Good Management Strategy: Analyzing Internal and External Factors

Good Management Strategy
Internal and External Factors Paper
Around the globe organization rely on strong management principles to move forward and a strategy
which would lead the way forward. This strategy is mostly based on the core functions of
management. A good management strategy requires setting clear objectives which are worked
towards by utilizing best practices, implementing policies and making use of all available resources.
Success is imperative to strong management functions which include: Planning, organizing, leading
and controlling. For a business to achieve success, management must need to define clear paths for
all these functions yet ensuring all the internal and external factors influencing the business are dealt
with effectively. The decision making process also largely depends on these internal and external
factors like globalization, technology, innovation, diversity and ethics.
External factors
As Wal–Mart stores begin to grow by numbers all across USA, the choice of locality also became a
point of concern for the management. Presence of Wal–Mart centers in modest vicinities meant
more challenges for the organization. Such kind of external challenge can affect all four functions of
management planning. Attention to small details was the key in this situation, by doing the basics
right and making critical changes to the projects, was the success factor.
Concentrating on the four management function, it brings front a number of answers to the queries.
There are certain
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Management Strategies
In organizations, the executives are often bogged down with the responsibility of creating new
strategies, analyzing business processes and making decisions for implementation in different
departments. Judge (2013) explains that, "the "average" manager spent 32 percent of his or her time
in traditional management activities, 29 percent communicating, 20 percent in human resource
management activities, and 19 percent networking (p. 8). However, there are recent studies in
Australia, Israel, Italy, Japan and the United States that affirm that there is a link between
networking and communication and success in an organization (Judge, 2013, p. 8). Due to their
main job duties, top managers are usually unaware of the challenges that their ... Show more content
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Furthermore, managers can learn the technical aspects of each job duty within the job roles by
working side by side with their employees. This gives them an idea of what skills and talents are
needed in each job role and it enables them to see what employees experience in their job role on
daily basis. As an employee, one would appreciate knowing that their supervisor was dedicating
some time to spend with the team on a regular basis. It would make an employee feel like their
supervisor understands and cares about their employees and their job tasks. It would be helpful
because the supervisor and the employees could create solutions to business issues quicker and best
practices could be developed from these meaningful interactions. One's attitude toward the
organization would be a positive one because it would be quite evident that the management team
understands one's job role and they are interested in learning different ways to improve the job by
their observations while interacting with employees. These interactions with top managers could
create an overall sense of trust between the managers and employees and a positive outlook on the
job and the organization. There are a few different ways that executives can learn about the day–to–
day business operations besides using the management by walking around technique. Executives in
the retail and restaurant industry, for example, could

Management Strategy At Coca Cola
Management at Coca Cola
Sandra Lee–Sartor
MGT500–Modern Management
Dr. McGrath
November 21, 2016
Evaluate two (2) key changes in the selected company 's management style from the company 's
inception to the current day. Indicate whether or not you believe the company is properly managed.
Provide support for your position.
A management style is a complete process of leadership used by managers within Coca Cola. The
success that the management team at Coca–Cola has in inspiring its employees to meet their
objectives is built on the management style they adopted. There are three main management styles
that Coca Cola use, which are democratic, autocratic and the laissez–faire style.
The democratic leadership style consists of the leader, sharing the decision–making skills with the
group associates by encouraging the benefits of the group members and by practicing social
fairness. This stresses on group agreements to produce new ideas. Democratic happens when all
managers, junior managers and employees are involved in the idea and the final decision process.
Democratic style is the management style that Coca–Cola has adopted, which involves
empowerment, and allows individuals and teams the responsibility of decision making, usually
within a given framework. The authoritarian leadership style keeps strict, close control over its
followers by keeping close regulation of the policies and procedures given to the followers.
The laissez faire style is sometimes described

Explain Strategy Management Process
THE STRATEGIC MANAGEMENT PROCESS
Ford Motor Company, facing huge losses and hemorrhaging market share to Toyota and
Nissan, knew it needed a new strategic plan. Competition was fierce, Ford's costs were higher than
competitors', and Ford's unused plant capacity was draining profits. Ford's managers devised "The
Way Forward." This new strategic plan entailed closing a dozen plants and terminating 20,000
employees. As at Ford, a strategic plan is the company's plan for how it will match its internal
strengths and weaknesses with external opportunities and threats in order to maintain a competitive
advantage. The essence of strategic planning is to ask, "Where are we now as a business, where do
we want to be, and how should we
get ... Show more content on Helpwriting.net ...
Two management gurus, Warren Bennis and Bert Manus say,
To choose a direction, a leader must first have developed a mental image of a possible and desirable
future state for the organization. This image, which we call a vision, may be as vague as a dream or
as precise as a goal or mission statement. The critical point is that a vision articulates a view of a
realistic, credible, attractive future for the organization, a condition that is better in some important
ways than what now exists.4
Visions are usually longer term, broader images; most managers also formulate mission statements
to ". . . communicate 'who we are, what we do, and where we're headed.'"5 Whereas visions usually
lay out in very broad terms what the business should be, the mission lays out in broad terms what
our main tasks are now. In the movie several years ago, "Saving Private Ryan," the team's mission
was, of course, to save private Ryan. Before their more recent turndown, Ford pursued and then
strayed from a remarkably successful mission, summed up by the phrase, "Where
Quality is Job One." The mission of the California Energy Commission is to "assess, and act through
public/private partnerships to improve energy systems that promote a strong economy and a healthy
environment." (The Commission's vision, by way of comparison, is "for Californians to have

Team Strategy and Conflict Management Plans
Team Strategy and Conflict Management Plans
Kimberly Faagata, Carrie Firman, Dan Lyle, Stephen Nelson, and Dera Tennelle
MGT 311
June 10, 2013
Penny Thomas
Part I
The purpose of this paper is to discuss different strategies for team building which helps is
overcoming conflicts in a working environment. Based on current strategies available on subject, it
tries to figure out some leading challenges to addressed, and extracting the best strategy for team
building. It covers analysis of factors and measures for building up a successful team, which serves
as a common ground for a progress in evaluation of best strategy for the particular purpose.
Introduction
Every organizational environment has teams, which refer to different ... Show more content on
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As a strategy to build an efficient team it is important to have a good leader and for each individual
team member to know what task he or she will take on. This is why communication is so important.
The team needs to be able to communicate with one another. To communicate issues, ideas, thoughts
and all other information that needs to be shared.
Challenges or Barriers
Some challenges or barriers that may happen with building teams are miscommunication, jealously,
members may feel as if another member is not completing his or her share of work, and some
members may not be used to working with a team. Miscommunication can lead to many issues. If
everyone in the team is not on the same page it will be hard for the team to meet their goals and
complete task. Jealously can also occur and cause a team member to not try as hard to complete his
or her share of work. If this happens the entire team will suffer. One of the most common conflicts
have been faced in working in teams is the fact that some team members may not contribute as
much as others. This can causes hurtles and may even cause groups to form within the team causing
separation. Another barrier that can arise is the fact that some team members may not be used to
working with others and may not be able to trust that his or her team will complete their share of the
task.
Determining the Best Strategy
When determining the best strategy

