one of the best firm doc 6.docx
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Firm’s resources refer to the assets, capabilities, and competencies that a company possesses and can leverage to achieve its strategic goals and competitive advantage. These resources can be classified into two broad categories: tangible and intangible. Tangible resources include physical assets such as manufacturing facilities, machinery, equipment, and financial resources like capital, cash, and inventory. These resources provide a company with the necessary infrastructure and financial capacity to operate and invest in its business activities. Intangible resources, on the other hand, are non-physical assets that are harder to quantify but can create significant value for a firm. Examples of intangible resources include intellectual property (patents, trademarks, copyrights), brand reputation, customer loyalty, organizational culture, knowledge, and expertise. These resources contribute to a company’s competitive advantage by differentiating it from competitors and enabling it to deliver unique value propositions to customers. Effective management and utilization of firm’s resources are critical for sustainable growth and success. Companies must identify and develop their key resources, allocate them strategically, and continuously enhance and leverage them to stay ahead in a competitive marketplace. Additionally, firms need to regularly evaluate and assess their resource portfolio to ensure its alignment with market trends, customer needs, and business strategies.
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Assignment 2 Internal Environmental ScanOrganizational Assessmen.docx
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in M2: Assignment 2 and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
· Mission, vision, and values: Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
· Strategy clarification: Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
· Cultural assessment: Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
· Value chain analysis: Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
· Summary of findings: Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are ch ...
Discuss the relationships between competitive avantage, istinctive c.pdf
Discuss the relationships between competitive avantage, istinctive compentencies, resources,an
capabilities.
Solution
Resources
The activities and processes of the organization utilize certain assets. These assets are called
resources. These resources can be created within the organization. They form the internal
resources. Such generated resources are organization-specific. Otherwise they could be obtained
externally from the suppliers available in the resource markets. They form the external resources.
The externally obtained resources are organization-addressable. In addition resources can be
categorised as specific or non-specific. Those resources which can only be used for extremely
specialized intentions and are significant to the organization in adding value to goods and
services are called specific resources.
Resources
Resources of the firm can include all assets, capabilities, organizational processes, firm
attributes, information and knowledge. In short resources can be considered as inputs that
facilitate the organization to perform its activities.
All resources that an organization has may not have strategic relevance. Only certain resources
are capable of being an input to a value creating strategy which put the organization in a position
of competitive advantage. An organization’s resource should have four attributes to provide the
potential for competitive advantage. These form the VRIN characteristics.
The VRIN characteristics
The important features for a resource to be strategically important are as below
The VRIN characteristics mentioned above are individually necessary for the resources to be
valuable.
Non-specific resources are less specific and are less significant in adding value. Also resources
can be broadly classified as tangible and intangible. The physical assets that an organization
possesses are called tangible resources. The physical resources, human resources and final
resources come under this category.
The intellectual resources, technological resources and the organizational reputation together
form the intangible resources. The patents and copyrights of the organization are typical
examples of intellectual resources. The innovation capacity and innovation speed are examples
of technological resources. Reputation is basically good-will that the organization has acquired
among the customers. It is a critical resource of an organization.
Competencies
An organization should posses some characteristics in order to have the ability to compete with
other organizations in the market place. These characteristics form the competencies of the
organization. For any organization to survive in an industry competencies are must. At the same
time competencies cannot be useful to an organization when they stand alone. It is when they
combine together in the right combination that they help the organization to attain competitive
advantage. For instance consider an information technology organization. For this to compete in
t.
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Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in
M2: Assignment 2
and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
Mission, vision, and values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy clarification:
Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
Cultural assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value chain analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are chara.
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Assignment 2 Internal Environmental ScanOrganizational Assessmen.docx
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in M2: Assignment 2 and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
· Mission, vision, and values: Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
· Strategy clarification: Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
· Cultural assessment: Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
· Value chain analysis: Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
· Summary of findings: Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are ch ...
Discuss the relationships between competitive avantage, istinctive c.pdf
Discuss the relationships between competitive avantage, istinctive compentencies, resources,an
capabilities.
Solution
Resources
The activities and processes of the organization utilize certain assets. These assets are called
resources. These resources can be created within the organization. They form the internal
resources. Such generated resources are organization-specific. Otherwise they could be obtained
externally from the suppliers available in the resource markets. They form the external resources.
The externally obtained resources are organization-addressable. In addition resources can be
categorised as specific or non-specific. Those resources which can only be used for extremely
specialized intentions and are significant to the organization in adding value to goods and
services are called specific resources.
Resources
Resources of the firm can include all assets, capabilities, organizational processes, firm
attributes, information and knowledge. In short resources can be considered as inputs that
facilitate the organization to perform its activities.
