...Management Training Courses Accelerated. Modular. Experiential Operations Management Course Planning, building and managing enterprise operations Course Methods: Experiential workshop (action learning course) Course Venue: Las Vegas, Nevada, USA Course Duration: 4 days Course Time: 9AM-4PM Course Dates: Management Training Courses Calendar Course Fees: $3,999 | Option 2: Operations Management Courses Online: $995 Why IIM?: CEO Club | Training Excellence | Client Testimonials Course Audience: * COO's Team: Operations Managers, Procurement Managers, Supply Chain Managers, Production Managers, Manufacturing Managers, Warehousing Managers, Inventory Managers, Quality Managers, R&D Managers, Innovation Managers, Project Managers, Entrepreneurs, and Operations Management Consultants. Course Objectives: * Provides an understanding of operations management framework * Offers experiential analysis to understand the challenges of COOs and Operations Managers * Provides an understanding of the functions and practices of production and operation managers * Training topics include supply chain management, research and development (R&D), manufacturing, project management and quality management * Provides insights on how to develop strategies, initiatives and programs to introduce and sustain competitive operations in organizations * Focuses on lean six sigma best practices, tools and models to develop and...
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...identifying and communicating a brand's uniqueness, differentiation and verifiable value. It is important to note that "me too" brand positioning contradicts the notion of differentiation and should be avoided at all costs. This type of copycat brand positioning only works if the business offers its solutions at a significant discount over the other competitor(s). Generally, the brand positioning process involves: Identifying the business's direct competition (could include tertiary players that offer your product/service amongst a larger portfolio of solutions) Understanding how each competitor is positioning their business today (e.g. claiming to be the fastest, cheapest, largest, the #1 provider, etc.) Documenting the provider's own positioning as it exists today (may not exist if startup business) Comparing the company's positioning to its competitors' to identify viable areas for differentiation Developing a distinctive, differentiating and value-based brand positioning statement, key messages and customer value propositions. Product positioning process Generally, the product positioning process involves: Defining the market in which the product or brand will compete (who the relevant buyers are) Identifying the attributes (also called dimensions) that define the product 'space' Collecting information from a sample of customers about their perceptions of each product on the relevant attributes Determine each product's...
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...Unit code: SHR053-6 Personal and Professional Development Handbook (Oman) February 2014 © University of Bedfordshire 2014 Published by the University of Bedfordshire Business School Luton Campus, Vicarage Street, Luton LU1 3JU, United Kingdom Unit Handbook © University of Bedfordshire 2014 Contents Contents 2 Welcome 3 Learning resources at the University of Bedfordshire 3 1 Introduction to the unit 4 2 Overall aims of the unit 4 3 Overview of unit content 4 4 Prerequisite knowledge or skills 4 5 Learning outcomes of the unit in more detail 5 6 Programme of Workshops 6 7 Study resources for this unit 7 Recommended additional resources 7 Recommended journals and other periodicals 7 Recommended websites and online content 8 8 How to study this unit 8 9 Assessment 9 The Reflective Journal 9 Welcome Welcome to the Personal and Professional Development unit of the University of Bedfordshire MBA Programme. This handbook contains advice and information you will need to successfully complete your work on this unit. It should be read in conjunction with the overall Programme Handbook, which you should have already received. The handbook serves two main purposes: * It summarises the key concepts and provides you with a framework and a map for this unit. * It provides you with information about learning resources, infrastructure and virtual learning environments for studying the MBA at the University of Bedfordshire. If...
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...Introduction: Personal and professional development of an individual depends on his/her interpersonal skills. Every profession has particular challenge which a person find difficult to overcome unless he/she fail to make due progress within the job perspectives. In the past few decades profession the roles and responsibilities of a manager have changed extensively. This trend is mainly due to major change in organization policies and greater impact of globalization. However, it is never that much easy to define overall roles and responsibilities of a managerial position precisely. But there are some roles and responsibilities that are common to all professionals throughout the various organizations. It is also hard to know where the roles and responsibilities of a manager should pause and I feel it is every individual’s responsibility to know the boundaries as well as the limitations. Even though there still exists a misconception that the only skill required to be a successful is the ability to manage people, but it goes far beyond this. This is because, some challenge may occur within the organization which really test the temperaments and skill of the individual. It is also a traditional belief that a manager needs to be highly experienced no matter how much knowledge he/she has on managing perspective. A manager must be multi faceted adapting to ever changing circumstance (WALKLIN, 1990). Personal skill management: How a manager deals with others, his/her art of speaking...
