an organisation and its operating environment. 2 Understand the structure, culture and functions of an organisation. 3 Understand how HR activities support an organisation. 1 Equivalents in Ireland = 5; Scotland = 6 CIPD unit 3HRC - Version 2 - 17.03.10 1 Unit content Indicative content is provided for each of the learning outcomes of the unit. The content is neither prescriptive nor exhaustive but should enable achievement of the learning outcomes. 1 Understand the purpose of an organisation and its operating environment. Organisation context, purpose, aims and objectives: mission and strategy; organisational values, goals, products and services, customers; business and financial objectives. Impact of...
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...Assignment 4: Content Page p. Question 1: Balance Scorecard: 1-3 1. Introduction: 1 1.1 The importance of the balanced scorecard as a framework for setting 1-3 long term goals: 1.1.1. Financial Perspective: 1 1.1.2. Customer Perspective: 2 1.1.3. Internal Operations Perspective: 2 1.1.4. Innovation and Learning Perspective: 2 1.2. Balanced Scorecard efficacy as a strategic control tool: 2-3 1.3. Conclusion: 3 Question 2: Coca-Cola’s Strategies: 4-5 2. Introduction: 4 2.1. Coca-cola’s Strategies: ...
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...legitimacy of these multiple stakeholders renders this model a neo - pluralist model. ← This model emphasizes more on the human/soft side of HRM. ← Basically this is because this model emphasizes more on the fact that employees like any other shareholder are equally important in influencing organizational outcomes. ← In fact the interest of the various groups must be fused and factored in the creation of HRM strategies and ultimately the creation of business strategies. Source : Beer et al (1984 : 16) ← A critical analysis of the model shows that it is deeply rooted in the human relations tradition. ← Employee influence is recognised through people motivation and the development of an organization culture based on mutual trust and team work. ← The factors above must be factored into the HR strategy which is premised on employee influences, HR flows, reward system etc. ← The outcomes from such a set up are soft in nature as they include high congruence, commitment, competencies etc. ← The achievement of the crucial HR outcomes has got...
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...Article Summary and Critical Review Human Resource Management A New Mandate for Human Resources By Dave Ulrich 1 Summary In recent times HR has been perceived as ineffective, incompetent and costly. A need has been felt for creating a new role and agenda to focus on the outcomes and deliverables enrichinhg the organisations value to customers, investors and employees. The four ways which should be adopted by the HR are ← It should partener with the management in executing the strategy ← Develop an expertise in organizing and executing administrative work efficiently. ← Become a medium of transferring employes concerns to the management and develop means to increase employee contribution. ← It should become a change agent, shaping processes and cultures for facilitating change in the organization. The primary role of transforming the HR role lies on the CEO and all line managers who have the main responsibility of achieving the business goals. Thus the line and the HR should form a partnership to make it focused on outcomes rather than activities. 1 Reasons for increase in importance of HR HR can play leadership role in meeting the following competitive challenges Globalisation – The HR must develop understanding and skills in ways of international customers, commerece and competition. It should facilitate the organization in increasing its...
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...Business Strategy of Sandoz Bangladesh Term Paper on Business Strategy of Sandoz Bangladesh Submitted to Professor A K M Saiful Majid Course Instructor, Business Strategy (W650) Submitted by M Nakibur Rahman, Batch: 43D, Roll# 55 Wazedur Rahman, Batch: 46D, Roll# 143 Institute of Business Administration University of Dhaka 13 June 2013 Dr. A K M Saiful Majid Professor Institute of Business Administration University of Dhaka Dear Sir: We are pleased to submit our term paper on “Business Strategy of Sandoz Bangladesh” as per your kind guidance and instructions to fulfill the course requirements. Working for the paper had been of great learning experience for us. This project gave us the opportunity to analyze a real life sector that we could relate with the theoretical issues studied in the Business Strategy course. We are open to your queries and feedback regarding this report. Yours truly, Mohammad Nakibur Rahman Roll: 55, Batch: 43D Wazedur Rahman Roll: 143, Batch: 46D i Table of Contents Executive Summary ....................................................................... iii 1. Introduction ............................................................................. 1 1.1 1.2 Objective ................................................................................................................................. 1 Scope .............................................................................................................
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...University NSW 2109 ariescoordinator@gse.mq.edu.au (02) 9850 8597 2 Contents Introduction ............................................................................ 4 Methodology ............................................................................ 5 Background ............................................................................. 5 Approaches to Learning and Change at YVW .................................... 6 Creating a more innovative organisational culture.....................................6 Integrating environment as a strategic issue............................................7 Sustainability tools ..........................................................................9 The Natural Step................................................................................... 9 Life Cycle Assessment ...........................................................................11 Collaborative learning through stakeholder engagement ........................... 12 Linking culture, strategy and mechanisms for learning and change ......13 Organisational learning ................................................................... 14 Conclusion .............................................................................16 References.............................................................................16 Appendix: Yarra Valley Water Awards ...........................................17 2009-2010 ..............................................................