All resources that an organization has may not have strategic relevance. Only certain resources
are capable of being an input to a value creating strategy which put the organization in a position
of competitive advantage. An organization’s resource should have four attributes to provide the
potential for competitive advantage. These form the VRIN characteristics.
The VRIN characteristics
The important features for a resource to be strategically important are as below
The VRIN characteristics mentioned above are individually necessary for the resources to be
valuable.
Non-specific resources are less specific and are less significant in adding value. Also resources
can be broadly classified as tangible and intangible. The physical assets that an organization
possesses are called tangible resources. The physical resources, human resources and final
resources come under this category.
The intellectual resources, technological resources and the organizational reputation together
form the intangible resources. The patents and copyrights of the organization are typical
examples of intellectual resources. The innovation capacity and innovation speed are examples
of technological resources. Reputation is basically good-will that the organization has acquired
among the customers. It is a critical resource of an organization.
Competencies
An organization should posses some characteristics in order to have the ability to compete with
other organizations in the market place. These characteristics form the competencies of the
organization. For any organization to survive in an industry competencies are must. At the same
time competencies cannot be useful to an organization when they stand alone. It is when they
combine together in the right combination that they help the organization to attain competitive
advantage. For instance consider an information technology organization. For this to compete in
t.
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Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in
M2: Assignment 2
and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
Mission, vision, and values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy clarification:
Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
Cultural assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value chain analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are chara.
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Identify the extent of social media, if any, that is used to commu.docx
Identify
the extent of social media, if any, that is used to communicate with customers or prospects to include customer service interaction.
Identify
social media services or interaction that other like organizations have available on their websites.
Analyze
the expected costs, to include network costs and software production or modification, and return on investment (ROI) of social media. Analysis is composed of breaking the issue into parts and describing how the parts relate to each other and to the whole issue.
Investigate
how social networking sites, not hosted on the researched organization's sites, might benefit the organization's profitability or expand its community or customer base.
Prepare
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Include
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.
Internal Environmental ScanOrganizational AssessmentThis section .docx
Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in
M2: Assignment 2
and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
Mission, vision, and values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy clarification:
Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
Cultural assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value chain analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are characteristics and.
My name is highlighted in Blue and thatt the portion I am respo.docx
My name is highlighted in Blue and that't the portion I am responsible for.
Directions
You team works for XYZ Company, which has a directional strategy focused on expanding the company through horizontal integration. Your team can determine the official name of the company and industry. The company does a great job keeping close watch on its cash position and consistently maintains a positive cash flow; is very solvent; controls its overhead expenses; has solid marketing and sales, production, and human resources performance metrics, and fosters a culture of strategic thinkers. Historically, your company has expanded through a combination of organic (new startups) and inorganic growth and feels it’s time to consider acquisition opportunities.
The Board is looking to engage in a friendly acquisition of a company that will not only increase its market share, but allow it to penetrate new markets and increase the company’s abilities to meet current and future consumer needs and expectations. Since management’s attitude is to pursue a friendly acquisition as opposed to a hostile takeover, your team may consider looking at conglomerates that have experienced significant growth through inorganic growth (acquisitions) and may now be looking to refocus on their core business and are willing to consider divesting some of its businesses that are within your industry. There could be other companies that are under financial duress and receptive to acquisition offers. Your team is a part of the corporate mergers and acquisition (M&A) department and has been assigned the task of identifying two potential acquisition targets. Since your Board is committed to a strategy of horizontally integration, you will be looking for possible acquisitions from within your industry. You will be performing a preliminary analysis of the companies under consideration, and then ultimately recommend one of the companies move forward for a more in-depth valuation by M&A Department.
Notes:
The target acquisitions should be publicly traded and have the same fiscal year end, preferably December 31st. In addition, your team is encouraged to select a proper name for your company and the industry for which it is aligned.
To successfully complete your preliminary analysis of the target acquisitions, your team should follow this high level process flow:
1. Select Comparable Companies that Satisfy Inclusion Criteria
2. Conduct Qualitative Research on the Companies
3. Conduct Quantitative Analyses of the Companies (financial)
4. Prepare Report of Findings with Recommendation
Select Comparable Companies
Describe the methodology used to select the target acquisitions. You may want to consider utilizing the North American Industry Classification System (NAICS) to identify companies within your industry. Of course, there are a variety of Internet sites that can assist you in locating firms within your chosen industry, such as Google Finance and Yahoo Finance.
Conduct Quali.
Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in
M2: Assignment 2
and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
Mission, vision, and values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy clarification:
Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
Cultural assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value chain analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are chara.