Strategy and Strategic Management
STRATEGY AND STRATEGIC MANAGEMENT
What is Strategy?
A strategy is a long–term approach to implementing a firm 's business plans to achieve its business
objectives. It is also defined as the art and science of planning and marshalling resources for their
most efficient and effective use.
However, Johnson and Scholes (Exploring Corporate Strategy) define strategy as follows:
"Strategy is the direction and scope of an organization over the long–term: which achieves
advantage for the organization through its configuration of resources within a challenging
environment, to meet the needs of markets and to fulfill stakeholder expectations".
In other words, strategy is about: * Where is the business trying to get to in the long–term ... Show
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It entails specifying the organization 's mission, vision and objectives, developing policies and plans,
often in terms of projects and programs, which are designed to achieve these objectives, and then
allocating resources to implement the policies and plans, projects and programs. A balanced
scorecard is often used to evaluate the overall performance of the business and its progress towards
objectives. Recent studies and leading management theorists have advocated that strategy needs to
start with stakeholders expectations and use a modified balanced scorecard which includes all
stakeholders.
"Strategic management is an ongoing process that evaluates and controls the business and the
industries in which the company is involved; assesses its competitors and sets goals and strategies to
meet all existing and potential competitors; and then reassesses each strategy annually or quarterly
[i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs
replacement by a new strategy to meet changed circumstances, new technology, new competitors, a
new economic environment., or a new social, financial, or political environment." (Lamb, 1984)
STRATEGIC MANAGEMENT PROCESS
The strategic management process is made up of four elements: situation analysis, strategy
formulation,

Strategy Management Hmv
Executive Summary An Executive Report advising HMV's Management on competitive strategies.
In this analysis we will take a look at the biggest entertainment media seller with physical stores in
the UK. The contents of the report are an analysis of the company's current competitiveness and
recommendations on the future strategic direction of the company. Introduction With the rise of
digital media and broadband capabilities, many brick and mortar sellers are faced with challenges to
sustain a competitive advantage. Not more than a decade ago customers who were seeking
entertainment media had to walk into high street stores to purchase or rent a CD or DVD. The shift
to digital content was fuelled by the Apple iPod and other ... Show more content on Helpwriting.net
...
Gamerbase pay–to–play online gaming. HMV Tickets online event ticket sales. HMV Curzon
cinema collaboration with Curzon Artificial Eye. [pic] Figure 1: HMV Group Sales by sector.
Current financial figures for HMV are: Sales for 2010 and 2009, respectively £1241.9(m) and
£1154.6(m). Operating profit 2010 and 2009, £73.8(m) and 53.7(m) respectively. See Figure 1 for
the product sales mix for fiscal year 2009, with top product lines being visual, music and games.
(HMV, 2011) In 2007 HMV reported poor profit performance of £21.6m, down from £80.2m in the
previous year. This led to a transformation plan (a cost cutting strategy which saw many store
closures), which rebuilt its profits. Their current strategies are to continue controlling spending and
cost, and to evolve the HMV product mix into related areas of entertainment. Internal Analysis The
internal analysis of a company is an examination of where value is added in the business process
and the strategies used to attain a sustainable competitive advantage. The internal analysis can be
broken down into two key areas: 1. The value chain. 2. Resource–based view of the firm. In 2007
HMV experienced the first real threat of the online market which impacted their bottom line,
causing them to adopt a 3 year strategic plan to regain profitability. The plan consisted of managing

Management and Academic Strategies
Emmanuel Manchild Dugger CS113 Academic Strategies for the Business Professional Writing
Assignment May 6, 2013 Discuss how this course has affected you in your development as a student
and explain how it has prepared you for academic success. Academic Strategies has prepared me for
the professional atmosphere to enter into my career. In the beginning of the course I had an
assignment that requires me to open up to complete strangers about my personal goals. This indeed
was a challenge to me because the goals that I have sometimes seem like they are not achievable to
me but I know they are realistic and can happen. It was a challenge to me because I had to learn to
accept ... Show more content on Helpwriting.net ...
When writing out my goals and plan for my long and short term goal I utilize the time management
skill set out a realistic time frame that I will meet. From taking the M.I. test I was able to address
certain issue about myself concerning my dislikes and likes. The M.I. test I was able to found out
that I am a visual learner and that I can follow direction when they are giving to me. This technique
can use to narrow down my choose when I looking for a promotion or a greater challenge without
stepping to far outside of my career in long or short term. Also by taking the M.I. it gives me and
idea of characteristics that I can search pertaining to my career such high interpersonal skills and
being a very logical–mathematical person. A assignment that I had an unit 8 on interviewing a
professional gave me a second person perspective on setting goals. This portion of unit 8 can help
me in my long term goal and short term goal by doing some back ground checks on company that I
am potential interested in. I can conduct these background checks and research them before
applying to save a lot of time and money.

Strategic Marketing Management : Analysis Strategy,...
–Define Strategic Marketing Management and identify some current issues in strategic marketing
management that might be faced by an organisation.
"Strategic Marketing Management: The analysis strategy, implementation, and control of marketing
activities in order to achieve organisation 's objectives," (Jack in the box, 2014).
Through strategic planning, the company can break down their SMM into three main questions.
What is the business doing now, what is happening in the environment, and what should the
business be doing? (Hooley, G et al, 2012).
A big part of addressing these three questions is planning, implementing and evaluating how
effective different strategies are. Strategies should be focused on long–term growth and looking at
the big picture. Finding a 'strategic fit' is also important for strategic thinking and developing SMM.
"If [the strategy] is not focused on meeting the needs of customers it is doomed for failure,' (Hooley,
G et al, 2012).
When planning, implementing and evaluating a SMM plan, there are problems and issues that
organisations face. Planning is the process of constructing ideas that will benefit the organisation
and allow it to grow. "Implementation is critical to the success of any firm because it is responsible
for putting the marketing strategy into action," (Marketing Strategy, 2011). It is imperative that in
the planning stage, the organisation has considered several factors and has created a strategic plan.
Problems arise when it

