Competency And Competency For Stand Trial

Competency And Competency For Stand Trial
Jessica Scott PSY 205 DATE A. Correa Otto, R. K. (2006). Competency to Stand Trial [Electronic
Version]. Applied Psychology in Criminal Justice, 2(3), 82–113. Summary: This article was written
by Randy K. Otto fir the journal, Applied Psychology in Criminal Justice. The subject of this article
is to review the legal framework regarding competency to stand trial, or competency to proceed, as
it pertains to our current court system, provide a recommend format for competency evaluations,
and review special topics and/or related issues. Competency to stand trial is defined as "the ability to
participate adequately in criminal proceedings and to aid in one's own defense." (Costanzo &
Krauss, 2012). This article addresses the development of modern day competency ideas and
standards, provides a sample competency assessment template, and addresses various topics and
issues related to the question of competency. This article address the topic I have chosen
specifically. The author provided an in depth analysis of the history and current practices of
competency to stand trial. He utilized various articles, assessments and manuals in his review and
analysis. His goal was to evaluate current standards and assessments and provide a more effective
assessment to be used across the board that addressed all of the various aspects of competency. Otto
provided that the concept of competency has been around since the 14th Century. The importance of
a defendants ability to participate
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Core Competencies
Core Competencies as the most significant Resource The conception of core competencies evolved
from the resource– primarily based view of the firm that emphasised the actual fact that competitive
advantage rests on the firm's possession of distinctive difficult to imitate skills, knowledge,
resources and competencies (Wernerfelt, 1984; Rumelt, 1984). These causally ambiguous
irreproducible core capabilities serve to provide sustainable competitive advantage to the firm. This
view emerged as a counterpoint to market structure analysis of competitive strategy. A firm's core
competencies are so outlined as a set of downside shaping and problem–solving insights that foster
the development of idiosyncratic strategic growth alternatives (Lei, Hitt and Bettis, 1996). according
to Hamel and Prahalad (1990), core competencies have three basic characteristics: they provide
access to a large type of markets, contribute considerably to the end product ... Show more content
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though researchers during this stream have delineated the boundaries to the speed of accumulation
of competencies (Dierickx and cool, 1989), these tacit strategic capabilities are notwithstanding
subject to learning (Teece, Pisano and Shuen, 1990).These collective learning or coordination skills
behind the firm's product lines are the source of its competitive advantage and enable the firm to
introduce a replacement array of products and services. By focusing on their core competencies,
companies stand to realize since they are doing those things at that they are the best. Core
competencies when viewed as distinctive knowledge for drawback definition and problem finding
will type the premise of a firm's competitive advantage and may even be leveraged in

How Does the Development of Core Competencies Provide Both...
"How does the development of core competencies provide both advantages and disadvantages for an
organisation? What steps can managers take to prevent core competencies becoming core
rigidities?" In today's world competition among firms becomes globalized and more intense. In
order to become superiorly competitive, companies should enhance its competencies in a way that
will allow them to achieve dominant position in a market. One way of accomplishing it is by
development of core competencies. Competencies are considered core if they are skillfully
performed and are principal to company's strategy and its competiveness (Thompson et al, 2013).
They are result of 'collective learning' activities (Prohalad and Hamel, 1990), a combination of ...
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For instance, mentioned by some participants in the discussion, Nokia lost its leadership in
production of mobile phones as they were unable to adapt to the new era of phones pioneered by
Iphone. There has been general consensus throughout the discussion that applying dynamic
capabilities approach can prevent core competencies becoming core rigidities. The idea of dynamic
capabilities lies in a necessity of a company to create, extend and modify its resource base, whether
it would be minor continuous improvements; creation of new resources or combination of existing
ones in new ways; or a complete renewing of the resource base,depending on how dynamic the
environment is, in order to sustain competitive advantage and address external changes. What is
important here is the managers' perception of the environmental dynamism that providesthe basis for
their ability to identify the need for changes and extend those changes when necessary. According to
Amrosini et al (2009), managers who fail to identify correctly the environmental dynamism may
react not accordingly to the actual environment and, thus, apply insufficient changes (risk of
strategic shift), prefer predictability of routine past

Importance of Forensic Psychology in Legal Proceedings
What and why is Forensic Psychology Important in Legal Proceedings?
Beth Velez
Southern New Hampshire University
Justice 101–Introduction to Criminal Justice
Forensic psychology is an important part of the legal system, dating back to 1921. I plan to show in
my paper just how forensic psychologists conduct their assessments, the implications on what the
assessment and testing shows, and how it can benefit not only the defendant, but society as well.
Forensic psychologist can show if a person is faking their mental illness or truly needs further
intensive inpatient care versus jail. Forensic psychology can aid the judge, the prosecutor, the
defendant, and the jury to ensure the defendant receives the proper sentence if convicted of a ...
In 1940, forensic psychology took another big step forward, when the courts deemed an expert
witness should be based on the expert's knowledge versus the type of degree they possessed
("Forensic Psychologist – Psychology Jobs in Forensic Psychology, by AlleyDog.com," n.d.).
Between 1940 and 1960, forensic psychology remained stagnant and did not become completely
recognized for matters concerning mental illness in the courts until Jenkins vs. United States in 1962
(Dye, n.d.). It was not until 1991, that specific guidelines for forensic psychology were developed
and published by the Committee on Special Guidelines for forensic psychology (American
Psychological Association, 2012). In 2001, forensic psychology became and medically accepted as a
sub–discipline with psychology by the American Psychology Association ("Forensic Psychologist –
Psychology Jobs in Forensic Psychology, by AlleyDog.com," n.d.).
A forensic psychologist could work for the courts, police, prosecutors, defendants, prisons, or in
civil matters like child custody hearings. Forensic psychology is a recognized specialty that requires
education not only in psychology, but legal knowledge (like courtroom procedures, case law, and
mental health law). The current model of education for a forensic psychologist is earning a doctoral
degree in psychology and a post–doctoral degree in either law or forensics (Franklin, 2014).

Strengths And Weaknesses Of Francesca Essay
Analysis of Resources and Capabilities
Strengths and Weaknesses
Francesca's is a very unique store that that is quickly growing and expanding from where it
originated in Texas and is now in 48 states across the country. They have been able to open up over
six–hundred stores nation–wide and they show no signs of slowing down. We feel like because of
their uniqueness, they have a great opportunity to expand across the world into more countries other
than the United States of America. We chose China as a great place to expand overseas due to the
fact of the high population and it becoming a great up and coming country.
Francesca's has many strengths including: strong management, customer loyalty, unique products,
fresh inventory, brand name, high quality, and product variety. The management team of Francesca's
has been very capable and forward thinking since the start of the company with the goal to expand
across the country and eventually into other markets. Their newly appointed CEO, Steven Lawrence
has lots of previous leadership experience in other companies such as JC Penney and Stage Stores
Incorporated, which helps him and everyone below him make informed business decisions. Because
of his effective leadership skills in his previous positions the company hopes that he continues the
trend of great leadership within the organization. Lawrence has some big shoes to fill because of the
success of former CEO, Michael Barnes. In the two years that Barnes