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...Table of Contents Section Page # Introduction………………………… …………………………………………………….2 Discerning the Context……………………………………………………………………3 Building a Solid Base of Support…………………………………………………………4 Identifying and Prioritizing Program Ideas……………………………………………….5 Developing Objectives……………………………………………………………………9 Devising Transfer of Learning…………………………………………………………...10 Designing Instruction…………………………………………………………………….11 Formulating Evaluations…………………………………………………………………13 Making Recommendations………………………………………………………………15 Format of Internship Program …………………………………………………………....16 Identifying Programming Staff…………………………………………………………..17 Budgets and Marketing…………………………………………………………………..18 Facilities………………………………………………………………………………….20 Appendices: Appendix A: Caffarella’s Interactive Model of Program Planning……………...22 Appendix B: Needs Assessment…………………………………………………23 Appendix C: Faculty Survey……………………………………………………..29 Appendix D: Student Survey…………………………………………………….30 Appendix E: List of Graduate Programs with Internship Components………….31 Appendix F: Internship Learning Agreement ……………………………………32 Appendix G: Possible Internship Sites for HALE Master’s Program…………...35 Appendix H: Sample Brochure…………………………………………………..36 Introduction The HALE master's program prepares individuals for entry-level leadership positions in postsecondary education, public agencies, and business...
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...equity Eddie Phun Foo Boon BA Hons (University Malaya) MBA (University Putra Malaysia) International Graduate School of Management Division of Business and Enterprise University of South Australia (UniSA) Submitted on this 10th November in the year 2004 for the partial requirements of the degree of Doctor of Business Administration UNIVERSITY OF SOUTH AUSTRALIA 31 A66 2.1JuJ LIBRARY. Doctor of Business Administration Portfolio Submission Form Name: Phun Foo Boon Student ID: 100008513 Dear Sir / Madam To the best of my knowledge, the portfolio contains all of the candidate's own work completed under my supervision, and is worthy of examination. I have approved for submission the portfolio that is being submitted for examination. Signed: D. Dymock iQuek Ai Hwa Assoc. Prof. Dr. Darryl Dymock / Assoc. Prof. Dr. Quek Ai Hwa 10 Nov 2004 Supported By: /I 51:c--- in_ Prof. David Richards Chair, IGSM Doctoral Board of Examiners DBA Portfolio Declaration I hereby declare that this portfolio submitted in partial fulfilment of the DBA degree is my own work and that all contributions from any other persons or sources are properly and duly cited. I further declare that it does not constitute any precious work whether published or otherwise. In making this declaration, I understand and acknowledge any breaches of the declaration constitute academic misconduct which may result in my expulsion from the program and / or exclusion...
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...employability and deploying various measures to grow and strengthen this activity, with an increasing focus on providing work experience. One popular way of doing this is via internships (placements). This paper examines the context in which work experience has come to the fore as an approach to enhancing employability by interrogating recent research and policy related to this agenda. Employability is presented as an on-going debate that cannot be viewed as a finite entity but must move and develop with the market, society and the global situation. In addition the paper closely examines a graduate internship programme in a university in North East England. Comparing and contrasting findings from this scheme, with other examples of experiential learning through work experience, provides some evidence to suggest the value of internships and furthermore supports some formative ideas about how internships might be developed to best serve those taking part in them: interns; employers and universities. Introduction Higher education is said to develop the whole person and an expected consequence of this is that graduates will be highly sought after as employees. However, the current situation globally is that many new graduates are underemployed and higher education institutions are...
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...Bachelors of Interdisciplinary Studies in Art and Education, I have decided to pursue a career in education. My goal is to become a college instructor. Being new to the Phoenix area with limited education, I had no way to do a live interview. Being the logical person I am, I contacted a past instructor of mine from Texas State Technical College in whom I maintain and ongoing acquaintance with. His name is David Weathers and he taught in Digital Media Design as well as many other classes. However, with him being in Texas and my location being Arizona, I conducted a video interview with him. Although, he no longer teaches at this college he gladly did the interview about his position there and how he got it. David’s Professional’s academic/experiential background began with an Associate's Degree at Texas State Technical College in 2000, and a bachelor's degree at the University of Advancing Technology in 2002. Before his position at TSTC, he served as a substitute teacher for Bryan ISD for a year, as a volunteer technician for a TV studio for a summer internship. He reports that his main relevant experience for the Job was as a prototype modeler for a dental office. Where he used 3d modeling to design dental prosthetics and surgical guides among other graphically related duties. To prepare for his position his main prep was meeting the minimum requirements for the position. Having the year of education helped as well. The main requirements for the position, although not listed...