Strategic Management Theories : Designed Strategy And...
This essay is aim looking in–depth at two strategic management theories: intended strategy and
emergent strategy. The suitability of the emergent and intended approaches to strategic management
and measure the appropriateness of each theory using various academic models in order to consider
which approach is suitable for my chosen organization Tesco plc.
The definition of strategy has been given by many theorists. The most approve one for personal is
stated by Johnson, Scholes and Whittington: "Strategy is the direction and scope of an organisation
over the long term, which achieves advantage in a changing environment through its configuration
of resources and competences with the aim of fulfilling stakeholder expectations." (Johnson, ...
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Porter (1980) built a model Porters five forces: threat of new entrants, threat of substitute products
or services, bargaining power of customers, bargaining power of suppliers and intensity of
competitive rivalry. Establish a profitable and sustainable position is these forces target, and to
against the industry competition, hence organization can position by people in the organization and
to find there different with other competitors, the biggest achieve is to gain competitive advantage
from strategic. Link with intended approach, planned is the biggest part for this, Porter's five forces
support organization a good model to help manager check their position and find the unique point to
gain the competitive advantage. This process need consider different parts and combine the
advantage to make sure which is organization should do, which mistakes are organization should
avoid. Porter (1985) firstly believes competition is the main part of decided success or failure
organization, for other point, it is also suggest organization not only should choosing what to do also
need determined what they not to do. For short conclude, intended approach is organization to
planned what they should do to gain the competition, and higher

Talent Management Strategy
Talent Management Strategy
Alicia Cann
Dr. Zelphia Brown, SPHR
HRM532– Talent Management
5/12/13
Formulate a talent management strategy to encompass the entire talent requirements of the
organization. When discussing and planning your organization's future, it's important to consider not
just the goals, objectives, and initiatives, but clearly how to accomplish them. The most important
contributor is undoubtedly your employees. Aligning the organization's business strategy with its
employees is called talent management, and it encompasses aligning the right employee with the
right position in the organization. Talent management is a business strategy and must be fully
incorporated within all of the employee ... Show more content on Helpwriting.net ...
Strategic Employee Planning is the practice of developing your organizational goals and strategic
plan. It is also knowing how to achieve your goals and implement the plan. Another responsibility of
employee planning is identifying the key roles and personnel who will assist you in attaining them.
Talent Acquisition and Retention is hiring new talent into your organization and recognizing and
cultivating talent you already have in the organization. Promoting from within your organization is
more cost–effective and encourages employee engagement and loyalty. Performance Management is
when the right person is aligned with the right role and position within the organization. Its end goal
is to make sure that roles align with your business strategy to achieve its goals. It develops goals for
success, supports employee development, and moves the organization in a positive direction.
Learning and Motivating sounds like two components but they actually go hand in hand. Learning is
more than just training it is the acquirement of information and skills, which in turn gives way to
knowledge and experience. To be effective learning programs need to include behavior based
activities and tasks that support the organization's culture and proposals. The motivation comes in
when employees see how their growth impacts the organization, and realize just how valuable their
role is. Career Development

Diversity Management As A Business Strategy
Research Paper Assignment
Diversity Management as a Business Strategy: A Literature Review
Emmanuel Emenike Williams
Course Name Number: GBUS 817
Instructor: Dr. Adrian Pitariu Date: December 11, 2014
Introduction
The face of business has been changing very rapidly from national to global environment over the
years through technological advancements (McFarlin & Sweeney, 2013, p. 4). Emerging markets in
developing countries continue to provide tremendous business opportunities for big corporations
and multinational companies (McFarlin & Sweeney, 2003, pp. 5–6). Consequently, many business
organizations have begun incorporating strategic measures in their operations to align with the
changing demands of a diverse global market. They acknowledge the fact that modern business
opportunities have grown beyond national walls. However, there is no absolute guarantee that
setting up international business ventures will automatically lead to better financial performance of a
firm. It comes with a challenge – the challenge of incorporating workforce diversity and managing it
efficiently with a view to achieving steady growth in productivity, revenue and profitability.
Recognizing the enormous challenges of cultural differences and ideologies in cross–national
business environments, McLauren (2009) believes that diversity management "needs to be seen as
the business plan, essential to successful products and increased sales. This is essentially true in
today's global

Strategy Management
Confirming Pages
Strategic Management
CONCEPTS & CASES
FRANK T. ROTHAERMEL
Georgia Institute of Technology
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Confirming Pages
STRATEGIC MANAGEMENT: CONCEPTS AND CASES Published by McGraw–Hill/Irwin, a
business unit of The McGraw–Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY,
10020. Copyright © 2013 by The McGraw–Hill Companies, Inc. All rights reserved. Printed in the
United States of America. No part of this publication may be reproduced or distributed in any form
or by any means, or stored in a database or retrieval system, without the prior written consent of The
McGraw–Hill Companies, Inc., including, but not limited to, in any network or other electronic ...
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He regularly translates his research findings for practitioner audiences in articles in Forbes, MIT
Sloan Management Review, The Wall Street Journal, and elsewhere. He has received several
recognitions for his research, including the Sloan Industry Studies Best Paper Award, the Academy
of Management Newman Award, the Strategic Management Society Conference Best Paper Prize,
the DRUID Conference Best Paper Award, and the Israel Strategy Conference Best Paper Prize, and
he is the inaugural recipient of the Byars Faculty Excellence Award. Frank has extensive teaching
experience at a number of institutions and programs, including Georgia Tech, Georgetown
University, Michigan State University, and the University of Washington. He has received multiple
teaching awards at the undergraduate and MBA levels. Frank holds a PhD degree in strategic
management from the University of Washington, an MBA from the Marriott School of Management
at Brigham Young University, and an MA in economics from the University of Duisburg, Germany.
He was a visiting professor at the University of St. Gallen, Switzerland, and an Erasmus Scholar at
Sheffield Hallam University, UK. Professor Rothaermel is a member of the Academy of
Management, the Industry Studies Association (Founding Member), and the Strategic Management

Society.
vi
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Confirming Pages
PREFACE
The vision for this book is to provide students with core concepts,