Cis 500 week 10 term paper – strayer new
A company hired a senior business consultant to develop an information technology strategic plan to increase revenue from $5 million to $20 million annually by improving customer satisfaction and loyalty. The consultant will write an 8-10 page paper specifying the company's current IT situation, 5 new IT roles needed, a SWOT analysis of the venture, 5 major goals for the strategic plan, and 3 positive organizational impacts of implementing the plan. References and formatting must follow APA style.
Cis 500 week 10 term paper – strayer new
A company has hired a senior business consultant to develop an information technology strategic plan to increase customer satisfaction and loyalty. Currently, the company earns $5 million annually but hopes to reach $20 million with new technologies. The strategic plan will determine key IT roles, conduct a SWOT analysis, set 5 major goals, and speculate on 3 positive organizational impacts of implementing the plan.
Cis 500 week 10 term paper – strayer new
A company has hired a senior business consultant to develop an information technology strategic plan to increase customer satisfaction and loyalty. Currently, the company earns $5 million annually but aims to reach $20 million with new technologies. The strategic plan will determine key IT roles, conduct a SWOT analysis, set 5 major goals, and speculate on 3 positive organizational impacts of implementing the plan.
Cis 500 week 10 term paper – strayer new
A company hired a senior business consultant to develop an information technology strategic plan to increase revenue from $5 million to $20 million annually by improving customer satisfaction and loyalty. The consultant will create an 8-10 page paper specifying the company's current IT situation, 5 new IT roles needed, a SWOT analysis of the venture, 5 strategic plan goals, and 3 positive organizational impacts of implementing the plan. References and APA formatting are required.
Cis 500 week 10 term paper – strayer new
A company has hired a senior business consultant to develop an information technology strategic plan to increase customer satisfaction and loyalty. Currently, the company earns $5 million annually but hopes to reach $20 million with new technologies. The strategic plan will determine key IT roles, conduct a SWOT analysis, set 5 major goals, and speculate on 3 positive organizational impacts of implementing the plan.
Writing King,Here is another assignment I need help on and willing.docx
Writing King,
Here is another assignment I need help on and willing to pay $60.
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in
M2: Assignment 2
and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
Mission, vision, and values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy clarification:
Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
Cultural assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value chain analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and comp.
Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in
M2: Assignment 2
and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
Mission, vision, and values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy clarification:
Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
Cultural assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value chain analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are chara.
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3) Submit the Word document to the appropriate assignment area in Blackboard.
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noric dilanchian
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2. Entertainment and Media: Cultural trends are mirrored in entertainment and media forms. Movies, television shows, music, and literature often reflect the prevailing attitudes, values, and interests of a society. For example, certain genres or themes may become popular during specific time periods, representing the cultural zeitgeist.
3. Technology and Innovation: Cultural trends can be seen in the adoption and use of technology. Technological advancements often align with societal needs and desires, shaping the way people communicate, work, and interact. Trends such as social media platforms, streaming services, and wearable devices reflect the cultural shift towards connectivity, convenience, and instant gratification.
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Identify the extent of social media, if any, that is used to commu.docx
Identify
the extent of social media, if any, that is used to communicate with customers or prospects to include customer service interaction.
Identify
social media services or interaction that other like organizations have available on their websites.
Analyze
the expected costs, to include network costs and software production or modification, and return on investment (ROI) of social media. Analysis is composed of breaking the issue into parts and describing how the parts relate to each other and to the whole issue.
Investigate
how social networking sites, not hosted on the researched organization's sites, might benefit the organization's profitability or expand its community or customer base.
Prepare
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Internal Environmental ScanOrganizational AssessmentThis section .docx
Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in
M2: Assignment 2
and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
Mission, vision, and values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy clarification:
Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
Cultural assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value chain analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are characteristics and.
My name is highlighted in Blue and thatt the portion I am respo.docx
My name is highlighted in Blue and that't the portion I am responsible for.
Directions
You team works for XYZ Company, which has a directional strategy focused on expanding the company through horizontal integration. Your team can determine the official name of the company and industry. The company does a great job keeping close watch on its cash position and consistently maintains a positive cash flow; is very solvent; controls its overhead expenses; has solid marketing and sales, production, and human resources performance metrics, and fosters a culture of strategic thinkers. Historically, your company has expanded through a combination of organic (new startups) and inorganic growth and feels it’s time to consider acquisition opportunities.