Analyzing The Pros And Cons Of The Following Options
3. Provide a detailed analysis of the pros and cons of the following options
a. Monitor forms a company–owned research division in India
Pros
Develop knowledge center in fast–growing emerging economy. Opening a knowledge center in
India allows Monitor to gain a foothold in what is sure to be a significant economic contributor to
the world economy in the coming years. Although the economy has slowed down recently, and the
on–going problems of political corruption and poor infrastructure make business in India
challenging, the long–term pull of a country with over 1/7 of the world's population is sure to
remain. Developing this knowledge center gives Monitor the opportunity to continue to grow its
presence in the region and participate ... Show more content on Helpwriting.net ...
Acquire the leveraged economics of thought leadership. The unique model of thought leadership
would allow Monitor to develop research papers or models that it could resell to multiple clients.
This dynamic produces far better economics than the selling–human–hours model as it is more
profitable on a scaled basis. Since Monitor already has a well–established base of clients with its
consulting relationship, developing intellectual property it could sell to those clients and use to build
out its client rolodex will serve to improve the notoriety of the firm. In addition to the profitability
this model provides, it gives the firm a reputation for being a thought leader in the industry and
could increase client pull if executed successfully.
Cons
Dilutes brand with possibly inferior work product. The downside to acquiring talent in an emerging
economy is that in many cases that talent may not be able to product a work product that is on–par
with expectations in countries where your client–base operations. While measures can be taken to
improve quality ( increasing the number of employees + hiring only the top talent ), these measures
will only serve to increase the costs of operating in this environment and undermine the primary
driver for entering the country. Further, obtaining the right mix of cost and quality will require
significant managerial oversight, which the firm may not have the bandwidth to provide.
Profitability gains may not be achieved due to

Core Competencies
International Bulletin of Business Administration ISSN: 1451–243X Issue 6 (2009) © EuroJournals,
Inc. 2009 http://www.eurojournals.com The Impact of Core Competencies on Competitive
Advantage: Strategic Challenge Jehad S. Bani–Hani Department of Business Administration, Jadara
University, Irbid, Jordan E–mail: dr_jbanihani@yahoo.com Tel: +962–777404102; Fax: +962–2–
7201210 Faleh, Abdelgader AlHawary Department of Business Administration Applied Science
Private University, Amman, Jordan E–mail: Alhawary2002@yahoo.com Tel: +962–795777198;
Fax: +962– 6– 5232899 Abstract This study examines the impact of core competencies on
competitive advantage and it applied on Jordanian insurance organizations. The population for this
study consisted ... Show more content on Helpwriting.net ...
Therefore, this study attempt to provide some viewpoints, and empirical results to understand this
relationship. Following are the main objectives of this study: 3. Investigating the main categories of
core competencies within the researched companies. 4. Investigating the role of core competencies
in achieving competitive advantage fore the researched companies. 3. Literature Review 3.1. Core
Competence Much of the research on competitive advantage focused on core competencies as a
major source of that advantage, core competencies include the particular set of skills and resources
affirm possesses as well as the way those resources are used to produce outcomes (Fiol, 2001). The
concept of core competence, as fundamental to organizational renewal and as a driving force behind
strategic change, interests both managers and scholars. It is a complex and challenging concept: it is
difficult to specify theoretically, to identify empirically as a phenomenon, and to apply in practice.
Scholars have recently recognized these problems in general conceptual discussions (Hafsi and
Thomas, 2005) and in core competence–specific empirical research (Wang et al., 2004).
Competencies are commonly agreed to reside in individuals and teams of individuals, implying that
the competence concept involves a cumulative hierarchy. This cumulative hierarchy notion is
evident in many streams of research concerning the

Competency : My Definition Of Competency
CMAC
Competency: Our Definition (In college context)
Competency is a term used to describe the knowledge required by people as well as associated
behaviour needed to provide effective performance, deliver the business and learning goals of the
College and be competent in various individual as well as team roles. Competences are strongly
linked to the overall vision, mission, objectives and values of the College.
The need for defining Competency framework
The management of NMIMS, following discussions between teaching and non–teaching staff (as per
our findings) has identified various technical and behavioural competencies expected from teaching
as well as non–teaching staff members, in form of job descriptions and clearly defined ... Show
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A robust and comprehensive behavioural competency framework and more quantifiably
standardised technical objectives are a key to attain organizational goals and enable an open, honest
and continuing two–way dialogue and measurement of performance.
Competency cluster
As part of our project, we have devised three major cluster of competencies which are key in
successfully discharging of various roles under the ambit of non–teaching staff of NMIMS. We have
taken Lancaster Model as reference point which would be visible as we move along.
These have been postulated below:
Core Competencies – Applies to all Employees at all levels.
Promoting Diversity and Equality
Working with People: Team Dynamic and Working, Effective Communication
Results Orientation : Drive to Attain Sustained Excellence, Advanced Technical Skills &
Consummate Professionalism
Focus on Delivery: Organisational Awareness, Consistent and Clear Customer/Learner Focus
Self Motivation : Accountability, Adaptability & Flexibility,
Management Competencies – Applies in conjugation with Core competencies for all Senior

Managers, Departmental Leaders and Supervisors
Quality Management
Resource Utilisation
Leadership Competencies – Applies in addition to Core & Management competencies for to Senior
Management
Building relationships and fostering partnerships
Inspirational Leadership
Strategic Planning and Future orientation
Technical Competencies– Specific to jobs

Are The Core Competencies Cause The Internal And External...
Yes, Uber has many different divisions, that allow for the organization to best meet the needs for the
market. By having definite divisions, it allows Uber to specifically state the roles of that division.
Therefore, it allows for accountability to be taken by each division. Responsibility can be taken by
that area. Relating to organization culture, it allows for Uber to create subcultures internally that
allows that division to best reach their goals. Most importantly, it allows for organizational
efficiency. By having so many divisions, Uber can quickly reach the needs of the internal and
external stakeholders.
According to the textbook, a core competency is a "manager's skills and abilities in value–creation
activities such as manufacturing, R&D, managing new technology and organizational design and
change. (pg.12)" These core competencies cause a competitive advantage which is "the ability of
one company to outperform another because its managers are able to create more value from the
resources at their disposal (pg. 12)." Uber's core competency is creating a customer user face that is
universally functional. Their applications allow for access to both high and low end services that are
reliable such UberX and UberBlack. Also, the overall business operation is capable for their services
and competent in their management relationships. Another core competency is the way in which
Uber delivers its ride sharing services. Essentially, Uber's business model and their core

Leadership Competencies : Key Core Competencies
Leadership Competencies "We all have competencies. They are the sum of our experiences and the
knowledge, skills, values, and attitudes we have acquired during our lifetime" (Pickett, 1998, p.
103). A successful organization will have a set of competencies defined. Having competencies
identified outlines the framework of standards that a company and employees should follow. There
is a tendency to list a large number of competencies when creating the standards for an organization.
Companies should focus on five to seven key core competencies that are needed in order to be
successful. The core competencies should encompass the growth of the company, staff, and public
perception. Competencies Knowledge. "Knowledge refers to informative and learning resting in a
person, such as surgeon's knowledge of human anatomy" (Vazirani, 2010, p. 124). Knowledge as a
competency is to share or gain knowledge about a given subject. A leader will take time to train,
offer professional development, and aid in the advancement of their employees (Frisch &
Huppenbauer, 2014). By imparting their knowledge, they are helping to cultivate the culture and
next generation of leaders. This is an important competency because it includes the historical
knowledge with the new, innovative knowledge giving a company a large pool of information to
work with. Skills. "This refers to a person's ability to perform a certain task, such as a surgeon's skill
to perform surgery" (Vazirani, 2010, p. 124).

