...MANCOSA(MANAGEMENT COLLEGE OF SOUTHERN AFRICA)ASSIGNMENT COVER SHEET | | Surname | TSHIOMA | First Name | THILIVHALI | Student Number | 110570 | Subject | PROJECT MANAGEMENT | Assignment Number | 6 | Tutor's Name | | Examination Venue | COLLEGE OF EDUCATION AT WITS | Date Submitted | 21 MARCH 2011 | Submission | First submission | X | Re-submission | | Postal Address | 4 Wilzen Road | | Modder East | | Springs | | 1559 | e-mail | quidditch@webmail.co.za | Contact Numbers | 011 730 6600 (work) | | N/A (Home) | | 079 600 8421 (Cell) | Course/ Intake | MBA Year 2- July 2010 | Declaration: I hereby declare that the assignment submitted is an original piece of work produced by myself. | Table of contents 1. | 1 | 1.1 The difference between the proposed project and Shell operations in Europe | 1 | 1.2 Typical activities of a business case | 6 | 2. | | 2.1. Project Charter for the PetroSA project | 9 | 2.2. The importance of a project manager to be employed early in the project | 10 | 3. Project life cycle | 12 | 4 | | 4.1 The importance of project selection methods | 15 | 4.2 Financial Projections/Models | 15 | 4.3 Project Management Knowledge Areas | 18 | 7. Bibliography | 22 | Question 1 1.1. Discuss the difference between this project and the oil refinery operations of Shell in Europe. PetroSA is the official developer and promoter of the proposed oil refinery plant to be built in the Coega Industrial Zone...
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...Group 1 Corporate Governance Theories of corporate management and Process Definition:- According to the business directory, management theory is a collection of ideas which set forth general rules on how to manage a business or organization. Management theory addresses how managers and supervisors relate to their organizations in the knowledge of its goals, the implementation of effective means to get the goals accomplished and how to motivate employees to perform to the highest standard. Nexus-of-Contracts Theory Nexus-of-Contracts Theory argues that the firm, or the modern corporation, is a complex adaptive system comprised of definable subsystems, called stakeholders. A stakeholder is any individual or group of individuals that either benefits or suffers as a result of the actions of that corporation. Therefore, the modern corporation is essentially a set of contracts or agreements between various stakeholder groups. The corporate stakeholder groups, engaged in this bargaining process typically include: stockholders, employees, consumers, suppliers, financiers, and local communities. The interests of these various groups are often represented by “agents.” An agent is a person possessing technical knowledge that is paid by someone else to serve their interests In order for the Nexus-of Contracts Theory to be useful it must be both descriptive and prescriptive; that is, it must describe how the classes of stakeholders (stockholders, consumers, managers, employees...
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...CORPORATE ENVIRONMENTAL AND SOCIAL MANAGEMENT Unit 46 Assignment Table of Contents Introduction............................................................................................................................ 2 I. The development of global, European and national policies relating to sustainability. 2 1. Changing attitudes of public, politicians and businesses to the environment since 1945 .................................................................................................................................... 2 2. Brundtland definition of ‘sustainable development’ .................................................. 4 3. The international and UK policies to sustainable development since Earth Summit of 1992 ................................................................................................................................ 4 4. Triple bottom line........................................................................................................ 5 II. The commercial case for considering social and environmental matters in business management .......................................................................................................................... 6 1. 2. 3. Stakeholders and how they impact on business policies ........................................... 6 Is adopting CSR policies cost-saving? .......................................................................... 7 Primark Ethical Trading ................................