Logistics, Management and Strategy
THE FUNDAMENTAL OF LOGISTIC MANAGEMENT AND STRATEGY
Xi–Er Dang
Abstract
This paper provides a basic but fundamental understanding of logistic primarily based on the book
of "Logistics Management and Strategy" by Harrison and van Hoek. It will guide you through from
the basic definition and concepts to the different supply chain strategies that exist, as well as
providing a perception on the future logistic development. Explanation of principal terms like
logistic, supply chain management and supply network is discussed, and important logistic systems
like just–in–time, lean thinking and agile strategies are deliberated. Different ways of working
together within the supply chain is debated, where there are different ways of sharing ... Show more
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(2004). The partners or suppliers which are near the source and thus the production until the focal
firm are referred to as upstream (buyer side) (Harrison and van Hoek 2005). In contrary to the
partners or first and second tier customers which deliver to the final end–customer are referred to as
downstream (customer side). However, all partners are responsible of adding value to the end–
customer in each process they conduct, where the process can be explained as transforming inputs to
outputs. (ibid.) Another term which is similar to supply chain is supply network, where both terms
describe the objective of serving the end–customer through the linkage of different partners. Harland
et al.‟s 2001 study (cited in Harrison and van Hoek 2005, p.10) distinct the term network and chain
as following: network as a complex structure of cross linkages between organizations, and chain as a
simple step–by–step link of few organizations. Harrison and van Hoek (2005) points out that the
supply network should be looked at as a system where there must be an understanding of how all
process are interacting with each other on a dependent way.
Competing through logistics
Harrios and van Hoek (2005) describe four ways of creating logistic advantage in which they
contributes to the competitive advantages of the company. The first way is to compete through
quality where the symptoms of quality problems signify

Administrative Concepts And Management Strategies
Category 2. Administrative Concepts and Management Strategies
Description of Activity 1
a. Identify the Activity
It is the regular practice of WAYS Charter School to review and revise its policies and procedures on
an annual basis. This process usually occurs in the summer months of each year, prior to the start of
each new school year. I reviewed and revised the WAYS Employee Handbook utilizing new and
existing procedures.
b. Explain the Implementation
On June 6, 2014, I initiated the review of the WAYS policies and procedures. My review consisted
of evaluating the Employee Handbook, which is used as the manual for the school's staff. The
process took 3 days to review and 2 days to revise.
c. Evaluate the Process
The experience ... Show more content on Helpwriting.net ...
After making the necessary revisions, I sent the revised handbook to the executive director for
review and presentation to the WAYS Board of Directors. On June 27, 2014, the Employee
Handbook was presented at a public meeting of the Board of Directors. The board members held a
brief discussion, and asked a few questions regarding the handbook. The revised WAYS Employee
Handbook was approved unanimously.
d. Provide Evidence to Support Completion of the Activity
The WAYS Employee Handbook that was approved by the Board of Directors is evidence that
shows my completion of this activity. (Exhibit 1)
Category 2. Administrative Concepts and Management Strategies
Description of Activity 2
a. Identify the Activity

At least twice on an annual basis, WAYS collects demographic data from its attendance area and
from resident schools that a majority of the WAYS student body might otherwise attend. I completed
and analyzed a demographic survey of the WAYS pupil attendance area.
b. Explain the Implementation
For purposes of this report, the data I collected is from the 2012–13 school year. On January 20,
2015, I collected demographic and student achievement data from 13 resident schools that a
majority of the WAYS student body would be eligible to attend. I collected data from

Excerpt 'Time-Management Strategies'
In the excerpt "Time– Management Strategies," the author of the piece explains different ways to
manage your time wisely. The author suggest different tools that you can use to help you. Also give
you details on the different strategies that are available to manage your time. The author gives you
four different strategies that may help you manage your time. The first strategy is to use an organizer
such as a binder, or a small planner that you can carry around with you. The second
recommendation to help you is using a calendar, like a paper on or the one on your phone. The third
strategy is to plan ahead and don't wait for the last minute to complete something. The fourth and
final recommendation for you to mange your time would be to learn

Strategic Management and Strategy
Richard Bricknall 2005–10–01 Litterature seminar 2 Base litterature task October Book/Article 1.
John Ward and Joe Peppard, Strategic Planning for Information Systems, Third Edition , John Wiley
& Sons, 2002, Chapters 4–6 2. Henderson and Venkatraman, Strategic alignment :Leveraging
information technology for transforming organisations, IBM Systems Journal, Vol.36, Nos. 2&3,
1999 3. Claudio Ciborra, De Profundis? Deconstructing the concept of strategic alignment,
Scandinavian Journal of information systems, Vol. 9, No. 1, 1997. 4. Michael Earl, Experiences in
strategic information systems planning, MIS Quarterly, Vol. 17, No. 1, 1993 A Strategy formulation
contra strategy realisation, which is the most important and how should they ... Show more content
This means the business are highly motivated to link up with their IT counterparts. The fourth
perspective I would put companies like my own, CSC, where outsourcing of IT is the major
business activity and the company is entirely dependent on efficient IT services. To summarise in
the last three perspectives IS/IT is a essential component of the organisation and therefore
implementation of IT strategy controls the success of the company and therefore is closely linked to
the business strategy and thus implementation of strategy is a natural progression of formulation of
the strategy. In the Strategy Execution perspective greater business value is perhaps generated in
other ways than IT e.g. through products or services which are supported by IT solutions that are
general in the industry as in the case of transport companies. Ciborra's article starts off with the
challenging view that alignment of business and IT is dead or unnecessary but concludes finally that
it is necessary but introduces the terms care, hospitality and cultivation. His main argument seems to
be that strategic alignment appeared on the scene as a result of research initiated by IBM and when
after a number of years the research could not find ways of quantifying the level of alignment
interest from IBM waned and their funding of the research ended. Subsequent research in the area of
alignment avoided using the word 'ali8gnment' and from this Cibbora implies the research

Project Management Strategy
Introduction Project Management is all about managing your tasks and goals with the best use of
available resources within a fixed frame of time. To achieve the fixed time, the project manager
would need the proper coordination of all possible inputs required to carry out the task successfully.
One of such inputs is the project management maturity model which allows for improvement of
project management processes and systems (Crawford, 2006). Project management maturity is the
progressive development of an enterprise–wide project management approach, methodology,
strategy, and decision–making process. The appropriate level of maturity will vary for each
organization based on specific goals, strategies, resource capabilities, scope, and ... Show more
Such positioning is possible with strategic management because this process improves preparedness
for unexpected internal or competitive demands. Therefore, an organizational strategy is an all–
encompassing approach for formulating, implementing and evaluating managerial decisions in a
way that permits the business to reach its objectives. For an organizational strategy to be successful,
however, the organization should:
Clearly see the need for change
Be firmly committed to the idea of changing the business planning process
Assure that the strategic management process has credibility with everyone involved
Make sure that final plans are realistic and reflect actual resources and capabilities
Train all participants in the procedures essential to the strategic management process
Develop concise and well–organized plans One of such strategy is the implementation of Six Sigma
methodology in the organization. Six Sigma is a methodology that combines the gradual and
continuous improvement with radical redesign. The process of Six Sigma begins by measuring the
statistical variability within a process. This means that the causes of error can only be determined if
you understand the critical requirement of either the internal or external customer. Six Sigma
processes are designed to reduce process variability. Six Sigma helps the organization to achieve
improved process flows and better