Competency Mapping
Introduction :
A lot is going on in recent times on the issue of competency mapping. A lot of resource is spent and
consultants are invited to do competency mapping. Competency mapping is gaining much more
importance and organizations are aware of having good human resources or putting the right people
on right job.
Competency mapping is important and is an essential exercise. Every well managed firm should
have well defined roles and list of competencies required to perform each role effectively. Such list
should be used for recruitment, performance management, promotions, placements and training
needs identification.
In performing or carrying out work, it is essential that the required job skills first be articulated. This
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Organizations describe, or map, competencies using one or more of the following four strategies:
1. Organization–Wide (often called "core competencies" or those required–for–organization–
success)
2.Job Family or Business Unit Competency Sets
3.Position–SpecificCompetencySets
4. Competency Sets Defined Relative to the Level of Employee Contribution (i.e. Individual
Contributor, Manager, or Organizational Leader)
This article will not go into depth about the differences among the four mapping strategies. Instead,
the focus here will be on ways that individuals need to present or demonstrate the use of the various
kinds of competencies when interacting with organizations.
Research is ongoing about the nature of competencies that are important for success across many
organizations. There are a number of sources that describe some very common personal functioning
competencies found to be important for employees at all levels across organizations. One good
quote in this area is from Michael Zwell (2000, pgs. 53–55), the author of Creating A Culture of
Competence when he says, "From the body of competency research to date, a basic set of 6
competencies would differentiate the top quartile of performers from the rest in most positions in an
organization: Initiative, Influence, Results Orientation, Teamwork, Service Orientation, and,
Concern for Quality."
In addition, research on the importance of "emotional intelligence" to organization success is
starting to

Career Choice For A Career
My career choice is a Forensic Psychologist. Since I first figured what I wanted to be when I grew
up, it either involved science, medicine, and law. I went from Surgeon to Scientist then to Lawyer. It
always somehow involved the criminal field. So, I did more research on what I could assemble and I
came to the conclusion that being a Forensic Psychologist was the best route for me to take. In my
paper, I will be telling you more in depth information about my career choice, how my thoughts of
my career choice relate to the information of my career, my plan to get to this career, and
furthermore my future.
To study the field of Forensic Psychology, I have to obtain my associate's and bachelor's degree, but
in order to work beyond that field and the actual career, I need to have both of those degrees plus my
master's in forensic psychology. It also involves me to get a law degree because it involves the
criminal field. I also have to get a doctoral degree in psychology in order to finish my field of study.
In my career, I have to do and be able to accomplish multiple tasks, such as; Apply psychology to
the criminal justice system, Assess offenders' state of mind at time of offense, Assess competency of
individuals to stand trial, Assess risk of re–offending, Assess witness credibility,Evaluate child
custody in divorce, and etc. According to the Georgia Career Information System, my average pay
rate per year is averaged out to $66,480. It was also stated in the Georgia

The Need for Core Competency in an Organization
According to Prahalad and Hamel, core competencies arise from the integration of multiple
technologies and the coordination of diverse production skills. A core competence should provide
access to a wide variety of markets, and contribute significantly to the end–product benefits. It
should moreover be difficult for competitors to imitate. Some examples include Philip's expertise in
optical media and Sony's ability to miniaturize electronics.
Core competency is the ability of an organization to perform excellently at a particular activity
which can be technical innovation, developing excellent managers, marketing new innovative
products or providing excellent customer services. A company may hire a team of brilliant scientists
in a particular technology, but this does not imply an automatic gain of core competence in that
technology. This can only happen through the combined integrated efforts of employees with their
individual skills and experience gained along with the resources of the organization including the
way information, technology and relationships are used for the advancement of the organisation. It
is the effective coordination among all the groups involved in bringing the product to market that
results in a core competence.
It is the core competencies of an organization that acts as a differentiator for it distinguishes the
organisation from its competitors. Whereas skills and experience relate to individual people, a core
competency relates to what the

Ikea Case
Case IKEA 1. What are the core competencies and end products of IKEA? How are they linked with
each other? The most important core competencies of IKEA is their ability to design furniture and
interior products with a strong focus on a nice and appealing design combined with the lowest
integral costs. IKEA uses its open warehouse and self–service approach as a USP (unique selling
point), while at the same time it reduces space requirements and thus costs. Their unique level of
core competencies enables IKEA to use their formula Europe – and even worldwide. IKEA
developed the recombination ability via learning by doing. If necessary, IKEA redesigns its products
to local habits and demands and is also able to adapt its routines. For ... Show more content on
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3. How did IKEA expand internationally? How has the firm maintained a focus on core
competencies while simultaneously adapting to local needs in host countries? IKEA started to
expand internationally in 1963, opening its first international store in Norway. It focused in the
1960s and 1970s on the European market. In its European expansion, IKEA used the same products
and the same operational formulae. In Europe it was not necessary to change to adapt to local needs.
However in America did the lack of adaption to the local market caused serious problems at the
beginning. Some of the products did not appeal to American customers. For example, many
Americans use bedroom chests to store sweaters, but the IKEA chests were too shallow. They
maintained on core competencies because IKEA stuck with its low–price focus even when they were
adapting to the local market. For instance they reduced marketing and logistics cost by
concentrating several stores in the same area. In the US, IKEA started with four stores in the
Philadelphia/ Washington DC/ New Jersey area to facilitate shipping products from the central
warehouse to these stores. 4. Can you provide an update on IKEA's core competencies, using
materials available on the web? (http://www.b2binternational.com/publications/white–
papers/differentiation/ ) According to Michael Porter you can see how the core competencies
'network' with each other by creating an activity–system map. This is illustrated below in an