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...[Type your address] [Type your phone number] [Type your e-mail address] FINANCIAL ACCOUNTING FOR MANAGERS Marketing Management II Course Professor: Dr. Kartik Dave Contact: 9873099223 Opposite Conference Room, First Floor Contact no.: 0120-2323001-10 Ext 360 Email: kartik.dave@bimtech.ac.in Course Objectives: In Marketing Management II, students would be introduced to the tactical areas of marketing – the various marketing mix (the four Ps) strategies: Product Strategy Pricing Strategy Place (Distribution) Strategy Promotion (Communication) Strategy This will enable the students to combine their earlier knowledge in the strategic areas of marketing (covered in Marketing Management I) with that in the tactical marketing strategies to improve their problem solving and decision-making abilities in the real life business situations. Pedagogical Methods: The course employs a balanced mix of lectures/class discussions and cases /assignments/projects. Class lectures and discussions provide an exposition of key concepts, and are supported by current marketing practices. The cases/assignments/projects provide an opportunity to apply the theories, concepts, and analytical devices developed in the lectures. Lecture / Class Discussion: This time will be devoted to the presentation of theories, concepts, and analytical techniques useful for marketing management. The course outline indicates topic wise chapters of the relevant textbooks and also includes few other important...
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...Charles Spearman - General Intelligence: British psychologist Charles Spearman (1863-1945) described a concept he referred to as general intelligence, or the g factor. After using a technique known as factor analysis to to examine a number of mental aptitude tests, Spearman concluded that scores on these tests were remarkably similar. People who performed well on one cognitive test tended to perform well on other tests, while those who scored badly on one test tended to score badly on others. He concluded that intelligence is general cognitive ability that could be measured and numerically expressed. Louis L. Thurstone - Primary Mental Abilities: Psychologist Louis L. Thurstone (1887-1955) offered a differing theory of intelligence. Instead of viewing intelligence as a single, general ability, Thurstone's theory focused on seven different "primary mental abilities." The abilities that he described were: * Verbal comprehension * Reasoning * Perceptual speed * Numerical ability * Word fluency * Associative memory * Spatial visualization Howard Gardner - Multiple Intelligences: One of the more recent ideas to emerge is Howard Gardner's theory of multiple intelligences. Instead of focusing on the analysis of test scores, Gardner proposed that numerical expressions of human intelligence are not a full and accurate depiction of people's abilities. His theory describes eight distinct intelligences that are based on skills and abilities that are valued...
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...Discuss how self-assessment, goal setting, models of reflection and the use of feedback can help you in your own learning development. Illustrate your own points by using examples drawn from your own university experience so far including portfolio activities. This paper is going to discuss my own personal learning development on my journey through university so far. This will be done by assessing myself through different portfolio activities I have undertaken as part of the academic study skills module, namely activities one, two, three, four and seven. I will also review goals I set myself as well as reflecting upon my learning experiences. I will do this by using the Kolb’s Cycle of Experimental Learning (McLeod, 2013) finally concluding on what I have learnt through this process. According to Heidi Andrade and Anna Valtcheva (2009) self-assessment is crucial in order for our learning to develop. They believe that this is so we can identify our strengths and weaknesses and to determine which areas we may need to improve upon. One of the portfolio activities I had to complete was a self-assessment audit (portfolio activity one) which consisted of a series of questions that related to different skills I possess. Such as my information technology skills or how I handle any problems I may encounter and I had to rate myself on how well I thought my skills were. At the end of the audit I received a score of ninety-six out of a possible one hundred and thirty-nine...