Corporate Strategy and Project Management
–––––––––––––––––––––––––––––––––––––––––––––––––
41. Corporate Strategy and Project Management: the relationship between them and implications for
the management of an international project.
Introduction
This paper draws attention to the detached relationship between the corporate strategy and project
management. Solutions offered by various researchers to align both of them are discussed and
examine how they could be proposed for the management of international project, in particularly for
the construction industry.
Relationship between corporate strategy and project management
Association between strategy and project are often perceived as a top down approach, where
executive managers drives strategy down to projects management ... Show more content on
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| Lack of control over resources | Control system in organization stifle authority of project manager
over resources (human or budgets). Authority does not correspond to responsibilities | Executive
manger felt that planning and control of project a pure delivery process, | Lack of recognition of
business contribution | Project manager not recognized for business contribution | Project often
contradicts the goal for profit |
Exhibit [ 2 ] common deficiency faced by the project manager in an organization
Milosevic & Srivannaboon (2006) and numerous literature highlighted that the rift between
project management and corporate strategy is causing projects to be poorly managed leading to
frequent project overruns . Ginevri & Beraha (2006) further warned about the gap, noting that
corporation are facing an "endemic" disease, a disease that if developed in organization could "arises
and spreads around quickly" if left unchecked.
The solution: bridging the gap between project to corporate strategy
Relationship between corporate strategy and project should not merely be looked upon as a top–
down approach where executive management drives strategy down to project. For project to work,
here must be two–way influence between project management and business strategy. Successful
links flow both ways. (Combe 2000). Successfully project is only possible when business strategy

Strategy Analysis : Strategy Management
There are huge attentions and momentum on strategy and a new approach to strategy sector has been
label as a "strategy as practice" in the recent years as well as past few years. The central theme is
strategies as an activities and maximum interactions of people in organization (Johnson et al 2007).
In general view, "strategy–as–practice" as organizational staff's including Top Management Team
(TMT) and middle managers do and enact, involves in various stages such as formulation,
implementation and executing strategies (Johnson, Langley, Melin, & Whittington 2007).
In an essence, the strategy is beyond a direction or future blueprint for growth & sustain in the
global completive environment rather than just an asset of an organization. "The problem of
performing strategy, how is it done, who does it and what they use to do it, is so important for both
strategy theorists and practitioners. (Jarzabkowski, 2005 :1)
Based on an "Activity Based View" and building on a general "practice turn" in social theory (
Schatzki, Knorr–Cetina, & Von Savigny, 2001; Reckwitz 2002) , strategy is perceive as a social
practice very similar to many other practices. Particularly, from a social practice perspective,
strategy is enacted through a set of social interactions, regular conversations through which together
managers and other staffs set out a direction for their organization and initiated it. "Strategy is high
level conceptualised as a situated, socially accomplished set of activity"

Strategic Leadership And Management Strategies
Introduction
Within recent business world , strategic leadership and management has become highly influential
factors by which the organisations are reaching their goals more easily and thereby competiveness is
increasing between companies and businesses. As a result , it is become essential for organisations,
to adopt the right leadership and management strategies. This study will thereby will focus on the
following issues asked in the following questions, and thereby will advance on the next sections and
for ease of discussion this study has been headed from task 1 to task 6. Also , while discussing
various strategic leadership issues , focus will be given on Marks and Spencer PLC, one of the retail
giant in the UK.
Task–1: ... Show more content on Helpwriting.net ...
The leader leads and the boss drive.
This report explains the relationship between managers and leaders that they perform on their
position within the organisation, they work together to achieve the goals of organization.
Leaders think about goals and are active instead of reactive in shaping ideas. Managers act to limit
choices.
Leaders develop fresh approaches to long–standing problems and open issues to new options. A
manager is a problem solver– "what problems have to be solved and what are the best ways to
achieve results?"
1.2 Link between leaders and management has strong impact in organization.
While evaluating the relationship of strategic management and leadership correlating with functions
of strategic management for an example analysing strategic objectives along with the aims by which
organisations can improve their organisational performance, by which creation , communication
along with implementation of changes, also development which leads to high performances of teams
can be achieved . Also, from strategic decision making's point of view ; leadership definition relates
with the Mintzberg's 10 Managerial Roles; direct versus indirect leadership; followership. It is also
an issue that link between strategic management and leadership depends on the skills of the leader to
achieve the strategic objectives . Management and leadership styles such as bureaucratic, autocratic ,
laissez–faire, charismatic

Knowledge Management Strategy And Metrics
Knowledge Management Strategy & Metrics Knowledge management often involves isolating and
planning intellectual assets within an organization, producing new knowledge for competitive
advantages within the organization, making vast amounts of corporate information accessible.
Knowledge management can be hard to interpret or explain. How would a nurse or doctor define
"health care" succinctly? How would a CEO explain "management"? Each of these areas is very
complex, with many sub–areas of specialization. This in turn leads to the question "What is
Knowledge Management Strategy & Metrics"?
What Is Knowledge? Some may ask, aren 't we managing knowledge already? Truth is, no! We are
actually just making a really huge mess of managing information. "Knowledge has two simple
explanations of interest. The first part deals with a defined body of information. Depending on the
meaning, the body of the information might consist of facts, opinions, ideas, theories, principles, and
models. Knowledge also refers to a person's state of being with respect to some body of information.
These states include; ignorance, awareness, familiarity, understanding, facility, and so on" (Barclay,
R., & Murray, P. (1997). In traditional perceptions of the role of knowledge in business
organizations, tacit knowledge is often viewed as the real key to getting things done and creating
new value. There are two forms of knowledge that can be found in any organization:
Explicit – Formal codified

Ict Systems Strategy And Management
KIT708
ICT SYSTEMS STRATEGY AND MANAGEMENT
WORKSHOP 6
LEADERS REPORT by Srinivas
GROUP 5
Srinivas – 189750
Rajesh – 183176
Venkat – 179334
Jawahar – 218429
Task 3
Key Issues Discussed In the Paper
According to me (Srinivas), the key issues discussed in the paper are: The chapter started as the
challenges of IS/IT investments. The generic benefits of IT were explained with case studies. Net
Benefits of the IT were shown. The paper also showed the developing economy and the need for a
new appraisal method. This method was explained in depth in this paper.
According to Rajesh, the key issues discussed in the paper basically are the challenges of IS/IT
investments. How the economy is changing over time and there is also a need ... Show more content
No sufficient training to the staffs to use the newly deployed IT and IS.
No post implementation reviews of IT project in an organization.
Audience of the Paper
According to me (Srinivas), the audience of this paper would be organizations who are and want to
implement IS/IT investments and the management and IS/IT students.
Rajesh says that the audience of the paper would be Managers, Business staff and IT Managers
within the organizations and the researchers who want to add value to the topic or research on the
existing approaches.
Venkat says that the Journal article is based on the Information Technology Domain, and thus the
audiences for the article are the management teams of any organization related to information
technology.