Whole Foods Markets
Abstract
This paper examines the published case study Whole Foods Markets, 2005: Will There Be Enough
Organic Food to Satisfy the Growing Demand? (Hitt, Ireland and Hoskisson, 2007, p. C534).
Although the published study addresses numerous aspects of Whole Foods Market's business as a
leading international retailer of "natural" organic foods, the analysis provided herein is focused on
Whole Foods Market's ability to meet future growth demands. This paper explores Whole Foods
Market's basic internal environment with subsequent application of Porter's Five Forces Model of
Competition followed by a related Strength–Weakness–Opportunities–Threats (SWOT)
breakdown...all used to determine critical market success factors and looming challenges ... Show
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Whole Foods has also invested in modern information systems which have enabled the company to
promote efficient communications (described in more detail below). With a well established and
accepted vision, mission and market strategy, Whole Foods' organization appears cohesive and has
maintained its core business focus throughout its remarkable growth and expansion. Physical
Resources With 270 retail locations each ranging from 45,000 to 75,000 square feet, nine
distribution centers, five commissaries, nine regional bake–houses and subsidiaries whose
operations encompass coffee production, seafood processing and produce field inspections, Whole
Foods has substantial capital investment in plant and property totaling over $1.6 billion (Whole
Foods 1, n.d., p. 1) and (MSN Money, 2008, p. 3). Whole Foods also boast a sophisticated
distribution system with retail outlets targeting affluent urban areas with higher income and
education demographics. Technical Resources Whole Foods has made significant investments in
technology to support operations and connectivity in all facets of its business units. In 2003, Whole
Foods signed a 3–year multi–million dollar contract

Outsourcing : A Company Can Save The Cost
Outsourcing: A company can save the cost and create a value if any of the value chain activity can
be performed outside the company otherwise performed in–house. Companies withdraw from a few
noncore activities and rely upon the outside company to supply a part of the product or services that
is not a company 's core competency. Outsourcing can increase competitiveness any time when the
same activity performed better at a lower cost, these activities are not a core capabilities of the
company, it reduces time and speeds up the process, allow organizational flexibility, and allows
concentration on the core business competencies that the company does best. Normally, before
making any strategic move, a cost–benefit analysis is performed to decide, if off–shore, on–shore or
service contract to another firm is necessary and the best move from a strategy perspective. Off–
shore outsourcing adds a complex foreign supplier, global trade into the equation and requires
consideration of a global strategy as part of the generic strategy.
Website Strategy: The internet and mobile technology have changed the way we live and it is an
important channel for a customer to interact in the retail industry. It is necessary for companies to
have a web presence to help build a market position to complement its strategic options. Companies
use web presence as a distribution channel, use as a marketing channel to reach customers, make
product information available electronically, and sell products

VRINE Model
Final Exam: Section A, Question 1: "Core Competences are a route to competitive advantage but are
hard to identify and develop" Overview of the essay This essay expands on the internal aspects of a
business and how they help a company or an organization. I will be further discussing the
implications of incorrectly identifying competencies and vice versa. Also, there are three main ways
of identifying the competencies, which I elaborate on with the use of a few examples at the end
tying the points up with a clearer picture. In this essay, I have also shed some light onto the VRINE
model explaining it in detail through various examples of my own as well as through the
presentation conducted by our Professor. The role of the senior managers ... Show more content on
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(8) The wireless data communications solutions company expanded to many countries, Middle East
being one of the major ones. Pinnacle also applied the blue ocean strategy (Figure 1). (9) Here, they
avoid going head to head with the competition and expand to new markets. One of the reasons
behind pursuing such a strategy is for a first–mover advantage, early brand creation, more time
understanding the markets before competition arrives, and more profits for the company. So how do
growth strategies differ for small and big sized companies? Using these two examples let me discuss
the different approaches of growth strategies of a big and small sized company. References: (1)
http://renderman.pixar.com/view/testimonials (2) Akbar (2015),"Resources, Capabilities and
Competitive advantage" Global Strategy slides, 17/03/2015, Hult International Business School,
Dubai. (3) https://hbr.org/1990/05/the–core–competence–of–the–corporation (4)
https://services.hbsp.harvard.edu/gateway–restservice/gateway/links/HK1007–PDF–ENG (5)
https://services.hbsp.harvard.edu/gateway–restservice/gateway/links/W12266–PDF–ENG (6)
http://www.alfainonline.com/aboutus.html (7) https://services.hbsp.harvard.edu/gateway–
restservice/gateway/links/711462–PDF–ENG (8) https://services.hbsp.harvard.edu/gateway–
restservice/gateway/links/903M54–PDF–ENG (9) Burke Van Stel and Thurik – Five Forces v Blue
Ocean.pdf (10) Figure 1

Amana Takaful Core Competencies
Doyle & Stern (2006) explains that a competitive advantage needs to be meticulously crafted over a
period of time by channeling the organizations resources and selecting carefully crafted marketing
strategies. Figure 1.1.1 illustrates the organizational resources of Amana Takaful as derived from the
strategic audit (Appendix 1) which can enable the company to outperform its competitors and earn
the share of hearts, minds, markets and higher than average profits. Figure 1.1.1 Resources of
Amana Takaful These resources generally show and direct the company of how and what to use, in
order to create value and earn returns above average by methodically leveraging their resources,
core competencies and capabilities to take advantages of the opportunities arising in the external
environment. The role of the firm's resources is to provide a foundation for ... Show more content on
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It may often seem too easy to think of a whole list of things that a company could do well, however;
the 2 authors go on two give 3 ways of identifying core competencies as mentioned below.
Relevance: ability to significantly add value to the customers Difficulty to imitate: difficulty to
imitate and build upon sustainable advantage Accessibility to wide range of markets: should be able
to open up to a few potential markets Asset Valuable Rare Inimitable Non Substitutable Implications
for competitiveness Takaful Excellence for 17 years Yes Yes Yes Yes Sustain CA Skilled employees
with specialist competencies Yes Yes Yes Yes Sustain CA Sales and channel effectiveness Yes No
No No Competitive parity Marketing capability ( shariah complaint) Yes Yes Yes No Sustainable

Competitor Analysis Of Harley Davidson
C. Competitor Analysis
Completing the competitor analysis allows for the company to prepare a response profile to
understand the market and where the company is positioned at this time. Within the analysis we will
observe the objectives, strategies, assumptions, and strengths and weaknesses of the company's
competitors. Based on the growing global market pertaining to motorcycles, we shall observe the
external environment. Due to the increase in the industry the company faces many competitors.
Some of the company's biggest competitors are the Japanese manufacturers, Honda, Yamaha,
Kawasaki, and Suzuki. When the Japanese manufacturers entered the industry they became
dominated by stylish designed motorcycles at a inexpensive price. Hence, due to their management,
designs, and advanced products at an affordable price, the Japanese manufactures held an
competitive advantage. They also provided diverse products that allowed for them to gain
knowledgeable use of economies of scale and scope in manufacturing. This allowed for them to
produce new models with advanced features and lower price, gaining a larger customer base.
Although, the Japanese manufactures were dominate in many ways, the British manufacturer,
Harley–Davidson, and the German manufacturer, BMW, hold significant ranking in the industry.
These manufactures produced luxury motorcycles that pleased those of higher taste. The Harley–
Davidson brand and image alone held an high standard and was an

