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Graduates of the Business Administration Program majoring in Management should be able to effectively work in teams and independently, communicate verbally and in writing, and apply business principles to solve problems. They should understand core business concepts like marketing, management and accounting. Additionally, they should be able to identify the four main components of management, describe theories of organizational behavior, and demonstrate competence with business software and financial analysis.
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The document discusses several aspects of business transformation and strategic leadership in today's rapidly changing business environment. It emphasizes that organizations must continuously innovate, connect with customers and stakeholders, think strategically about opportunities and risks, develop distinctive competencies, and build an agile culture through training and empowerment in order to achieve competitive advantage and long-term success. Good governance, productivity, responsiveness to market changes, and alignment of projects with corporate strategy are also highlighted as important factors.
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This document outlines course descriptions for a variety of business subjects, including introductions to business, accounting, marketing, statistics, law, management, communications, operations, human resources, project management, negotiations, strategy, and finance. The courses cover fundamental business concepts and principles, as well as more specialized topics like international business, change management, data analytics, and sustainability. The goal is to provide a well-rounded business education covering the full range of business disciplines.
MIS 49100 Week 1 Capability model theory - dynamic capabilities
This document discusses methodologies for project development in a capstone course. It includes:
1. The capstone course guides students in methodological approaches to software development, testing, and implementation, and understanding how methodologies relate to theories of capability models.
2. The course assesses learning outcomes for adult students and provides an opportunity to integrate and apply concepts through analysis and evaluation.
3. Cognitive learning outcomes include applying systems development principles, techniques for analysis and design, and knowledge of management roles in telecommunications.
Strategic management chp 04
The document discusses conducting an internal assessment of a firm to evaluate its strengths and weaknesses across various business functions. It provides details on analyzing a firm's internal strengths and weaknesses in areas such as management, marketing, finance/accounting, production/operations, research and development, and management information systems. Checklists of questions are provided for evaluating each of these internal functional areas of a business. The document also discusses developing an internal factor evaluation matrix to systematically analyze a firm's internal strengths and weaknesses.
Weekly Reflection #8750 Word Min. Performance Management in Gl.docx
Weekly Reflection #8
750 Word Min.
Performance Management in Global Operations
Based on your readings the insight gained in the class thus far, reflect on and post an answer to the following questions:
1. Identify and analyze 3 of the specific factors that may impact the performance management process of a global company.
2. Discuss the specific cultural, social, political, economic, legal, host-country governmental, ethical, and global market factors that may significantly impact performance management practices and workplace operations.
3. Discuss how HR and management can address these differences in order to respond to the challenges of managing a global workforce.
Grading Criteria and Guidelines
Reflections:
Your reflections should be 750 words in length.
You are required to respond with depth, breadth and insight to the reflection question(s). Your reflection must be tied back to the chapter material and outside research is highly encouraged.
Properly format your reflection so I can clearly discern which section of the post you are addressing and it does not appear as one long paragraph. The use of section headings is highly encouraged to organize your reflection.
Always cite your sources.
Response to the topic was…
· on time
· demonstrates outstanding knowledge of the subject matter through an understanding of the reading and specifically references the readings
· integrates the principles of the reading for the week with other material (either from this class, previous classes, additional sources and/or personal experience) in an original and creative way
· analyzes readings incorporating your own ideas and applies your own learning from the readings and/or your own experiences
Other points to remember:
· Proper grammar, spelling, and formatting should be used - these are academic content discussions ... not chat sessions
· Ideas and responses are logical and well supported.
· Pay attention to the instructions and deadlines.
· Quality is more important than Quantity
Performance Management Process
The figure shows the elements of a typical performance management system and how these are related to each other. The performance management system is an on-going process that must first start with making clear statements on the organizational goals and values based on which performance management standards must be set to govern and direct acceptable employee performance and behavior on the job. Next, there must be a constant monitoring of employee performance with formal performance appraisal feedback and evaluation measures that ultimately should demonstrate the achievement of the stated business results by leading to organizational effectiveness and increasing employee growth.
Each phase of the performance management system is closely connected to the other parts and the relationship between each component is a dynamic relation implying that when one part changes, the other parts also must change simultaneously. Managers must pay clos ...