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...[Que : 1] Define : Globalization Ans : from a strategic management point of view, organizations that are either seeking a global presence or maintaining and developing one have the necessary command of the volume and quality of resources, expertise, capability and willingness in the first place. This appears very trite. However, it is essential to consider the case from this perspective initially. This is because top managers of organizations with a strong domestic presence and peripheral activities in several other countries begin to describe themselves as global. It is a short step from this into getting sidetracked into existing, glamorous, messy, dangerous – and costly – adventure in locations about which they know and understand very little, and often care even less, except from the point of view of financial return. Glonalisation is a process whereby organizations seek to establish a presence in the majority of countries, markets and communities of the world. Globalization (or globalisation) describes a process by which regional economies, societies, and cultures have become integrated through a globe-spanning network of communication and trade. The term is sometimes used to refer specifically to economic globalization: the integration of national economies into the international economy through trade, foreign direct investment, capital flows, migration, and the spread of technology. However, globalization is usually recognized as being driven by a combination of economic...
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...Contents Introduction 1 Why Corporate Reputation is Important? 5 Crisis Management 7 Human Resources issues and solutions 7 FINANCIAL ISSUES / PROBLEMS 7 OPERATIONAL ISSUES / PROBLEMS 8 MANAGEMENT ISSUES / PROBLEMS 8 SOLUTIONS 8 OPERATIONAL SOLUTIONS 9 MANAGEMENT SOLUTIONS 9 PLANNING PROCESS 9 Conclusion 10 References 11 Introduction As we all know there are too many different circumstances that would specify the management quality of any company for instance Malaysian Airlines (MAS) once flight MH370 from Kuala Lumpur to Beijing disappeared. Since that incident which still no one’s know anything about the destiny of that MH370 that air traffic control centers did announce which they lost all the control with the plane at around...
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...finance relations at ministry of finance and a board member of Emirate group. * H.E Ahmed Yousaf Al Hosni. He currently holds the position of assistant undersecretary transport department I the civil aviation society and a board member. The board of director are not actively involved in the day-to-day management of the emirate groups, but they oversee its smooth operations. Although their involvement is not actively, they have to rubber-stamp some of the decisions made at the top management before they are implemented. The board members do not own any shares or stock in the group because, the group is entirely owned by the government. As stated above, the board members are people drawn from different areas and they have experiences and skills in directing the management of the group in making important decisions. The management of emirates includes the board of directors and the top management personnels. At the peak of the leadership of the emirate groups, the following people are the members of the top management. * HH Sheikh Ahmed bin Saeed Al Maktoum. Currently he is the chair and the chief executive officer of Emirate Airline & group. He has been in the management of airline industry from 1985 when he was elected as the chairperson of Dubai Department of civil aviation. He brought in a lot of experience...
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...The effect of Corporate Social Responsibility on Company Management There is a need to understand the negative or otherwise, of the effect of CRS activities on the management performance of the companies that practice CSR as part of their activities besides the major predetermined goals. Research evidence suggest that a corporation’s socially responsible behavior can positively affect certain attitudes toward the corporation. The effect occurs both directly and indirectly through the behavior’s effect on managers and the overall corporation identification. Thus, perceived corporate social responsibility affects not only customer purchase behavior through customer corporate identification but customer donations to corporate-supported nonprofit organizations. There has been a conceptualization of corporate social responsibility (CSR) that emphasizes the role and potential contribution of marketing discipline and depicts CSR initiatives as the actions undertaken to display conformity to organizational and stakeholder norms. There discuss managerial processes needed to monitor, meet, and even exceed, stakeholder norms, analysis explains how CSR initiatives can generate increased stakeholder support. In the face of marketplace polls that attest to the increasing influence of corporate social responsibility on consumers’ purchase behavior, implicate both company-specific factors, such as the CSR issues company chooses to focus on and the quality of its products, and individual-specific...
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...Corporate Management Student Name Affiliate Institution Corporate Management Financial forecasting is an imperative too for a management team. This is because it helps how much cash should be generated from operations hence shaping decisions regarding expenditures that need be made. With an accurate forecast, it is possible for a company to maintain adequate cash levels that helps the company meet its financial obligations such as timely payment of payable accounts and payroll (Alice, 2009). However, financial forecasting is bound with challenges due to circumstances that are difficult to predict. Therefore, due to these challenges, actual financial results are rarely consistent with financial forecasting challenges due reasons that this paper deliberates. First, unpredictable economy is the major challenge. For all companies, the strength and weaknesses of the economy does affect their sales. This is because consumers and business tend to spend depending on the confidence they have for the future (Alice, 2009). With a weak economy, there is usually a downturn in confidence amongst businesses and consumers. This consequently reduce their thrill for spending. Therefore, company sales consequently reduces leading to flaws in financial forecast for the company. This is despite the companies having enough economists in their staff who often find it difficult to predict direction of economy at any point in time. Secondly, unknown competitive threats are another major challenge...