A Short Note On Core Competencies And Competencies
V. Core Competencies:
Core Competencies One: Innovation
The definition of innovation in core competency is defined is to be, " Able to challenge conventional
practices; adapts established methods for new uses; pursues ongoing system improvement; creates
novel solutions to problems; evaluates new technology as potential solutions to existing problems."
(NHIV.gov)
One of SOBI 's core competencies is innovation. They create a work environment where employees
are free to feel creative and therefore creates more innovation. The company is constantly looking
for opportunities for growth, which is why I think that expanding into these new territories would
definitely fall within this core competency.
Core Competencies Two: Quality
SOBI ... Show more content on Helpwriting.net ...
This customer service standard will be crucial when moving into the new territories, as these are
Countries that are generally poor and uneducated when it comes to their options when treating their
disease. The idea the SOBI is there ready to answer their calls and to help them deal with insurance
and financial assistance is a big plus.
Core Competencies Four: Teamwork
Teamwork is something that SOBI boasts about throughout all of their annual reports. They are very
proud of their low turnover rate and worker initiatives they practice. They offer fixed and variable
salaries, long–term incentive programs, pension plans, open door policies and many more incentives
to maintain a happy working team. When looking at other pharmaceutical companies, SOBI has the
lowest turnover rate in the industry and they contribute this to their ability to foster teamwork.
Fostering great team work will only help SOBI when they move into these new territories. If they
have happy workers on the ground starting to market the product, physicians and patient will sense
this. Unhappy workers and high turnover rate does nothing to help the confidences of those
purchasing the products.
VI. Pricing
A. What are the fixed and variable costs to the company of producing, marketing, and selling the
new good or service
The product purchasing is a tricky situation, especially when we are talking about heavily poor
communities and countries. For those

Case Analysis of Porter Airlines and Their Business Level...
Through Their Expansion Plans, How will Porter Airlines Effectively Utilize Their Low–Cost
Business Level Strategy to Increase Their Customer Base? Table of Contents Executive
Summary...............................................................................p. 3 Porter
Airlines......................................................................................p. 4 The
Expansion......................................................................................p. 4 What is Organizational
Strategy.................................................................p. 7 Porter Airlines Business Level
Strategy........................................................p. 9 Core Competencies
......................................................................p. 9 Competitive
Advantage..................................................................p.12 Low Cost Business Level
Strategy.....................................................p. 13 Low Cost Business– Level
Structure..........................................................p. 15
Conclusion........................................................................................p. 17 ... Show more content on
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In recent years, Porter opened a new $50 million 10–gate terminal, increasing take off slots from
167 to 202 (allowing for more flights during the day). Within the last year, Porter Airlines has added
service to Newfoundland and Charleston, South Carolina. The company is currently approaching the
completion of an underground tunnel, which will increase and improve traffic flow from the
terminal to the main land compared to the original transportation via ferry. It has long been assumed
that in the recent years Porter has plateaued. Billy Bishop is restricted to 202 landing slots daily, and
the Q400s can't fly any farther than Porter already flies them. Due to this, in April 2013, Porter
announced expansion plans to increase its customer base. The plan stated that their goals would be
accomplished through increasing the number of destinations, acquiring 30 Bombardier CS100 Jets,
and increasing the airport runway by 300 meters on each end. However their plan has been met with
many challenges, because Porter's plans require regulatory and facility changes to its Billy Bishop
Toronto City Airport hub. Porter has asked for modifications to the operating agreement of the
airport to allow jets and extensions to the runway to support the new aircraft (Porter, 2015). Signed
in 1983 by the federal and municipal governments and the predecessor to the Port Authority, the
tripartite agreement lays out regulations and restrictions intended to govern Billy

Impact Of Globalization On The Communities Of Persons And...
sourcing pursued with a social purpose" to effect change for communities of persons and
environments in need of preservation (Theroux, 1993, p.7). Their financial giving was at the highest
level realized by "any U.S. public company" (Theroux, 1993, p.8). By operating the business in a
way which valued the contributions of employees at every level and supported all employees
(Theroux, 1993, p.8). The main differentiating factor was that the brand valued social steward as
highly as it did financial well–being (Theroux, 1993, p.9). A value which is improbable that
competitors would be willing or able to duplicate.
3. Extendibility – Social stewardship did not end in the US. B&J extended social stewardship
initiatives to Brazil and the Soviet Union (Theroux, 1993, p.7–8). Further, the organization valued
protecting shared resources by decreasing greenhouse gas and conversing water (Theroux, 1993,
p.8). As such this core competency has an all–inclusive impact Strategy It becomes clear that the
reason for everything B&J does is to effect social change. This is an organization which values
economic well–being only as it is a supportive measure necessary to effect social change. As such, it
becomes clear that the organization's socially driven mission is their strategy. "A strategy then can
be defined as a broad concept that guides the firm as a whole (as a whole business system) to some
future state or plane of existence" ("Topic 2", 2011, para. 3). B&J's desired future

Zara Global Chain Essay
Introduction The global apparel chain had been categorized as a typical example of a buyer–driven
global chain. The Chain is operating independently and is responsible for its own strategy, product
design, sourcing and manufacturing, distribution, image, personnel, and financial results. Zara was
the largest and most internationalized chain of Inditex, which is its owner, and on account being a
better established chain it expanded into neighbouring markets (Z8). Zara played the lead role in
increasing the share of Inditex's sales accounted for by international operations and it continued to
be the principal driver of the group's growth despite the expected slight drop in the share of the
group's total sales (Z9). Zara will be analysed based on strategic capability, core competences and
assets routines and values criteria, predominantly on resource–based view. The resource–based view
can be described as the competitive advantage of an organization explained by the uniqueness of its
capabilities (Johnson, Scholes, Whittington, 2005). In addition to this, by that the firms are
recognized as internally heterogeneous and possess exclusive masses of resources (McGee, Thomas,
Wilson, 2010). Furthermore, the resource–based view emphasizes the internal capabilities of the
organization in formulation strategy to achieve a sustainable competitive advantage in its markets
and industries (Henry, 2011). Strategic Capability Firstly, we assess and define Zara's strategic
capability.

Case Study Of Erste Group Bank AG
Erste Group Bank AG was founded in 1819 as the first Austrian savings bank. It went public in 1997
with the strategy to expand its retail business. Nowadays, around 46.000 employees are serving over
16.2 million clients in 2.700 branches in 7 countries: Romania, Czech Republic, Slovakia, Hungary,
Croatia, Serbia, and Austria where the Holding is located. Erste Group is one of the largest financial
services providers in Central and Eastern Europe.
The main business of Erste Group Bank AG is retail, offering a variety of products and financial
services. Nevertheless, a large portion of the revenue is brought constantly by the corporate and
SME customers. Erste Group is concentrating its attention to support corporate clients in financing,
investment, capital markets and interbank market operations.
Erste Group is driven by 5 core competencies which give a common understanding to the employees
that the customers always come first. The core competencies are valid Group–wide and create the
foundation for a consistent experience for all customers of Erste Group. The employees aim to be
unique and to bring contribution to the leading bank which is serving private and corporate
customers in the central and eastern part of the EU. The core competencies themselves stay the same
Group–wide. The ... Show more content on Helpwriting.net ...
Aside from its internal business development, the team also had to reorder various external
requirements both as a public company and as a credit institution, which is subject to comply with
requirements of the European Banking Authority. The financial division took immediate actions and
acquired a common financial platform for all the group members, offering to the employees a clear
vision over the individual financial performance and the group