Organizational Excellence Framework-Employees
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/organizational-excellence-framework-employees-1421
BENEFITS OF DOCUMENT
1. Undertake human resource planning that supports organizational plans
2. Recruit, select, train and develop employees
3. Encourage employees to share suggestions and ideas aimed at improvement
DOCUMENT DESCRIPTION
This is an introductory workshop on employees. It focuses on defining and implementing good employee practices that are covered in the Organizational Excellence Framework (copyright 2010 Dawn Ringrose) publication that integrates global excellence models and provides implementation guidelines for the practitioner. These practices have been validated by over 20 years of research.
The employee practices include: Undertaking human resource planning that supports organization goals and objectives; Recruiting and selecting people for mutual success; Promoting equal opportunity and diversity; Ensuring people understand and commit to the strategic direction and improvement goals; Getting people involved with improvement initiatives; Encouraging employees to share ideas and suggestions; Encouraging employees to be innovative and take risks; Determining the training needs of employees and providing the necessary training; Ensuring employees have adequate compensation and benefits; Rewarding and recognizing strong performance of both individuals and teams; Ensuring a healthy workplace environment and involving people in addressing issues related to health and wellness; Removing barriers to employee effectiveness.
Each practice includes a definition, implementation guidelines and practical examples and may include applicable research findings. The workshop is formatted so that participants learn about best management practices related to the topic and have an opportunity to self-assess against the practices and develop an improvement plan to address gaps.
This workshop is part of a consulting toolkit that includes: the Organizational Excellence Framework publication, scenario games, automated assessments, holistic workshops for micro to large size organizations and modular workshops for each key management area (governance, leadership, planning, customers, employees, work processes, suppliers and partners, resource management, continuous improvement & performance measurement).
Orgganizational effectiveness
This document outlines objectives and topics around organizational effectiveness. The key points are:
- Organizational effectiveness is defined as the degree to which objectives and goals are achieved. Effectiveness means "doing the right thing". Efficiency takes resources used into account.
- The purpose is to review assessing organizational performance, compare quality assurance approaches, and describe strategies for effective healthcare organizations.
- Effectiveness is determined by factors like clear authority, discipline, and employee satisfaction. Effectiveness and efficiency influence each other.
- Managers can foster effectiveness through skills like problem-solving, change adaptation, and employee engagement. Various approaches can measure effectiveness including goals, systems, constituencies, and competing values.
managers and management
This document discusses types and functions of managers. It begins by defining managers and management, and explaining what managers do. It then describes the different types of managers, including functional managers who focus on technical areas, and general managers who oversee functional managers. The document also discusses the basic managerial functions of organizing, planning, controlling, and leading. It outlines three levels of management - top, middle, and first-line - and the distinguishing characteristics of each. Finally, it introduces six core managerial competencies: communication, planning and administration, teamwork, strategic action, multiculturalism, and self-management.
Canadian Resume Law
Luvuyo Sydwell Mfecane has extensive experience in legal consulting, human resources management, supply chain management, and marketing. He holds a LL.M in Commercial Law from the University of Derby and a B-Tech/Honours Degree in Public Management. His areas of expertise include business crime, company law, commercial theories, international banking law, and international economic law.
Shrm notes
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
A Level Business Subject Content September 2015
Details of the revised subject content for the new A Level in Business for first teaching from September 2015.
UNIT 2 SEM 5.pptx bcom ba bba mba study material
The document discusses strategic planning and management. It defines strategic planning as a process where an organization's leaders define their vision and goals for the future. This typically represents mid- to long-term goals of 3-5 years. The process of strategic planning involves determining objectives, analyzing the external environment, conducting a self-appraisal, making strategic decisions, and implementing and controlling the strategy. The McKinsey 7S framework is also summarized, which analyzes 7 internal elements that must be aligned for organizational effectiveness: strategy, structure, systems, skills, style, staff, and shared values. PEST analysis is explained as a tool to assess political, economic, social and technological factors affecting an organization.
EDP ppt (1).pptx
The document discusses strategies for handling businesses. It first explains the importance of implementing sound strategies to succeed in a competitive environment. It then outlines the key aspects of business policy, including environmental scanning, policy formulation, policy implementation, and evaluation and control. Environmental scanning involves gathering external information, policy formulation develops long-term plans, implementation puts strategies into action, and evaluation allows companies to monitor performance and make adjustments. The document also discusses negotiation and bargaining strategies, outlining the common stages of preparation, defining roles, clarification, bargaining, and closure.