Jawahar says that senior managers and IT managers of an organization are the main targeted
audience of the paper. HR and finance managers are also targeted in this paper.
Critical Analysis of the Paper
I (Srinivas), say that the paper basically started with the development going on within organizations
and in the economy. The benefits of IT within the organizations were explained clearly and the
disadvantages were also explained. Next, the need for the fresh approach was also shown. The
author has clearly shown his view by referring to many authors and explained the new approach
clearly. Overall, the paper is informative and

Strategy Management
CRH Plc.: Comprehensive strategic analysis of CRH Plc and recommended strategy 1.1
Introduction This assignment 1.2 Choose the Model for CRH Strategy literature offers many
techniques and models suited for systematic strategic analysis. The SWOT analysis, the PESTEL
analysis, the Five Forces analysis framework are the prime examples of techniques that can be
adopted for strategic analysis. This assignment will use PESTEL and Five forces model to analysis
the environment of CRH plc. PESTEL analysis is to identify and analyze the strategy and business
environment, it is stand for Political, Economic, Social, Technological, Legal, and Environmental
factors. This model is to assessing the current environment and potential changes. If ... Show more
The latter includes (4) bargaining power of suppliers; and (5) bargaining power of buyers. 'The
strength of each of these competitive forces is determined by a number of key structural variables'
(Grant, 1998 in Mazucatto, 2002). The importance of this framework is emphasised by Porter who
argues that 'Understanding the forces that shape industry competition is the starting point for
developing strategy. Every company should already know what the average profitability of its
industry is and how that has been changing over time" (Porter, 2012, p.235). In the context of the
building materials industry, the application of Five Force analysis indicates that the industry has
growth rates that are mostly lower than the GDP growth across regional economies. It is cyclical in
nature and fragmented in structure with a large number of small and mid–sized firms that create
micro–markets and heterogeneous customer needs in different geographies. This becomes a big
deterrent for any member firm that intends to exploit and enjoy economies of scale beyond a limit.
What's more, commoditization and lack of differentiation erode any scope for healthy margins. High
weight to value ratio of 'heavyside' building products renders global sourcing ineffective. Entry
barriers are virtually non–existent owing to the standardised, low technology nature of products that
are devoid of patents and produced with non–proprietary technologies, and this particular industry
attribute strips

Business Strategy : Marketing Management
Business Strategy Differentiation La Troy King Information Systems Management Dr. Patricia Riley
December 21, 2015 La Troy King Dr. Patricia Riley Information Systems Management 12–21–2015
Review of Literature According to Kroenke (2015), Porter believed firms always engage in one of
his four strategies. An organization can focus on being the cost leader, or it can focus on
differentiating its products or services from those of the competition. Further, the organization can
employ the cost or differentiation strategy across an industry or it can focus its strategy on a
particular industry segment Kroenke (2015). Porter called the generic strategies "Cost Leadership"
(no frills), "Differentiation" (creating uniquely desirable products and services) and "Focus"
(offering a specialized service in a niche market). He then subdivided the Focus strategy into two
parts: "Cost Focus" and "Differentiation Focus." While researching online and throughout the
reading it was very evident that it is important to remember that Cost Leadership is about
minimizing the cost to the organization of delivering products and services Porter (1985). The cost
or price paid by the customer is a separate issue! For me understanding that the Cost Leadership
strategy revolves around being the leader in relations to the cost in the industry or market in which
our society thrives on daily. Over the years many companies have come to the realization that just
being amongst the

The Change Management Model And Management Strategies
As organization evolve, changes are inevitable. At CSAA insurance group, change is necessary to
support selling, marketing and management strategies (Hallenbeck, 2015). The leadership team at
CSAA has identified an opportunity to refine how sales production is tracked by their sales agents.
Implementing new processes to support fiscal responsibility is important as it will serve as a
foundation for successful goal achievement for the organization (Hallenbeck, 2015). This document
will provide details of the change needed to track sales production, outline the change management
model and discuss plans if resistance is given by team members.
Sales tracking change details:
Sales agents and their leadership team use several different platforms to manually enter production
details. This manual entry is the cause of the variance as it allows for human error. The current
tracking process of sales production is consistently inaccurate by approximately 30%. Final sales
production results are released approximately 15 days after the closing of the given month. This
variance causes a negative impact to real time reporting that is crucial in running a successful sales
team.
In order to remedy the sales tracking issue, the national sales executive of CSAA has agreed to
incorporate an existing enterprise platform within the sales division that manages customer
interactions. Implementation of the new platform will allow sales agents and leadership to
accurately track sales

An Effective Classroom Management Strategies
To successfully establish effective classroom management strategies, teachers must have a well–
organized classroom, be attentive to students, be knowledgeable of their abilities, generate
appropriate and engaging lesson plans, and create a safe learning environment. There are several
instructional videos that exemplify these effective classroom strategies for example in Case #00059,
Subject: Library Media, the librarian instructor has an attractive and well organized classroom.
Maintaining an attractive and well organized classroom is an important classroom management
strategy because learning tools are easily accessible and students are more likely to engross
themselves in studying if the environment is appealing. According to Dr. Sheryl Reinisch, director
of Early Childhood Education Programs at Concordia University, studies indicate that high–quality
classroom environments "help children feel safe, secure, and valued. As a result, self–esteem
increases and students are motivated to engage in the learning process" http://education.cu–
portland.edu/blog/news/welcoming–classrooms–better–students/ In Case #00059, the subdivisions
for books is easily identifiable and accessible because the students can find books according to
genre, reading level, or interest. There is a computer lab also sectioned off for students and teachers
as well as a researching section. The researching section also has an area for teachers to use in their
classroom. Because the librarian manages a

Strategic Management : Strategy Formulation And Strategy...
Introduction to strategic management:
Strategic management is the procedure or path which was established by their managers in any
particular organization's or company for their Long–term direction and also built the comprehensive
performance objectives, upskilled strategies to succeed these objectives in the light of all the
applicable inner and outer circumstances, and implement to perform the selected procedure plans.
Company itself an entity having certain limitations and boundaries as per their policies and works
with in them. In any organization strategic management plays very important role in their
development.
Strategic management steps:
Requiring an organization's objectives,
Generating policies and ideas to reach these objectives,
Assigning resources to instrument the policies Strategic management is a combination of both
strategy formulation and strategy implementation. It is the top most level of managerial activity,
usually accomplished by an organization's Chief Executive Officer (CEO) and executive team and
also provides overall direction to the creativity.
Strategy formulation involves:
Doing analysis according to the situation: both internal and external; both micro environmental and
macro–environmental.
Similarly with this assessment, objectives are set. This involves constructing vision statements (long
term view of a possible future), mission statements (the role that the organization gives itself in
society), overall corporate objectives