Competency Inventory
Functional Competency Inventory and Design by Jai Cortes
I. Title of the Diagnostic Tool: Functional Competency Inventory and Design
II. Overview of the Diagnostic Tool
a. Definition
In a nutshell, functional competency inventory and design, is a tool which aims to measure the
competencies of functional groups of organizations, which are affected by their respective core
objectives. In 1973, McClelland supported "testing for competence, rather than intelligence." By
definition, competencies are "general descriptions of the abilities necessary to perform successfully
in areas specified. Competency profiles synthesize skills, knowledge, attributes and values, and
express performance requirements in behavioral terms. The review of ... Show more content on
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Unlike Core Competency Inventory and Design, Functional Competency Inventory and Design
focuses on and measures the competency (knowledge, skills, personal attributes, and behavior) of
functional groups. "These groups are based on organization 's structure and are the formal groups on
organizational charts. These groups have their tasks and leaders chosen by higher management.
Functional groups usually have specific rules of operation and clearly defined superior–subordinate
relationships." For example, in the school setting, the Head Registrar is the designated leader of a
functional group of subordinates that includes a number of assistant registrars, liaison officer, and
secretaries.
What Functional Competency Inventory and Design does is that it measures the competency
required for each functional area, as like in the above mentioned example, the Registrar's office, and
checks whether the members of the group has the competency required for the functional area.
Another way of seeing functional groups would be to see that these functional groups are equivalent
to departments in companies. So Finance, Marketing, Operations, Research and Development, and
other departments of the corporation are all functional groups, whose competency can be measured
through this

Case Study Lego
The Lego Case Study
In 2014, LEGO announced record results. In the financial year 2013, the company revenues had
increased by 10% to 25.4 billion DKK (Annual Report). Profits before tax were 8.2 billion DKK
representing a net income of 24% while operating margins were at a staggering 32.8% (Annual
Report). However, the company's future had not always looked so promising. When Jorgen Vig
Knudstrop stepped in as CEO in 2003, he described the then financial state of the company as a
"burning platform" which generated negative cash flows that would lead to its eventual collapse
(Ashcroft 3). Sadly, his portrayal was not that far from the truth. Throughout the early 2000s, the
company was facing losses of ~1 billion DKK yearly and was falling behind it competitors, Mattel
and Hasboro (Annual Report). So how did LEGO turn itself around in a short span of 8 years? ...
LEGO, the company has always been known by kids and parents alike for its colorful building
bricks however between 1997 and 2004, LEGO stretched its product lines to include movies,
clothing, video gaming and event theme parks. Unfortunately, these activities generated limited
returns and were capital intensive as a result, LEGO's bottom line plummeted. LEGO "strayed too
far" from its core business of manufacturing building blocks and ventured in industries which it no
knowledge or specific skills sets to compete in ("Fun and Games: The LEGO Success Story" 2).
Also, a lack of financial and product profitability analysis meant that management had no idea
which products were making money and which were not producing adequate returns on investment.
Another problem was that retailers were constantly overstocked with products which offered
diminishing margins as clearance offers ensued (Ashcroft 14). This was due to a lack of

A Research Study On Forensic Psychology
Through the submission of my statement I am willing to share my personal abilities, declare my
academic competence and provide motives and causes which led me to pursue a Postgraduate
degree in the field of Forensic Psychology. Obtaining a PsyD in Forensic Psychology will not only
provide me with more specific knowledge and research opportunities at the graduate level, but it
will serve as a foundation for a career in Psychology.
The reason which led me to apply for a DForPsy degree in Nottingham university rather than a
Ph.D. is mostly because I'm particularly interested in practising psychology rather than exclusively
conducting research and work in academia. However, the fact that the top–up programme in
Forensic Psychology is focused on clinical skills but also placed an emphasis on research it provides
me with the advantage of flexibility in my future career.
A particularly important factor in choosing this career path has been my undergraduate experience
when under my dissertation I conducted a study in the field of cyberbullying assessing the
psychological characteristics of perpetrators and victims within a sample of 453 junior high school
students. This gave me the chance to contribute in teaching about cyberbullying in an audience of
students, parents and teachers. During this experience I was required to take an active leadership
role in terms of preparing lecture materials, providing a series of certain lectures for the public and
learning how to make the

Cohen's Value Of Equity
The 5–to–1 pay ratio was established based on Cohen's value of equity. No employee would make
more than five times that of the lowest paid employee (Theroux, 1993, p.12). The ratio is a pay cap.
The ratio is one which is intended to provide minimal inequity between employees. It is one which
recognizes that all employees, regardless of their role, contribute to the well–being of the
organization (Theroux, 1993, p.12). The ratio is based on Cohen's anti–establishment, anti–
capitalistic and anti–bureaucratic view of the way in which the world should operate. Cohen's
commitment to the pay ratio was described by him as the morally correct and just way to maintain
the values of the organization (Theroux, 1993, p.10). Further, the policy is ... Show more content on
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80). It is also best for the reader to realize that core processes and core competencies are not
synonymous (Boguslauska, 2009, p. 75). Instead, core processes can be combined in order to make–
up a core competency. Ice cream sold by B&J' is what customers buy but core competencies are the
inputs which make the ice cream worth buying (Kindle location 3896). "Core competencies are the
well–spring of future product development. They are the "roots" of competitiveness, and individual
products and services are the "fruit"" (Hamel, 1996, Kindle Locations 3569–3570). A core
competency is the root of an organization and the support system for the successes realized. To
determine what is and is not a core competency the following conditions must be met.
1. "Customer Value" – "A core competence must make a disproportionate contribution to customer–
perceived value" (Hamel, 1996, Kindle Locations 3600–3601).
2. "Competitor Differentiation" – A core competence must be one which leverages abilities to
deliver a unique offering to the marketplace (Hamel, 1996, Kindle Locations 3629). A core
competency must be one which is so unique that duplication by competitors is improbable
(Prahalad, 1990, p. 83).
3. "Extendibility" – The proposed core competency must be extendable – provide access/entry into
an array of markets (Prahalad, 1990, p. 83) &

Generic Competencies
The acquisition of competencies can be achieved through talent, experience or training (Verma,
2006). The author argued talent carried as individual attributes that contribute to the competence
acquisition. As indicated by Rush (2000, p; 5) in professional nursing development, talent is
associate to the generic competencies which is underpin effective performance at all level of nursing
management. However, according to Garavan et al., (2012) talent development in management is
supporting the behaviourist approach which is talent development involves the process of
developing both technical and generic competencies or separately. Technical competencies refer to
the competencies whereby the manager development at the initial stage while a generic