The Board is looking to engage in a friendly acquisition of a company that will not only increase its market share, but allow it to penetrate new markets and increase the company’s abilities to meet current and future consumer needs and expectations. Since management’s attitude is to pursue a friendly acquisition as opposed to a hostile takeover, your team may consider looking at conglomerates that have experienced significant growth through inorganic growth (acquisitions) and may now be looking to refocus on their core business and are willing to consider divesting some of its businesses that are within your industry. There could be other companies that are under financial duress and receptive to acquisition offers. Your team is a part of the corporate mergers and acquisition (M&A) department and has been assigned the task of identifying two potential acquisition targets. Since your Board is committed to a strategy of horizontally integration, you will be looking for possible acquisitions from within your industry. You will be performing a preliminary analysis of the companies under consideration, and then ultimately recommend one of the companies move forward for a more in-depth valuation by M&A Department.
Notes:
The target acquisitions should be publicly traded and have the same fiscal year end, preferably December 31st. In addition, your team is encouraged to select a proper name for your company and the industry for which it is aligned.
To successfully complete your preliminary analysis of the target acquisitions, your team should follow this high level process flow:
1. Select Comparable Companies that Satisfy Inclusion Criteria
2. Conduct Qualitative Research on the Companies
3. Conduct Quantitative Analyses of the Companies (financial)
4. Prepare Report of Findings with Recommendation
Select Comparable Companies
Describe the methodology used to select the target acquisitions. You may want to consider utilizing the North American Industry Classification System (NAICS) to identify companies within your industry. Of course, there are a variety of Internet sites that can assist you in locating firms within your chosen industry, such as Google Finance and Yahoo Finance.
Conduct Quali.
Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in
M2: Assignment 2
and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
Mission, vision, and values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy clarification:
Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
Cultural assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value chain analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are chara.
Cis 500 week 10 term paper – strayer new
A company hired a senior business consultant to develop an information technology strategic plan to increase revenue from $5 million to $20 million annually by improving customer satisfaction and loyalty. The consultant will write an 8-10 page paper specifying the company's current IT situation, 5 new IT roles needed, a SWOT analysis of the venture, 5 major goals for the strategic plan, and 3 positive organizational impacts of implementing the plan. References and formatting must follow APA style.
Cis 500 week 10 term paper – strayer new
A company has hired a senior business consultant to develop an information technology strategic plan to increase customer satisfaction and loyalty. Currently, the company earns $5 million annually but hopes to reach $20 million with new technologies. The strategic plan will determine key IT roles, conduct a SWOT analysis, set 5 major goals, and speculate on 3 positive organizational impacts of implementing the plan.
Cis 500 week 10 term paper – strayer new
A company has hired a senior business consultant to develop an information technology strategic plan to increase customer satisfaction and loyalty. Currently, the company earns $5 million annually but aims to reach $20 million with new technologies. The strategic plan will determine key IT roles, conduct a SWOT analysis, set 5 major goals, and speculate on 3 positive organizational impacts of implementing the plan.
Cis 500 week 10 term paper – strayer new
A company hired a senior business consultant to develop an information technology strategic plan to increase revenue from $5 million to $20 million annually by improving customer satisfaction and loyalty. The consultant will create an 8-10 page paper specifying the company's current IT situation, 5 new IT roles needed, a SWOT analysis of the venture, 5 strategic plan goals, and 3 positive organizational impacts of implementing the plan. References and APA formatting are required.
Cis 500 week 10 term paper – strayer new
A company has hired a senior business consultant to develop an information technology strategic plan to increase customer satisfaction and loyalty. Currently, the company earns $5 million annually but hopes to reach $20 million with new technologies. The strategic plan will determine key IT roles, conduct a SWOT analysis, set 5 major goals, and speculate on 3 positive organizational impacts of implementing the plan.
Writing King,Here is another assignment I need help on and willing.docx
Writing King,
Here is another assignment I need help on and willing to pay $60.
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in
M2: Assignment 2
and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
Mission, vision, and values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy clarification:
Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
Cultural assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value chain analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and comp.
Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
Assignment 2: Internal Environmental Scan/Organizational Assessment
This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.
In this module, you will conduct a comprehensive assessment of the internal environment at your business unit or organization you are working with for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.
The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in
M2: Assignment 2
and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.
Part I: Internal Environmental Scan (2–3 pages)
The internal environmental scan or organizational assessment should include the following:
Mission, vision, and values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy clarification:
Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
Cultural assessment:
Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value chain analysis:
Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of findings:
Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are chara.
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noric dilanchian
This document provides guidance on conducting a needs assessment to advise clients and minimize costs. It explains that a needs assessment involves gathering background information on the client's organization, operations, projects, and products/services. This information helps advisors understand the situation and provide efficient support. Templates, guides, meetings, and materials can help speed up the process. Key documents identified include business plans, models, documentation of negotiations and agreements, process maps, and more. Defining products with documents like specifications and glossaries establishes a foundation for efficient legal work.