A Talent Management Strategy
A Talent Management Strategy Formulate a talent management strategy to encompass the entire
talent requirements of the organization. When discussing and planning your organization's future,
it's important to consider not just the goals, objectives, and initiatives, but clearly how to accomplish
them. The most important contributor is undoubtedly your employees. Aligning the organization's
business strategy with its employees is called talent management, and it encompasses aligning the
right employee with the right position in the organization. Talent management is a business strategy
and must be fully incorporated within all of the employee connected practices of the organization.
Retaining and attracting talented employees, ... Show more content on Helpwriting.net ...
Determine the key components of talent management, including identifying, assessing, and
developing talent. Talent management consist of six components that, when implemented
strategically, combine to keep an organization on the leading edge. These components are: Strategic
Employee Planning, Talent Acquisition and Retention, Performance Management, Learning and
Motivating, Career Development, and Succession Planning. Strategic Employee Planning is the
practice of developing your organizational goals and strategic plan. It is also knowing how to
achieve your goals and implement the plan. Another responsibility of employee planning is
identifying the key roles and personnel who will assist you in attaining them. Talent Acquisition and
Retention is hiring new talent into your organization and recognizing and cultivating talent you
already have in the organization. Promoting from within your organization is more cost–effective
and encourages employee engagement and loyalty. Performance Management is when the right
person is aligned with the right role and position within the organization. Its end goal is to make
sure that roles align with your business strategy to achieve its goals. It develops goals for success,
supports employee development, and moves the organization in a positive direction. Learning and
Motivating sounds like two components but they actually go hand in hand. Learning is

Information Management And Technology Strategy
1. Introduction
This document is an evaluation report prepared for Information Management and Technology
Strategy of VicRoads for the duration 2012 to 2014. Information Management and Technology
(IM&T) is considered to be an important business enabler for delivering VicRoads Strategic
directions from 2012 to 2014. The principles briefed in the IM&T report deliver guidelines for the
usage, management and implementation of IM&T resources, assets and services across VicRoads
(VicRoads, 2013).
This evaluation report aims to analyse IM&T Strategic Report of VicRoads against precise criteria
of COBIT 5 framework and seeks to provide recommendations on the basis of key findings of the
assessment.
Some of the key features of this strategic plan evaluation report are stated below.
 COBIT 5 Framework is chosen as the standard ICT governance framework to evaluate the
content of the strategy report.
 IT–related Goals, Metrics, Process Practices, Inputs and Outputs of Key enabling processes of
COBIT 5 Process Reference Model are chosen are as evaluation criteria and guidelines.
 Direct and indirect evidences from VicRoads IM&T strategic report 2012–2014 and VicRoads
Annual Report that satisfy the evaluation criteria are identified and presented in the analysis.
 Based on the key findings from the analysis, relevant recommendations are formulated to revise
the strategic plan in order to better meet the chosen criteria of COBIT 5.
As the current VicRoads IM&T strategy is nearly

Evaluation Of Performance Management Strategy
VII. Performance Management Strategy Performance Management is a critical and vital part of
every organization. Motors and More, Inc. as a company have several issues with employees feeling
that unfair treatment exists in the company which has led to a high turnover rate. For Motors and
More to be successful, they must adopt a performance strategy that embodies accountability,
transparency, completeness and equity. ( Ulrich, Allen, Brockbank, Younger and Nyman pg89 )
Accountability as it relates to performance strategy ensures that the employees are given complete
and precise goals that directly relates to the overall business strategy of the company. Once the
measure is clearly defined, it makes it easier for employees to be evaluated ... Show more content on
Helpwriting.net ...
This means that the top tier employees will get reward as such and in essence all employees will
receive what they have earned. With the performance criteria set, deciding what approach to use in
the evaluation performance is critical. Motors and More is a company who is in the business of sales
but they have a number of employees who do other things. This is the point where the approach
must be simple so the employees clearly understand the process and fair to all employees involved.
The results approach will be the best option to incorporate at Motors and More. By using the results
approach, it ensures that employees will be evaluated based off the objectives that were defined for
them in accordance with the performance of their jobs. Everyone employee has a job description
that entails what duties the employee is expected to performed for their job. With the results
approach, quantifiable data can be collected and used to evaluate how well an employee contributed
to company goals/objectives as well and individual goals/objectives. This gives the employee equal
incentives to work hard on individual duties as well as team assignments. It also creates the type of
atmosphere in where cohesiveness is integrated among co–workers with the objective of
contributing and doing their part to accomplish the overall business

Strategic Leadership And Management Strategies
Within recent business world , strategic leadership and management has become highly influential
factors by which the organisations are reaching their goals more easily and thereby competiveness is
increasing between companies and businesses. As a result , it is become essential for organisations,
to adopt the right leadership and management strategies. This study will thereby will focus on the
following issues asked in the following questions, and thereby will advance on the next sections and
for ease of discussion this study has been headed from task 1 to task 6. Also , while discussing
various strategic leadership issues , focus will be given on Marks and Spencer PLC, one of the retail
giant in the UK. Task–1: registered with the 1.1 Evaluation of relationship between strategic
leadership and management
When describing, it can be said that a leader is the person having the capacity by which he/she can
create translate along with a vision in order to take action also for ensuring the sustaining of the
business (Bennis, 1989). Also, according to Kotter (1990), to it can stated that the justification of the
above statement can also be done considering the differences between management and leadership,
Even though both the roles can be combined together within same individual (John Kotter, 1990).
When searching for specific relationship between management and leadership , according to Ronald
A. Heifetz, "In business, it can be seen an evolution of the

Strategy And Performance Management At Dsm
Strategy and Performance Management at DSM Performance management is the process of
planning work assignments, setting expectations, monitoring processes, rating performance, and
rewarding performance. Performance management systems are used by organizations to identify,
measure, and develop the performance of individuals and teams. The goal of an effective
performance management system is to strategically align employee performance with company
goals and objectives (Smither & London, 2009). In order to achieve optimal performance,
organizations are tasked with implementing innovative solutions that ensure performance
management systems that deliver real results and improve performance (MacMillan, 2015).
Organizational leaders are responsible for understanding the performance management system in
order to focus on employee efforts that will help in achieving both individual and organizational
goals (Opm.gov). In this paper, the author will suggest the key processes that DSM needs to provide
within its system in order to successfully link its key success factors (KSF). The author will select
three drivers, and examine the central manner in which DSM management has aligned its business
strategies to performance management. Lastly, the author will critique DSM's competitive advantage
by using three of the six assessment points outlined in the textbook.
Key processes that should be provided Dutch State Mines (DSM) was founded in 1902 as a coal
mining company that developed