Describe The Importance Of Core Competencies
Answer of Question 1/
A unique ability that a company acquires from its organizers or developers and that will be not be
easily or imitated. In other words Core competencies are the skills and processes for that are used to
develop a company's core products and services, those products and services that will gives the
business a competitive advantage over and over to other businesses and are significant for the long–
term growth of the company. Core competencies are what give a company one or more competitive
advantages, in creating and delivering value to its customers in its chosen field. Also called core
capabilities or distinctive competencies. Core competencies are usually not only limited for a single
process, but it for a combination of processes, technologies and skills. Core competency arises from
the integration of different shares of the business, such as design with technological innovation. For
example, Apple's sleek design, coupled with innovative products and Sony's ability to reduce
electronics are core competencies for those companies. A core competency should assist the
company in gaining access to a wide variety of markets; donate to the benefits of the end–product;
and be difficult to duplicate. ... Show more content on Helpwriting.net ...
They are able without any doubt to achieve successful growth. This results in gaining a competitive
edge. Below, I will outline the interrelationship between core competencies and the meaning of a
company itself. They include: (1) Facilitates strategy development, (2) Encourages innovation and
(3) Enforces recruitment and

Essay on Groupon: a Comprehensive Study
Groupon: A comprehensive Strategy TM583 – Course Project By Jesse Marcano Cory Shenault
Clifton Leonard Table of Contents Introduction 2 Section 1 – Strategy 3 Section 2 – Core
Competencies 6 Section 3 – Industry Dynamics 10 Section 4 – Technology Sourcing and Internal
Innovation 13 Section 5 – Product Development Strategy 16 Section 6 – Strategy to Protect
Innovations 17 Conclusion 20 Bibliography 20 Introduction Groupon did not invent the daily deal
website; however, they introduced the concept of using the group buying power of online shoppers
to receive substantial discounts from local merchants. Their model has been easy to replicate, which
has lead to many clones operating in the same market as ... Show more content on Helpwriting.net ...
"In May of 2010, Groupon moved 19,822 tickets in eight hours and split the $238,000 profit with
the tour operator" (Steiner, 2010). Groupon has since established a presence in 88 U.S. cities as well
as 22 countries including Poland, Russia, Chile, and Turkey. With competition getting stronger in
Brazil and New York, Andrew Mason hired 250 salespeople and 70 writers. Many of those writers
were chosen from the improv comic strip in Chicago to create witty and unique sales pitches for
upcoming deals. "We want to do for local e–commerce what Amazon did for normal consumer
goods," said Mason (Steiner, 2010). As of March 17, 2011, Groupon has acquired more than 70
billion subscribers worldwide. Groupon's primary strategy for growth is sales and marketing. They
use complex analytics to segment customers not only by city but more specifically, by
neighborhood. They target these customers with marketing that is close to home and relevant to their
demographic. They provide local businesses with instant access to droves of local customers and in
exchange they split the revenue from the sales of "groupons" with the local businesses. Groupon's
market name recognition and vast data warehouses containing intimate customer data give them an
advantage over competitors. They use this data to buy Google Ad Words that will attract the most
customers and provide an

Diageo Case Study
Born in 1997, Diageo was a product of merger between Guinness and Grand Metropolitan. Guinness
and Grand Metropolitan were also products of mergers. Guinness acquired Distillers in 1986 and
Grand Metropolitan had expanded from its roots as a hotel business into spirits, Pillsbury, Burger
King and various pubs. After the merger, Diageo's new CEO, John McGrath and executive teams
had a vision to create a more focused strategy, concentrating on their core strengths, and integrate
the company fully into the global spirits organization, and sold off all non–beverage conglomerates.
The purpose of all the vicissitudes was to position the company to meet their vision of becoming the
world's leading premium Drinks Company. During the post–merger integration, Mr. McGrath
concentrated on the core competencies and the ability to build a premium consumer brand,
leveraging it on a global basis. The strategy they created was to implement company wide – the
"Diageo way of brand building". This way of working provided a guide line on conducting business
based on perceptions of its stakeholders' and customers' needs. From there, Diageo developed an
inimitable business structure in which country operations were organized leveraging its core
competencies and competitive advantages. Recently, in 2015 Diageo took another step towards
focusing on its core business and competencies, and sold off their wine business. In the alcohol
industry wine is a very competitive business, and within

Essay On Assessing Competency
Assessing Competency In order for a defendant to plead guilty, he or she must understand the
circumstances and consequences of their plea. They must understand that if they put in a guilty plea,
they are agreeing with the fact that they did the crime. Depending on how gruesome the crime is that
was committed the attorney and judge can send the defendant out for a psych evaluation. Once at the
psych evaluation the psychologist will ask the accused a series of questions. The doctor will look at
the accused past and current situation to help understand more about the patient. The psychiatrist
will help the court understand if a person is fit to stand trial. Everyone wants to know if the accused
is capable of making decisions on his behalf.
Every person being accused is considered competent unless it can be proven otherwise. Until that is
proven, the case will be treated as a normal case. If the defendant is found incompetent to stand trial
there will be further testing done; and the trial or court proceedings may be put on hold. If found
incompetent the patient will not be able to understand what's being discussed. He or she won't be
able to appreciate the importance of the information. He or she will not be able to understand the
reasons for his or her actions. The patient won't be ... Show more content on Helpwriting.net ...
They don't want to put someone on the stand if they don't understand what's going on. It isn't fair to
put someone on the stand that has mental or medical issues that can prevent them from defending
their selves. Everyone is entitled to a fair trial that is everyone constitutional right. If there was a
change in the defendant personality or behavior the courts want to know why and if this change
going to be permanent. Will there be a way this change can be reversed. The courts also want to
know how bad the incompetent will

Core Competency Essay
Core competencies are the most significant value creating skills within a company and key areas of
expertise that are distinctive to a company and critical to the company's long–term growth. Core
competencies are the pieces that a company is superior than its competitors in the critical, central
areas of the company where the most value is added to its products. These areas of expertise may be
in any area from product development to employee dedication. A competence which is central to
business's operations but which is not exceptional in some way is not considered as a core
competence, as it will not generate a differentiated advantage over rival businesses. It follows from
the concept of core competencies; resources that are ... Show more content on Helpwriting.net ...
The game is changing. It is not just about math and science anymore. It is about creativity,
imagination, and, above all, innovation. "Without creativity, there is no innovation. As every good
gardener knows, you can't rely on the same old flowers season after season. They die. New seeds are
needed to rejuvenate the garden and stimulate growth" (Dundon, 2002). What is unfolding is the
commoditization of knowledge. "The Theory of evolution says continuous change is inevitable and
if one does not evolve, they will perish" (Darwin's theory of evolution, 2006). This is true for
businesses and companies. If companies do not evolve then their survival is in jeopardy. A key to
survival is a core competency that the company has built over time. These competencies are what a
company is built upon. Companies that are successful and continue to survive have shown that they
focus on building core competency and in turn their ability to innovate increases. Based on their
core competencies these companies have built products (line extension) or services (redirection) that
can be applied to variety of applications. Successful companies are eager to build competencies that
will help them become world leaders. They do not solely focus on products alone; they focus on
System Thinking, how one piece affects the entire system (Dundon, 2002). This type of thinking
shows a focus on core. A piece of the system is most likely