Similar to one of the best firm doc 6.docx (20)
Building an Effective Community Strategy with On-Demand and Salesforce
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My name is highlighted in Blue and thatt the portion I am respo.docx
My name is highlighted in Blue and thatt the portion I am respo.docx
Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
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Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
Assignment 2 Internal Environmental ScanOrganizational Assessment.docx
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Research Assignment #4 Topic Security Management .docx
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Team Project Deliverable and PresentationYou team works for XY.docx
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some key strategies for best communication in conflict resolution:
1. Active Listening: Active listening involves giving full attention to the other person, focusing on their words, tone, and body language. It requires suspending judgment, asking clarifying questions, and paraphrasing to ensure accurate understanding. By actively listening, you demonstrate empathy and create a safe space for open dialogue.
2. Use “I” Statements: When expressing your perspective or concerns, use “I” statements instead of accusatory language. For example, say, “I feel frustrated when…” rather than, “You always…” This approach helps avoid blame and encourages the other person to listen without becoming defensive.
3. Express Emotions Constructively: Emotions can run high during conflicts, but expressing them in a constructive manner is essential. Avoid aggressive or confrontational language and instead focus on expressing your emotions with honesty and respect. Calmly stating your feelings allows the other person to better understand your perspective.
4. Maintain Non-Verbal Communication: Non-verbal cues, such as body language and tone of voice, can significantly impact communication during conflict resolution. Maintain open body posture, maintain eye contact, and speak in a calm and respectful tone to convey sincerity and openness.
Explain Key Reasons to Evaluate Vulnerability [ updated 2023].docx
Evaluating vulnerability is a crucial aspect of maintaining security and minimizing risks in various domains, such as cybersecurity, infrastructure management, and business operations.
key reasons why evaluating vulnerability is important:
1. Risk Identification: Assessing vulnerabilities helps identify potential weaknesses or loopholes in systems, networks, or processes. By understanding these vulnerabilities, organizations can prioritize and allocate resources to address high-risk areas and minimize the likelihood of exploitation by malicious actors.
2. Proactive Security Approach: Vulnerability assessment enables organizations to adopt a proactive security approach by identifying vulnerabilities before they are exploited. By regularly evaluating vulnerabilities, organizations can stay ahead of emerging threats, patch vulnerabilities, and implement preventive measures to enhance their security posture.
3. Threat Mitigation: Evaluating vulnerabilities allows organizations to understand the threats they face and take appropriate actions to mitigate them. It provides insights into the specific weaknesses that can be exploited by attackers, enabling organizations to implement security controls, apply patches, or implement countermeasures to reduce the impact of potential attacks.
Discus the best Interviewing skills [ updated 2023].docx
Some of the best interviewing skills include:
Preparation: Thoroughly researching the company and position, preparing answers to common interview questions, and practicing beforehand.
Active Listening: Paying close attention to the interviewer's questions, actively listening, and responding thoughtfully. Engaging in the conversation and asking for clarification if needed.
Communication Skills: Expressing oneself clearly and concisely, using appropriate language and maintaining a professional tone. Adapting communication style to match the interviewer's tone and energy.
Non-Verbal Communication: Being mindful of body language, maintaining good eye contact, sitting up straight, and using appropriate gestures to show enthusiasm, confidence, and engagement.
Empathy and Emotional Intelligence: Demonstrating empathy towards the interviewer, understanding their perspectives and emotions, and establishing a positive connection.
Questioning Skills: Asking insightful questions that demonstrate interest in the position and the company. Using open-ended questions to encourage detailed responses.
Flexibility and Adaptability: Being prepared to adapt to different interview formats or unexpected questions. Showing flexibility in responses and adjusting the approach based on the interviewer's style or preferences.
Self-Awareness: Being aware of strengths, weaknesses, and experiences. Clearly communicating accomplishments, skills, and qualifications while being honest about areas for improvement.
Explain what other Asian character types now seem to be common [ updated 2023...
Some of the Asian character types that have become more common in recent years:
1. Complex and Multi-dimensional Characters: More Asian characters are being portrayed as multi-dimensional individuals with diverse personalities, motivations, strengths, and flaws. They are no longer confined to one-dimensional stereotypes and are given more depth and complexity in their stories.
2. Asian-American Experience: There has been an increase in Asian characters who represent the Asian-American experience. These characters might navigate issues related to identity, cultural assimilation, and the complexities of growing up with dual cultural influences.