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...B2GLOBAL PROGRAMME BTEC LEVEL 5 HND DIPLOMA IN BUSINESS UNIT SYLLABUS |Assignment Due: | |. Assignment 1: Slot 10 | |. Assignment 2: Slot 38 | |The student must pass these Assignments to pass the course | |Unit Title: |Business Strategy | |Unit Code |A/601/0796 | |QCF level |5 | |Credit value |15 credits | |Pre-requisite | | |Instructor | ...
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...challenges include the maintenance of ageing water and sewage infrastructure in established areas and the development of new infrastructure in the rapidly expanding northern suburbs of Melbourne. The organisation's capability and commitment to delivering sustainability outcomes has been demonstrated at a practical level through the implementation of innovative projects. Its contribution as a leader has been recognised through public sustainability awards at state, national and international levels. YVW's ability to consistently deliver innovative projects and to demonstrate sustainability leadership in the water industry is the outcome of a decade-long focus on organisational learning and change. This case study describes three inter-related aspects of YVW's approach: 1. Organisational culture. Since 2001, YVW have been implementing management initiatives to create a more open and collaborative organisational culture that has fostered innovation and creativity. 2. Integration of environment as a strategic issue. In 2003 YVW established “environment” as one of four key elements of the organisation's strategic intent and continued to integrate environmental considerations into core business decisions. 3....
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... he was assigned as an interpreter and translator. Higgins returned to college then graduating his college, work in management and joined Weaver. After a year in the company training program, he was assigned to Japan. Higgins's tasks included troubleshooting with major Japanese customers, attending trade meetings, negotiating with government officials, conducting marketing research, and helping with day-to-day administration. But, then Prescott felt that Higgins lost the U.S. point of view and substantial loss of administrative effectiveness due to the syndrome of “Going Native”, means to take on some of the culture traits of the people around you, often said of people who go to foreign. Through extensive culture and language studies he emerges as one of the strongest assistants that Prescott ever had. Higgins quite literally falls in love with the Japanese culture and tradition and over a period of time adopts all of their cultural and professional traits in his personal and professional behaviour. This works well for both the Japanese who being to trust him as well as the Americans who use him for negotiations and deals until the time that Higgins becomes emotionally connected to all the people around him and begins rallying for their cause against his own boss. This puts his boss Prescott in a pickle about the future course of action to follow. He is disappointed that that Higgins is no longer “American” in his ways and thoughts and that he has become more an adversary than...
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...the Chinese market and recommend entry strategies for Red Bull. This report focuses on analyzing the economic, political and legal, and culture environment. By analyzing the three environments one by one, some outcomes have been found and entry strategies are recommended. Major outcomes are: a. China has perfect market for Red Bull expansion. b. China has a lot of methods for transport the products. c. China’s political system and legal system are different from international political and legal system. d. China has a unique culture background. In addition, entry strategies have been formed for aim at outcomes. The strategies are: a. more selling with low price. b. Reduce the cost of transport cost. c. Create good relationship with government. d. Expansion with study the host country’s culture. Recommendations have been made that, if implemented, should help Red Bull achieve on expansion to China. TABLE OF CONTENTS Item Executive summary 2 1. Introduction 4 2. Background 4 3. Market Analysis 4 1. Economic Environment 4-5 2. Political and Legal Environment 5-6 3. Culture Environment 6-7 4. Outcomes and potential implications to the company...
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...Global Marketing Level 6 44-6979-00L-A Module handbook 2014 to 2015 Module leader: Giovanna Battiston g.battiston@shu.ac.uk Stoddart 7241 0114 225 5260 Contents 1. | Welcome to global marketing | Page 3 | 2. | Code of conduct | Page 4 | 3. | About your module | Page 5 | 4. | Teaching and learning strategy | Page 6 | 5. | Resources for reading and research | Page 7 | 6. | Assessment | Page 8 | 7. | Lecture and seminar programme | Page 11 | 8. | Module prize | Page 37 | 9. | The SHU Marketing Student Society | Page 38 | 10. | Appendices:Task one assessment criteriaTask two assessment criteria | Page 39Page 41 | Welcome to global marketing Contact details Module leader: Giovanna Battiston g.battiston@shu.ac.uk Stoddart 7241 0114 225 5260 Your seminar tutor: Learning time: On the successful completion of this unit you will receive 20 credit points at level 6. As in all units you are expected to devote 150 hours learning time to this unit, some of which will comprise lectures and seminars. These will be important for introducing and discussing new materials and for you to gauge your level of understanding of the subject. You will need to spend several hours per week in private study getting to grips with the pre-seminar tasks and necessary post-lecture reading and the associated activities. It is expected that the remainder of the time will be spent on assessment related activities such as reading and...