Essay On Juvenile Sentencing
When it comes to kids, we tend to baby them. We organize their lives and set limits on everything. If
they want to do something outside those limits we tell them they are not old enough or they have not
experienced enough of the world yet. After all, what can they possibly know about love, major
decisions, and what is best for them? Yet somehow, despite all this, when they commit a crime we
turn into hypocrites. Magically, they are geniuses who know everything about the world. In society's
eyes, they are no longer a child, but a monster.
The Crime "Sentenced young: The story of life without parole for juvenile offenders" by Beth
Schwartzapfel tells the story of two women: Jennifer Pruitt and Donnell Miracle and the sad truth
behind life sentences ... Show more content on Helpwriting.net ...
Even though she was not the one that killed Elmer Heichel and she was the one to call the police
later, she still got a hefty sentence. If a case like this occurred today and adult was in the same
situation as Pruitt, I highly doubt they would have gotten such a high sentence. The study confirms
this, as juveniles receive longer sentences.
Article 2– Sexual Abuse and Recidivism
In this study, a group of juveniles were evaluated by completing a self– reported assessment, being
interviewed by a psychologist, and having their caretaker/guardian interviewed. The authors took
this information and used demographics, substance abuse, psychiatric diagnosis, interviews,
standardized measures, legal history, and history of childhood sexual abuse to determine recidivism
rates among juveniles. The participants were monitored and after 12 months the authors gathered the
data to determine what factors were key among those who had reoffended compared to those that
did not.
Results
This study revealed that 32% of males and 22% of female juveniles reoffended within 12 months
(Conrad, Tolou–Shams, Rizzo, Placella, & Brown, 2014). Besides rates of recidivism, there were
also factors that separated the sexes. Males tended to have more issues with drugs or alcohol and
prior offenses while females experienced more childhood sexual

A Brief Note On Forensic Psychology And The Criminal...
Newton's Third Law states that for every action, there is an equal and opposite reaction. For every
crime, there is an equal punishment. The criminal justice system can be broken down into various
different parts, all of which composed of people doing different jobs. While many people only know
of common roles, there are many smaller jobs that are no less important. One critical job linked to
the criminal justice system is that of a forensic psychologist. Forensic psychology requires a
background in psychology, but works primarily in the court system. Most of the time, a forensic
psychologist applies their expertise in psychology to a case, whether it is by assessing a defendant's
mental competency or determining how a pre–existing condition influenced a crime. Forensic
psychology requires certain steps to be taken. It is essential that one is properly informed and able to
meet all of the qualifications, as well as fully understanding the responsibilities a forensic
psychologist has. Becoming a forensic psychologist requires years of higher education and a unique
set of skills, but offers a wide variety of fascinating work environments and duties. Education is the
difference between achieving success as a forensic psychologist and being forced to find another
career. Overall, a person planning to work as a forensic psychologist should focus on psychology,
criminology, or forensics ("Forensic Psychology Careers"). The basic overview of training
obligations begins with "a

Differences Between Ordinary And Dynamic Capabilities
3.1.3 Firm Capabilities
A firm possesses two different kinds of capabilities, the so called ordinary capabilities and the
dynamic capabilities. They are quite distinct in theory and in practice:
The ordinary capabilities of a firm refer to its ability to use and coordinate tangible and intangible
resources with the aim to reach a desired goal (Teece, 2014).
The dynamic capabilities of a firm refer to its ability to build upon existing capabilities and at the
same time to develop new capabilities (Teece, 2014).
The basic distinctions are outlined in Table 3 below from a practical point of view: Ordinary
Capabilities Dynamic Capabilities
Purpose Technical efficiency Congruence with opportunities
Mode of attainability Buy or build Build
Tripartite schema Operate, administrate, govern Sense, seize, transform
Key routines Best practices Signature processes
Managerial emphasis Cost control Entrepreneurial leadership
Priority Doing things right Doing the right things
Imitability Relatively imitable Inimitable
Result Efficiency Innovation
Table 3: Some Differences between Ordinary and Dynamic Capabilities (Teece, 2014)
Ordinary capabilities are focused on the allocation of ... Show more content on Helpwriting.net ...
Sustained competitive success requires continuous sensing, seizing, and transforming in order to
overcome the challenges that changing customers, competitors and technologies brings (Teece,
2014). Such changes in the environment of the company usually occur over time. This means that
while making the transition companies in such industries have to maintain certain former core
competencies while building up new ones. The core competencies are defined as a combination of
tangible and intangible resources and skill which distinguishes the company from other market
players. The concept of core competencies foresees that

Competency And Stand Trial Is Coming Into Question
The competency to stand trial is coming into question in the case against Deasia Watkins. The CBS
news article illustrated a 20–year–old mother who has allegedly decapitated her infant daughter. The
police arrived to find Watkins' 3–month–old child decapitated on the kitchen counter in the home of
the child's aunt that was temporarily caring for the child. Watkins appeared to be suffering from
mental issues when she was found in bed covered in her child's blood. Watkins has to be sent for
treatment and further evaluation at a psychiatric hospital with the intention to restore her
competency so she will be able to stand trial on an aggravated murder charge in the death of her
child. She was already considered a threat to the child and diagnosed with postpartum psychosis
prior to the incident. Social workers found the child a home with her aunt, but were not aware that
Watkins had moved in. Doctors have six months to restore her competency for a hearing in October
to reevaluate her mental stability. Even after that evaluation doubtable question of whether or not
Watkins was competent at the time of the murder of her infant daughter still comes to mind.
In the case of Dusky v. the United States, the court affirmed that a defendant has a right to a
competency evaluation before a trial. The case established that if a defendant is not competent to
stand trial, he/she might lack the capacity to assist counsel. The defendant may also lack rational or
factual understanding of the

Case Study Of Glaxosmithkline Company
PART 1.
GlaxoSmithKline company, formed when Glaxo merged with SmithKline in 2000. The purpose of
the merger intensifying efforts in research and development of excellence for the development of
drugs and treatment. GSK since integration become a leader in innovation and development of
pharmaceutical and distribution companies, where the company has secured drugs AIDS in
developing countries at reduced prices, also has provided treatments for other diseases at an
affordable price for people in the poorest countries of the world.
It has several products branching out to several of the most important disciplines, are prescription
medicines and vaccines products, consumer healthcare products (such as Pain Relief
(Voltaren),Respiratory(Thearaflu),Oral ... Show more content on Helpwriting.net ...
Usually includes basic knowledge, experience or ability in a particular area or a specific skill, allows
a business to reach large segments of the markets, which cannot be reached by other competitors.
The core capabilities are a pivotal factor to determine the manner in which they operate companies
or employees determined core capabilities in three key criteria: Cannot competitors imitate core
competencies of the company easily, can be reused company's core competencies are widely used in
many products and markets. (Espinoza, et al, 2010)
For example, the core competence of the company Toyota Motor high quality at the best price. And
therefore provide customer value for money they pay. This can be attributed to the quality and
innovation in production. Toyota's latest revolution in car production. Where it followed a cost
leadership strategy to improve the quality of its products. Toyota has worked tirelessly to create this
distinctive competence over the years. So that other cars companies has not been able to do what
you do. This led to obtain a competitive advantage that gave a rare Toyota brand in the market.
(Gupta,

Competency And Competency For Stand Trial

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