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... Also positioning is defined as the way by which the marketers creates impression in the customers mind. Positioning concepts More generally, there are three types of positioning concepts: 1. Functional positions o Solve problems o Provide benefits to customers o Get favorable perception by investors (stock profile) and lenders 2. Symbolic positions o Self-image enhancement o Ego identification o Belongingness and social meaningfulness o Affective fulfillment 3. Experiential positions o Provide sensory stimulation o Provide cognitive stimulation Perceptual mapping Perceptual mapping provides answers to these vital questions: • What is your market position relative to your competitors? • What are your strengths and weaknesses? • Where are there gaps in the market? • How do you measure up to the “ideal?” • What strategies will improve your competitive position so that you are both relevant to the market and differentiated from competitors? The process includes developing the attributes—either functional, emotional, or both. Survey respondents rate the client brand and competitive brands on each of the attributes, and attribute importance and ideal attribute ratings are obtained. These perceptions are used to create the maps, and analysis of gaps and ideal points is performed. An Example of Perceptual Mapping This hypothetical example of the beverage market illustrates one of the primary results of a perceptual mapping study—the map itself. For...
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...------------------------------------------ 5 4.0 Interpersonal Effectiveness 5 4.1 Definition of Interpersonal Effectiveness 5 4.2 Communication Process Model 5 4.3 SPARK 6 4.4 Diversity and Culture 6 4.5 Organisational Effectiveness 7 5.0 Conclusion 7 6.0 References 8 7.0 Appendices 10 1.0 Introduction Learning is regard as holistic processes of adaptation to the world. People learn for the resolution of possible conflicts between dialectically opposed and synergetic modes between the workplace and oneself (Kolb & Kolb, 2005). In the portfolio I will reflect on my learning in relation to my experiences that I have study on BSB124. I will discuss it in two second, including intrapersonal effectiveness and interpersonal effectiveness. First, I will indicate how my learning style helps me be effective to intrapersonal study and work. Then, I will reflect on my practice as developing our group presentation. My reflections will be evaluated and supported by reference to the related theories and models we have learnt from this unit. Also, I have identified two areas of professional development in order to advance my strength and improve my weakness. 2.0 Intrapersonal Effectiveness 2.1 Definition of Intrapersonal effectiveness Intrapersonal effectiveness focus on the capacity to understand myself that involves any my biases, styles, strengths, weakness, goals and improving my self-management skills. (De Janasz, Wood,...
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...seller's product distinct from those of other sellers."[1] Brands are used in business, marketing, and advertising. Initially, livestock branding was adopted to differentiate one person's cattle from another's by means of a distinctive symbol burned into the animal's skin with a hot branding iron. A modern example of a brand is Coca Cola which belongs to the Coca-Cola Company. In accounting, a brand defined as an intangible asset is often the most valuable asset on a corporation's balance sheet. Brand owners manage their brands carefully to create shareholder value, and brand valuation is an important management technique that ascribes a money value to a brand, and allows marketing investment to be managed (e.g.: prioritized across a portfolio of brands) to maximize shareholder value. Although only acquired brands appear on a company's balance sheet, the notion of putting a value on a brand forces marketing leaders to be focused on long term stewardship of the brand and managing for value. The word "brand" is often used as a metonym referring to the company that is strongly identified with a brand. Marque or make are often used to denote a brand of motor vehicle, which may be distinguished from a car model. A concept brand is a brand that is associated with an abstract concept, likebreast cancer awareness or environmentalism, rather than a specific product, service, or business. A commodity brand is a brand associated with a commodity. Got milk? is an example of a commodity...
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...Continuing Personal and Professional Development 2 CONTINUING PERSONAL AND PROFESSIONAL DEVELOPMENT AT UCL Contents: 1. Introduction 2. The CPD Context 3. UCL Support 4. Feedback and Appraisal 5. The CPD Cycle and Where to Start 6. Evaluation and Impact 7. Recording Your Learning and Development 8. A CPD Portfolio 9. Conclusion Appendix 1 Approaches to Learning and Development Appendix 2 Tools to Help With Portfolio Development Appendix 3 A Change of Career Appendix 4 Learning Styles Appendix 5 Definitions Appendix 6 Continuing Professional Development Record Appendix 7 Basic Principles of CVs And Applications Appendix 8 Resources 3 CONTINUING PERSONAL AND PROFESSIONAL DEVELOPMENT AT UCL 1. INTRODUCTION PURPOSE: This document is intended to provide staff at UCL with a clear understanding of continuing professional development (CPD), and its importance, within the context of UCL. It is also intended to encourage equality of opportunity by encouraging everyone to plan their development and record their skills. The guide will act as a transportable toolkit to help with the planning and recording of your personal and professional development. It should be used in conjunction with any continuing professional development (CPD) related specifically to your profession or professional registration. The guide also explains why you should record your learning and development, and how to do it. WHAT IS CPD? The Chartered Institute of Personnel and Development...
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