Four Finances of a CFO_Finance
This document outlines four different roles or faces that CFOs and finance functions may take on: Operator, Strategist, Steward, and Catalyst. The Operator focuses on efficiency and risk management of finance operations. The Strategist helps set the company's future direction to enhance performance and shareholder value. The Steward ensures compliance with financial reporting, controls, and regulatory requirements. The Catalyst executes strategic choices and establishes a value-driven organizational culture. For each role, the document describes their key focus areas and responsibilities, as well as competencies and critical issues.
The Strategic Management Process
Here are the answers to the quiz questions:
1. The four basic elements in Strategic Management are:
- Environmental scanning
- Strategy formulation
- Strategy implementation
- Evaluation and control
2. Porter's 5 forces that affect an industry in creating organization strategy are:
- Threat of new entrants
- Rivalry among existing competitors
- Bargaining power of suppliers
- Bargaining power of buyers
- Threat of substitute products
3. The 3 types of strategies are:
- Corporate strategy
- Business strategy
- Functional strategy
The Strategic Management Process
The document provides an overview of strategic management. It discusses key concepts like strategy formulation, implementation, and evaluation. Environmental scanning and SWOT analysis are important parts of strategic planning. Strategic management helps organizations adapt to changing markets. The roles of corporate, business, and functional strategies are outlined. Porter's Five Forces model and its analysis of new entrants, suppliers, buyers, substitutes and rivalry is also summarized.
HR Strategy and Its Impact ob Business Strategy
This document discusses the importance of aligning HR strategies with business strategies. It defines key terms like strategy, HR strategy, and strategic HRM. It outlines the need for SHRM and how linking HR policies, programs and processes can help achieve business goals like becoming a low-cost leader or differentiating through quality. The steps in SHRM include forecasting needs and formulating and implementing aligned strategies. Finally, it discusses how effective HR strategies can impact organizational growth, turnaround, goals, performance, profits and competitiveness.
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Strategic planning process and human resource management
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MIS 49100 Week 1 Capability model theory - dynamic capabilities
MIS 49100 Week 1 Capability model theory - dynamic capabilities
Weekly Reflection #8750 Word Min. Performance Management in Gl.docx
Weekly Reflection #8750 Word Min. Performance Management in Gl.docx
More from Rebecca Healy
149
- 1. Updated: June 2011 GRADUATE SUMMARY FOR BUSINESS ADMINISTRATION - MANAGEMENT Graduates of the Business Administration Program majoring in Management should be able to: • Work effectively in both a team-based and a self-directed, independent environment. • Demonstrate effective verbal and written communication and presentation skills. • Develop effective interpersonal communication skills. • Apply fundamental business principles to solve problems and make business decisions. • Understand the importance of ethical behaviour in business. • Demonstrate understanding of the impact of business enterprise in the social, economic, and legal environment. • Understand core business concepts, including marketing, management, accounting, law, economics and entrepreneurship. • Identify the four main components of management (planning, organizing, leading, and controlling) and apply each to practical situations. • Describe the theories and concepts relevant to understanding the psychology and sociology of organizational behaviour and problems, and apply these to practical situations to increase motivation • Describe the various techniques and activities that an organization utilizes in acquiring, developing, and maintaining an effective workforce • Demonstrate high level competence using business-related computer applications • Explain how a corporation procures and utilizes capital in business operations and evaluate performance of the same based on financial ratio analysis • Evaluate business opportunities, and demonstrate understanding of the process involved in starting one’s own business, including organizing, buying, franchising, financing and marketing of a business. • Understand the various types of scales of statistical measurement, and demonstrate the ability to identify and use the appropriate descriptive and inferential statistics to analyze and solve problems • Identify and use appropriate approaches and strategies to conduct commerce in the global business environment • Demonstrate an understanding of the history, organization, certification, structure and impact of the trade union movement in Canada • Explain the legislative framework for collective bargaining For further information contact: Program Office 403-320-3213 Ray Friedman, Chair 403-382-6963 The Works Job & Career Services 403-320-3287