3. Strong and Empowered Characters: Asian characters are increasingly portrayed as strong, empowered, and capable individuals. They take on leading roles in various genres, including action, drama, and comedy, showcasing their skills, intelligence, and agency.
4. Positive Family Dynamics: Some portrayals now emphasize positive family relationships in Asian households, breaking away from the “tiger mom” stereotype. Asian families are shown as diverse and loving, with familial bonds that play essential roles in characters’ lives.
what are the hegemonic?[ updated 2023]
The hegemonic" refers to the dominant or prevailing forces within a particular context that exercise control, authority, and influence over others. It encompasses the power structures, norms, ideologies, and practices that shape and govern a society or system. The concept of "the hegemonic" originated from the work of Antonio Gramsci, an Italian Marxist philosopher, who studied how ruling classes maintain their power through cultural and ideological means. The specific manifestation of "the hegemonic" can vary across different domains, such as politics, economics, culture, and international relations. In essence, it represents the prevailing power dynamics and influential factors that shape the behavior and actions of individuals and groups within a given society or system.
intel17.docx
Noli Me Tangere” was written by Jose Rizal during his stay in Europe and was completed in 1887.
It exposed the social and political injustices in the Philippines under Spanish colonial rule. The novel’s content was critical of the Spanish friars and colonial administration, making it controversial and potentially dangerous to publish during that time.
Rizal initially attempted to get the novel published in the Philippines, but due to its sensitive content, no local printer or publisher would take the risk. As a result, Rizal decided to send the manuscript to the publisher in Berlin, Germany. In 1887, the book was printed in Germany, and the first copies were released.
When the Spanish authorities became aware of the novel’s existence and its content, they immediately took measures to ban it in the Philippines. Possession and distribution of the book became illegal, and anyone caught with a copy could face severe consequences, including imprisonment or exile.
Discus the Internal Consultant to generate the organization analysis {updated...
An internal consultant plays a crucial role in generating organization analysis.
This individual, typically employed within the organization, provides valuable insights and expertise to support strategic decision-making and organizational improvement. Here is a discussion of the internal consultant’s role in generating organization analysis:
1. Understanding Organizational Context: The internal consultant possesses an in-depth understanding of the organization’s structure, culture, goals, and challenges. They are familiar with
2. the internal dynamics, processes, and stakeholders involved. This contextual knowledge allows them to navigate the organization effectively and identify areas that require analysis and improvement.
3. Gathering and Analyzing Data: The internal consultant gathers relevant data and information from various sources within the organization. This may include reviewing existing reports, conducting surveys, interviews, focus groups, or analyzing performance metrics. They apply analytical techniques to identify patterns, trends, and areas of concern or opportunity.
The best Evaluation of training {updated 2023].docx
The evaluation of training
refers to the process of assessing the effectiveness and impact of a training program or initiative. It involves gathering data and information to determine whether the training has met its
objectives, how well participants have learned and applied the knowledge and skills, and the overall value and return on investment (ROI) of the training.
The best evaluation of training is a comprehensive and systematic approach that considers multiple factors and uses various evaluation methods
some key elements that contribute to the best evaluation of training:
1. Clear Objectives: The evaluation should align with the specific objectives of the training program. Clear and measurable objectives help determine what needs to be assessed and provide a benchmark for evaluating the success of the training.
2. Multiple Evaluation Methods: Using a combination of evaluation methods provides a more comprehensive picture of the training’s effectiveness. Common evaluation methods include pre- and post-training assessments, observation of performance, surveys, interviews, focus groups, and feedback from supervisors or peers.
3. Relevance and Alignment: The evaluation should assess the extent to which the training content and delivery align with the participants’ needs and job requirements. It should determine if the training has addressed the intended knowledge and skill gaps and contributed to improved performance in the workplace.
Explain how national monarchs were able to increase their control over their ...
During the Renaissance era, national monarchs
sought to increase their control over their territories in various ways. Here are some key factors that contributed to their consolidation of power:
1. Centralization of Authority: Monarchs aimed to centralize political power in their own hands. They sought to weaken the influence of feudal lords, nobles, and regional authorities, and establish a more centralized system of governance. This involved consolidating administrative structures, creating royal bureaucracies, and appointing loyal officials who would enforce royal authority throughout the territories.
2. Military Strength: Monarchs worked to strengthen their military forces to assert control over their territories. They established standing armies, reducing reliance on feudal levies and private armies. This allowed monarchs to maintain a monopoly on the use of force, suppress rebellions, and expand their territories through conquest.
3. Diplomacy and Alliances: Monarchs engaged in diplomatic strategies and alliances to protect their interests and strengthen their positions. They formed alliances with other powerful monarchs to deter external threats and secure their borders. Diplomatic marriages were also used to forge alliances and create familial ties between ruling houses, further solidifying their control.