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...The Future of Corporate Performance Management Abstract Adaptive Planning is a Corporate Performance Management system that has foreseen the future of IT. They have adapted a full service CPM system which can accommodate customers from beginning to end. The “cloud” has become a vital asset to the selling point which will forever change IT as we know it. This new system has allowed companies to “Dramatically reduce budgeting and forecasting cycle times by up to 90%” (Product Overview). “Allowing them to make faster, more informed and better decisions” (Product Overview). This paper will discuss the alternative of cloud computing and many of the other assets to automating the CPM cycle. We will discuss Bridon American Corporation’s (BAC’s) process of forecasting, budgeting and financial reporting prior to implementation and after implementation of Adaptive Planning. Keywords: forecasting, budgeting, financial reporting, cloud computing The Future of Corporate Performance Management “Corporate Performance Management is a cycle that begins with budgeting and continues to comparison of actual performance against the plan” (Product Overview). “Reports and dashboards are used to analyze real-time data, and compare it to what was planned. Based on this analysis, the cycle begins again, with what-if analysis and re-forecasting” (Product Overview). “A truly integrated and automated cycle has tight collaboration among managers throughout the organization, as well as tight integration...
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...practitioner’s professional code of ethics and organizational norms and expectations. In yet other circumstances, they may be faced with competing interests between the organization and its various publics. At the very least, practitioners will frequently confront contradictions between business demands for economic performance and public expectations for ethical conduct. Concerns over these competing responsibilities and the ethical dilemmas they produce for public relations are the subject of this essay. In it, a range of challenges faced by public relations practitioners related to issues of ethics and corporate social responsibility (CSR) are explored. It is argued that CSR has, in many respects, altered the expectations and demands placed on the profession. As a profession, public relations have a long and contested relationship with ethics and more recently with corporate social responsibility (McBride 1989, pp. 5-20). Nevertheless, public relations has been regarded as a young profession that lacks core principles to guide ethical, responsible practices that cut across organizational and cultural boundaries (Olasky 1985, pp. 43-49; Rampton & Stauber 2001; Stauber & Rampton...
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...Management Of Ethics And Corporate Social Responsibility Issues In Public Relations INTRODUCTION At multiple points in their careers, public relations (PR) practitioners are likely to face decisions that are ethical in nature. Such decisions reflect a range of ethical dilemmas between, for example, truth vs. loyalty, justice vs. mercy, short-term vs. long-term consequences, and the individual vs. the collective (Kidder 1995, p. 18; Stacks & Wright 1989, pp. 53-67). Public relations practitioners, by nature of their position and job responsibilities, are often in a crossroad of a range of competing interests. Often, the tension may be between the practitioner’s own values and the culture of the organization. In other cases, it may be a conflict between the practitioner’s professional code of ethics and organizational norms and expectations. In yet other circumstances, they may be faced with competing interests between the organization and its various publics. At the very least, practitioners will frequently confront contradictions between business demands for economic performance and public expectations for ethical conduct. Concerns over these competing responsibilities and the ethical dilemmas they produce for public relations are the subject of this essay. In it, a range of challenges faced by public relations practitioners related to issues of ethics and corporate social responsibility (CSR) are explored. It is argued that CSR has, in many respects, altered the expectations...