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...CURRICULLUM - TERM II 1. Module Title: Production and Operations Management 2. Module Description: The module employs a systems approach to examine the production and information systems of organisations, with a focus on the integration of transformation activities of firms to produce goods and services and the information systems that link these processes. Throughout the module the use of information technology to carry out these functions and improve operations will be emphasised. This module is also intended to be a survey of the operating practices and procedures found in both manufacturing and service delivery firms. It will focus on those business processes and procedures used to transform various inputs into finished goods and services. The value added aspects of Operations Management such as purchasing, material requirements planning, inventory control and project management are also covered. 3. Learning Outcomes: Upon successful completion of the module the students will be able to: describe how organisations can reduce waste and improve quality. explain the impact and importance of the customer-supplier-competitor relationship within business operations. apply quantitative tools and techniques for planning, predicting, measuring and monitoring operations. base strategic decisions on information derived from these tools and techniques. understand the relationship between operations and each of the other major business functions such as Marketing...
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...Business Driven Information Systems 2e CHAPTER 1 INFORMATION SYSTEMS IN BUSINESS McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved 1-2 Chapter One Overview • SECTION 1.1 – INFORMATION SYSTEMS IN BUSINESS – Information Technology’s Role in Business – Information Technology Basics – Roles and Responsibilities in Information Technology – Measuring Information Technology’s Success • SECTION 1.2 – BUSINESS STRATEGY – Identifying Competitive Advantages – The Five Forces Model – Evaluating Business Segments – The Three Generic Strategies – Creating a Business Focus – Value Chain Analysis – Targeting Business Processes SECTION 1.1 INFORMATION SYSTEMS IN BUSINESS McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved 1-4 LEARNING OUTCOMES 1. Describe the functional areas of a business and why they must work together for the business to be successful 2. Explain information technology’s role in business and how you measure success 3. Compare management information systems (MIS) and information technology (IT) and define the relationships among people, information technology, and information 1-5 LEARNING OUTCOMES 4. Compare the responsibilities of a chief information officer (CIO), chief technology officer (CTO), chief security officer (CSO), chief privacy officer (CPO), and chief knowledge officer (CKO) 5. Explain the gap between IT and the business, along with the primary reason this gap exists 1-6 INFORMATION TECHNOLOGY’S...
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...MGT 300 Midterm Review Questions Chapter 1 1. What is organizational performance and what is its relationship with efficiency and effectiveness? Organizational performance: a measure of how efficiently and effectively managers use organizational resources to satisfy customers and achiever organizational goals. Efficiency: A measure of how well or productively resources are used to achieve a goal Effectiveness: A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals. 2. Explain the following terms: strategy, low-cost strategy, and differentiation strategy Strategy: A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals. Low cost strategy: a way of obtaining customers by making decision that allow an organization to produce goods or services more cheaply than its competitors so it can charge lower prices than they do Differentiation strategy: To deliver to customers new, exciting, and unique products 3. What does the managerial function of organizing involve? What is its outcome? Organizing: structuring working relationships so organization members interact and cooperate to achieve organization goals. Outcome: The outcome of organizing is the creation of organization structure Organization structure: a formal system of task and reporting relationships that coordinates and motivates organizational members so they...
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...Human Resource Planning Assignment - 1 Due Date: 14th March, 2016 CHAPTER 1: STRATEGIC STRAFFIN In this chapter, you learned that the strategic staffing process guided by hiring goal that are clearly linked to an organization's strategies and objectives. The goal of strategic staffing is to enable the organization to better execute its business strategy. There are two types of staffing goals: process goals and outcome goals. Process goals relate to the hiring process itself, and outcome goals apply to the product of the hiring effort. Table 1-2 gives examples of both types of staffing goals, and Table 1-3 gives you some questions to consider in setting appropriate staffing goals. Your consulting assignment for Chapter 1 is to identify realistic long-term and short-term process and outcome goals for staffing of sales associate positions at Chern's. Be sure to relate your goals to the firm's business strategy and explain why each is important and should be adopted by the company. CHAPTER 2: BUSINESS AND STAFFING STRATEGIES In this chapter, you learned about how a firm's business strategy and talent philosophy shape its HR strategy, which then influences the firm's staffing strategy. After Ryan and Ann learned about this process, they felt that the company needed to develop a more formal talent philosophy of its own to shape its HR and staffing strategy. They have asked you for your recommendations. Chapter 2 and Tables 2-4 and 2-5 should help you identify key components...
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