Discus the Account for Disney’s management {updated 2023}.docx
Disney’s management
has played a significant role in the company’s success and growth over the years. Here are some key factors that account for Disney’s effective management:
1. Visionary Leadership: Disney has been fortunate to have visionary leaders at its helm, such as Walt Disney himself and subsequent CEOs like Bob Iger and Bob Chapek. These leaders have had a clear vision for the company’s direction and have been able to inspire and guide their teams towards achieving long-term goals. Their ability to anticipate trends, embrace innovation, and adapt to changing market dynamics has been instrumental in Disney’s sustained success.
2. Emphasis on Creativity and Innovation: Disney is known for its creativity and innovation, and this is fostered through its management approach. The company encourages a culture of creativity and fosters an environment where employees are empowered to think outside the box and take risks. Disney’s management understands the importance of constantly evolving and staying ahead of industry trends to deliver innovative and captivating entertainment experiences.
3. Strong Brand Identity and Intellectual Property: Disney’s management has effectively leveraged its strong brand identity and extensive portfolio of intellectual property (IP) to drive growth and profitability. They have successfully expanded Disney’s reach into various entertainment segments, including theme parks, movies, television, merchandise, and streaming platforms. The management’s strategic decisions around acquisitions, partnerships, and brand extensions have helped Disney maintain its position as a global entertainment powerhouse.
Explain the major IT system component [ updated 2023].docx
IT systems typically consist of several major components
that work together to facilitate the management and operation of information technology within an organization. The major IT system components include:
1. Hardware: Hardware refers to the physical equipment and devices used in an IT system. This includes computers, servers, routers, switches, storage devices, and peripheral devices like printers and scanners. Hardware components provide the necessary computing power and infrastructure for the system to function.
2. Software: Software represents the programs, applications, and operating systems that run on the hardware. It includes both system software, such as the operating system (e.g., Windows, macOS, Linux), and application software, such as word processors, spreadsheets, databases, and enterprise resource planning (ERP) systems. Software enables users to perform specific tasks and interact with the system.
3. Data: Data is the raw information processed and stored within the IT system. It can take various forms, such as text, numbers, images, audio, and video. Data is a crucial component as it serves as the basis for decision-making, analysis, and generating meaningful information. Proper data management, including storage, organization, security, and backup, is essential for an effective IT system.
Critically evaluate anthropological perspectives of community leadership, [up...
Anthropological perspectives of community leadership
provide valuable insights into the study of leadership within different cultural and social contexts.
These perspectives emphasize the importance of understanding leadership as a complex social phenomenon that is deeply embedded in cultural norms, values, and power dynamics.
However, they also have their limitations and challenges.
a critical evaluation of anthropological perspectives of community leadership:
1. Cultural Relativism: Anthropological perspectives often emphasize cultural relativism, acknowledging that leadership practices and expectations vary across different cultures. This approach highlights the need to understand leadership within its specific cultural context and avoid imposing external standards or norms. However, this can sometimes lead to a lack of critical analysis and a reluctance to evaluate leadership practices based on universal principles of ethics and social justice.
2. Power Dynamics: Anthropological perspectives recognize the centrality of power dynamics in leadership within communities. They emphasize the ways in which leaders navigate and negotiate power relationships within their social, economic, and political contexts. This critical lens helps to uncover inequalities, hierarchies, and oppressive structures that can influence community leadership. However, these perspectives may not provide concrete solutions or strategies for addressing power imbalances or transforming oppressive leadership practices.
Whale stocks negatively impacted on marine production {updated 2023].docx
While it is true that certain whale stocks can have a negative impact on marine production,
it is important to note that the overall relationship between whales and marine production is complex and multifaceted.
1. Overfishing: Some species of whales, such as baleen whales, are filter feeders that consume large amounts of small marine organisms, including plankton and krill. These organisms form the base of the marine food chain and support the productivity of the oceans. When whale populations are significantly reduced or depleted due to factors such as historical whaling or illegal hunting, it can disrupt the natural balance of the ecosystem and potentially lead to overpopulation of certain prey species.
2. Trophic Cascades: Whales play a crucial role in marine ecosystems through what is known as trophic cascades. As top predators, they help regulate the population sizes and behavior of their prey species. By keeping certain prey populations in check, whales indirectly promote the health and diversity of lower trophic levels, including commercially important fish species. The absence or decline of whale populations can disrupt these cascading effects, potentially leading to imbalances within the ecosystem.