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...L.L.Bean is the industry leader in providing to its customers, outdoor equipment and apparel. With growing competition and a stagnant economy, the company must continually work to maintain sales, profits, and customer loyalty. L.L.Bean does this by focusing on the competitive forces prevailing throughout the business environment. These forces include new market entreats, the power of the buyer and the supplier, the growing threat of substitute products, and their competition. L.L.Bean’s Competitive Forces L.L.Bean works hard to reduce the threat of new entrants to the marketplace by erecting barriers to entry. L.L.Bean accomplishes this by offering products or services that are difficult to displace in the eyes of customers. L.L.Bean products are recognized around the world for their practical design and high quality. L.L.Bean has built its brand by maintaining customer perceptions of quality and service. The company conducts business with the belief that the brand should reflect the values of L.L.Bean, along with the products it sells (Reed et al., 2009). The company devotes significant time and energy to product research, testing and development. This process includes lab tests, field testers and employee and customer feedback. L.L.Bean operates its own independent test lab for scientific analysis of materials, construction and design. Prototypes for new products are tested, revised and retested in a continuous cycle until they meet customer requirements and L.L...
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...1 ESLSCA Business School MBA Program Strategic Management Prof. Saneya EL Galaly Prepared by: Sayed Fahmy EL-Sayed Class No : 49-3rd A A cyclical view of the relationship between corporate Governance and strategic management Introduction The function of corporate governance is generally performed by the boards of directors within the firms. The boards always have power to hire and fire top managers and to ratify and monitor important decisions. In addition, they can influence strategic decisions by aligning interests of shareholders and top managers through executive compensation Researches has found that corporate governance mechanisms such as the boards of directors and executive compensation affect strategic decisions that benefit themselves at the expenses of shareholders when there is lack of effective corporate governance. As show in the figure it is a new proposal of a cyclical model in the relation between corporate governance and strategic decision, highlighting that strategic decisions can also affect corporate governance through shaping firm ownership structure. Discussing the impacts of strategic decisions on firm ownership structure and corporate governance. Suggesting that the relationship between strategic management and corporate governance is a cyclical and ownership structure plays a central role in understanding how strategic management affects corporate governance. Literature review (Summary) Corporate governance results from the separation of decision...
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...MGMT E 2720 Mergers and Acquisitions Supplemental Case Questions 1. The New York Times a. Why is there so much family control in the newspaper business? b. How did the Sulzberger family manage to retain control on the NYT after it went public? c. How does the NYT dual class structure differ from the one used by Dow Jones, prior to its takeover by Rupert Murdoch? d. What explains the behavior of the NYT institutional shareholders – not just Morgan Stanley but also Private Capital Management, T Rowe Price and Vanguard? e. How should Arthur Sulzberger, Jr. respond to Morgan Stanley’s proposal? 2. Valuing AOL Merger a. The Merger was completed on January 11, 2001. Was it a good idea? Did AOL stockholders receive value? Did Time Warner shareholders receive value? b. Do you believe the new company will succeed? If so, how will value be created short and long term? c. What could go wrong with this “mega merger”? What are the most significant threats on the horizon for AOL Time Warner? d. Do you believe the company will achieve its aggressive goals for 2001? e. Any advice for AOL Time Warner execs in summer of 2001? 3. Upjohn Case a. Evaluate the strategic reasoning behind the merger. Will the merger effectively address the strategic alliances faced by Upjohn? b. How do you interpret the stock market reaction to the announced deal? What is the magnitude of performance improvement the...
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...explore the relationship between the corporate strategy and human resource management of the organisation and their effect on organisation performance outcome. A survey based approach is used to collect data from selected number or organisation. Overall we expected that the fit between corporate strategy and HRM practices will yield to a positive effect on organisation performance List of Contents Abstract ……………………………… 1 1. Introduction 1.1. Overview ………………………………. 3 1.2. Literature review and hypotheses ………………………………. 4 2. The research method and conceptual framework 2.1. Method ………………………………. 6 2.2. Measures ………………………………. 7 3. Results and conclusion ............................... 8 4. References ………………………………. 9 Appendix ………………………………. 10 1. Introduction: 1.1 Overview: Each organization has its particular strategy to fit its distinctive competencies, needs and circumstances. Strategy can be conceptualized into three levels: corporate level, business level and functional...
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