The Principles And Ethical Strategy Of Management
Ethics are important in an organizations structure. This is something that usually starts with the
leaders and trickle down to other employees in the company. The leader of an organization needs to
how to get the right people for the job. Leaders have to pick people that put emphasis on what is
right and people that want to help others. Ethics and morals play a huge part in the success of a
company. The organization must have leaders that can create and execute an ethical strategy for the
company.
Setting the tone at the top is the best way to create and execute ethical strategy. Management has the
responsibility of making sure that the company is run effectively and efficiently. The principles and
ethical strategy of management builds a foundation and determines the purpose of the organization.
This should include honesty, truth, morals and integrity. Everyone within the organization should be
aiming for the same goals from an ethical stand point. Management has a very important role in the
ethical development of the company.
Next, the leaders should establish a standard of conduct. The leaders and management have to be
committed to focusing on operating under an ethical standard of conduct. Organizational culture
determines whether the company acts in an ethical matter. According to Gamble and Thomas 2011,
"The fallout of ethical misconduct on the part of a company goes well beyond just the costs of
making amends for the misdeeds. Buyers shun companies known

Management Strategy And Decision Making
Jared Dandridge
Part 3: Management Strategy and Decision Making
a. Executive Summary of Part 3 Part three of the textbook contains chapters 5 through 8 which give
a broad overview of creating an overall strategy for a company. In short, this process creates the
company's mission statement. Our social media company Twitter mission statement states, "To give
everyone the power to create and share ideas and information instantly, without barriers." This is
very important because it allows both internal and external users to know what the company is about
as a whole. The management strategy and decision making sections is a bit different from other
aspects in business. Most of the other aspects focus more on functional areas, such as ... Show more
c. Chapter 6: Decision Making
Chapter 6 Article: Wall Street Applaud Twitter Executive Decision
http://www.benzinga.com/analyst–ratings/analyst–color/15/10/5888504/wall–street–applauds–
twitters–executive–decisions Chapter 6 explains the process of decision making in management.
Managers make decisions every day and have to live with the consequences. In the moment
decisions sometimes ignore long–term consequences, especially the unforeseen ones. That's why
managers need to see the big picture and begin the decision making process with planning and
defining the goal. This chapter explains how companies should approach decision making to satisfy
both short and long term success. In this news related article to Twitter decision makings, it
exemplifies the importance of the actual person of who is making the decisions. According to this
article, twitter shares increased after news that its chief executive Dick Costolo will step down.
Costolo, who resigned voluntarily, has been the subject of scrutiny over the company slow user
growth and advertising struggle. Twitter cofounder Jack Dorsey will resume serving as the
temporary Ceo until a replacement is found. This article relates to our company to show that
decisions that management imposes on the company are direct a result of the success it has.
d. Chapter 7: Strategic Management
Chapter 7 Article: Twitter Lags way behind it Rivals Among Teens

Strategy Human Resource Management
Strategy Human Resource Management Introduction In Australia, public policy is continuing to
focus on ensuring that all programs are protecting the rights of different individuals during the
process. This is because the Racial Discrimination Act is imposing strict penalties upon any entity
that is in violation of these provisions. As the law is going after outright discrimination (in areas
such as: the workplace, housing and the distribution of public services) to hatred that is directed
from one person to the other. This is designed to prevent all forms of racial discrimination from
taking place on all levels inside society. (Cropanzano, 2001) (Greenberg, 1990) However, inside the
Commonwealth there is also the belief in ideas of free speech must be respected. This means that
there are certain areas which are not covered. The most notable include: An artistic work or
performance. A statement, publication, discussion or debate. Making fair and accurate reports that
are in the interests of the general public. A comment that is reflecting someone's personal opinions.
This is illustrating how the law is forcing dramatic changes in attitudes about race relations and
discrimination. While at the same time, it is balancing out the basic ideas of free speech. ("Know
Your Rights," 2012) In response to these challenges, many municipalities and governments have
created their own strategic plans. This is designed to balance the needs of different demographics of
population

Managing The Change Management Strategy
Organizational change management is the outline for managing the change management strategy. It
also helps with the corporate processes for structural and cultural changes of Blue Cross Blue
Shield. Change management helps our organization realize why the change was essential so that we
can accept all changes and goals to move forward. Change in our organization is good for all of the
employees since it will help them gain new skills and competencies and this in fact is an
organizational goal of the company. The first step for our change management strategy is creating
urgency. For this change to occur, the whole establishment needs to be on board and really wants it.
Developing a sense of urgency around the need for change can trigger the initial motivation to get
things moving. Without motivation, individuals will not help and the efforts for the change will not
go anywhere (Kotter, 1995, p. 60). Managing change across the board if it is not done correctly can
be damaging. The second step is to convince our employees that change is necessary. This
frequently takes strong management and noticeable support from important people within our
organization. Dealing with change is not enough one will have to lead everyone in this process.
Once shaped our change partnership or coalition needs to work together as team and continue to
build urgency round the need for change. Our goal is to be successful. It requires that our
organization gets all of the knowledge it can so

Diversity Management Strategies
Diversity management strategies
IBM diversity management within the work place
As explained by John (2011) IBM is the one of the biggest multinational company they are hires
more than 400,000 employees over 200 countries. They recruit scientists, sales professionals,
consultants and engineers. Even in the department level there are various background peoples
working together for achieve common goal. So the managing several background employees are
very important to increase productivity and team cohesiveness. . There are several measures that
have been taken by IBM relate to diversity management. Others are,
Ensure employees fully participate as partner
According to argument of Edwin (2008) The Company had six months 'global executive task force'
which was establish in 1995 for equal facilitating to opportunities within the firm. Executive invite
all the group members to participate with them actively for showing a diversity difficulties or
challenges. This method is used at the small scale which can ensure the mutual trust, expectation,
diversity goals. This method is very good since it tells that organisation is like to take advices or
suggestions from the employee and considering playing a significant role in the decision making
process of the IBM. Further more employees have very good chance to develop or communicate the
executives face to face. That process makes employees and executives more understandable. This
understanding is simplifies the organisational

Good Management Strategy: Analyzing Internal and External Factors

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