Discus the nurse’s roles in the management of diabetic foot ulcers [ updated ...
Nurses play a crucial role in the management of diabetic foot ulcers,
working closely with patients, physicians, and other healthcare professionals to ensure comprehensive care and optimal outcomes.
key roles that nurse fulfill in the management of diabetic foot ulcers:
1. Assessment and Monitoring: Nurses assess the patient’s foot ulcers, including the size, depth, and severity, as well as the presence of infection or other complications. They also monitor vital signs, glucose levels, and overall wound healing progress. Regular assessments help in identifying any changes or deterioration, enabling prompt intervention.
2. Wound Care: Nurses are responsible for providing wound care interventions. This includes cleaning and dressing the ulcers, applying appropriate topical treatments or medications, and ensuring proper wound hygiene. Nurses may also assist in debridement procedures, which involve removing dead or infected tissue to promote healing.
Write an essay to Create characters that break stereotypes of American Indian...
Title:
Breaking Stereotypes: Creating Authentic and Diverse American Indian Characters
Introduction: American Indian representation in media has often been marred by stereotypes and misinterpretations, perpetuating harmful biases and limiting the understanding of their rich and diverse cultures. However, there is a growing need to create characters that break these stereotypes and provide audiences with authentic and nuanced portrayals of American Indians. By doing so, we can challenge misconceptions, promote cultural appreciation, and foster a greater sense of inclusivity and understanding. This essay explores the importance of breaking stereotypes and provides strategies for creating characters that defy expectations.
1. Accurate Research and Cultural Sensitivity: To break stereotypes, it is crucial to undertake thorough research and approach character creation with cultural sensitivity. Engage with American Indian communities, consult scholars, and work closely with cultural advisors to gain accurate insights into their traditions, languages, histories, and contemporary experiences. This foundation of knowledge will inform the development of authentic characters that resonate with audiences.
2. Diverse Representations: American Indian communities are incredibly diverse, consisting of numerous tribes, each with its distinct languages, customs, and identities. It is essential to portray this diversity by creating characters from various tribal backgrounds, representing different geographic regions and historical contexts. This approach allows for a more comprehensive and respectful depiction of the richness and complexity of American Indian cultures.
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- 1. one of the best firm’s resources updated 2023 TOPIC IS ABOUT SOCIALCULTURAL OF HOME DEPOT Based on our roundtable discussion, which emerging opportunity or threat do you believe is the most important for the firm we discussed to act upon? Why? Why is this idea or issue deserving of the firm’s resources (i.e. explain how it links to the firm and what impact it could have)? How should this firm respond? (i.e. suggestions for action) You may not select the opportunity/threat you researched and pitched Format your response as a formal note to the VP of Strategic Planning, Dr. Julie Sharek (i.e. include date, greeting, body of text, closing, signature) Use the hyperlink function to embed at least one link to further information Include a chart or graph to support your position. If the chart or graph is not created by you, be sure to include a hyperlink to its source. Refer to Roundtables: Reflection Formatting Guide for further details. Following roundtable discussions, you will complete an individual written reflection assignment. This assignment is formatted as an email to the VP of Strategic Planning for our focal firm Hyperlinks Embedding website links in text — like this (Links to an external site.) — directs your reader to sources of further information (Links to an external site.) without disrupting the flow of your message. Any snippet of text within your message can be turned into an active hyperlink. Here’s what you need to do: Highlight the text you want to link Click the chain link icon on the top row of the toolbar
- 2. . This will open the Insert Hyperlink dialog box Copy and paste the web address to which you want to link Click Ok Data Visualizations Embedding an interesting data visualization directly into the flow of your text allows your reader to see a visual representation of information without having to click through to another site. For the purposes of this course, we will embed links to credible sources of factual information and embed charts, graphs, or other types of infographic images to enhance the reader’s understanding of your position You may create your own data visualization or use one created by someone else as long as you provide proper attribution. Firm’s resources refer to the assets, capabilities, and competencies that a company possesses and can leverage to achieve its strategic goals and competitive advantage. These resources can be classified into two broad categories: tangible and intangible. Tangible resources include physical assets such as manufacturing facilities, machinery, equipment, and financial resources like capital, cash, and inventory. These resources provide a company with the necessary infrastructure and financial capacity to operate and invest in its business activities. Intangible resources, on the other hand, are non-physical assets that are harder to quantify but can create significant value for a firm. Examples of intangible resources include intellectual property (patents, trademarks, copyrights), brand reputation, customer loyalty, organizational culture, knowledge, and expertise. These resources contribute to a company’s competitive advantage by differentiating it from competitors and enabling it to deliver unique value propositions to customers.
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