Running head: BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 1
BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 2
Business Policy Development and Implementation
Student’s Name
Institutional Affiliation
Business Policy Development and Implementation
Introduction
In a constantly changing organizational and business environment, companies are increasingly facing stiff competition. As such, they are compelled by the need to improve their performance and do things in the most desired ways in order to meet the needs of consumers (Gomes & Romão, 2013). In light of these patterns, organizations can no longer be dependent upon the traditional analytical tools. Instead, they have seen the need to use models and frameworks such as the balanced scorecard to examine the degree to which companies work to attain their mission and vision. In addition, strategic decision-making must also be done through observance of the constantly changing trends and patterns that may affect the status of an organization. In this report, I provide ways in which our team members made logical decisions and how we utilized the balanced scorecard framework.
Decision Logic and What Supported the Decisions
The decisions that we embraced in the Capsim project was driven by the desire to generate a competitive advantage over other rivals. Therefore, we saw the need to take a closer look at the use of decision-making strategies within our business and operational environment. The main decisions that we made were associated with issues such as product development, research and development, innovation, marketing, as well as human resources and finance. There are various factors that made it possible for the team to make strategic decisions. First, having ready access to information, ranging from the details of the potential markets for the organization’s products and services, as well as estimates of next year’s labor requirements, is important. The more accurate and complete the information is, the more effective the strategic decisions we made. For instance, we relied on technological tools such as information systems to provide the team with accurate information about business intelligence issues (Spetzler, Winter & Meyer, 2016). Decision-making on production and product development functions heavily relied on technological tools such as spreadsheets and databases to calculate the efficacy of different machines, and to introduce new products in the production process. In order to support marketing decisions, we utilized Big Data technologies and analytics to determine the effects of different pricing strategies and to keep the records of consumer profiles. These tools were also utilized to plan the launching of new products and services. Human resources decisions were made with the purpose of planning for the next round and determining the pay awards. Planning decisions also sought to determine employee records and rewards. Finance decisions were also made to draw up p ...
This document discusses strategic decision making in organizations. It defines strategic decisions as those that are long-term, require significant resources, and affect the organization's prosperity. Strategic decisions relate to an organization's future, scope of activities, competitive advantage, strategic fit, resources, stakeholders, and dealing with complexity and uncertainty. The document contrasts strategic decisions which are long-term and affect the whole organization, with tactical decisions which implement strategies, and operational decisions which are short-term and routine. It discusses analyzing an organization's environment, capabilities, stakeholder expectations, and culture to determine strategic positioning. Organizations must evaluate options and make strategic choices regarding products, markets, and growth strategies. Tools like SWOT analysis and Porter's Five Forces
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
Page 1 of 2 Capstone Experience in Integration & Strategy .docxalfred4lewis58146
The document discusses undertaking a strategic audit to improve a company's performance. It recommends the following initial steps:
1) Analyze the external environment, including competition, market trends, and changes in customer needs.
2) Evaluate the company's resources and capabilities to determine what is and isn't working given the company's growth.
3) Assess if the company has the right people in the right jobs and make changes if needed.
4) Review the strategic plan and vision to ensure they are aligned with current capabilities.
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
This document provides information on organizational diagnosis and benchmarking to improve business performance. It discusses:
1. Organizational diagnosis involves assessing an organization's current performance, identifying gaps between current and desired performance, and determining how to achieve goals. Data collection methods include interviews, surveys, and analyzing primary and secondary sources.
2. Benchmarking involves measuring a company's performance against the best in its industry to identify improvement opportunities. There are four main types and conducting benchmarking involves four steps: planning, data collection, analysis, and adapting best practices.
3. SWOT analysis, value chain analysis, and developing short- and long-term business plans are also discussed as tools to understand an organization and strategize
This document outlines Pakistan's commitment to creating a quality environment. It discusses establishing a National Quality Council to develop quality strategies and programs. It also discusses the government promoting the purchase of goods and services that meet quality standards from public sector organizations. Additionally, it proposes organizing an annual National Quality Award scheme in various categories to recognize producers and service providers for quality efforts. A similar award scheme for education is also proposed to recognize outstanding students and teachers. The document emphasizes promoting best management practices to improve quality.
This document discusses strategic management and business policy. It begins by defining strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It then discusses the nature, characteristics, and features of strategic management, including that it involves a long time perspective, is an intellectual process, has wide ramifications, and is a continuing dynamic social process. The document goes on to discuss the importance and relevance of strategic management, including its financial and non-financial benefits. It closes by emphasizing the importance of effective strategic management for business success.
This document discusses methods for measuring corporate performance, including the balanced scorecard and stakeholder measures. It outlines the advantages and limitations of each. The balanced scorecard takes a holistic view across four perspectives: learning and growth, internal business processes, customers, and financials. It aims to align business activities with organizational strategy but can fail if not properly communicated. Stakeholder measures evaluate performance based on key stakeholder groups' priorities but balancing different stakeholders' interests can be challenging. The document provides an in-depth examination of these two approaches to corporate performance assessment.
This document discusses strategic decision making in organizations. It defines strategic decisions as those that are long-term, require significant resources, and affect the organization's prosperity. Strategic decisions relate to an organization's future, scope of activities, competitive advantage, strategic fit, resources, stakeholders, and dealing with complexity and uncertainty. The document contrasts strategic decisions which are long-term and affect the whole organization, with tactical decisions which implement strategies, and operational decisions which are short-term and routine. It discusses analyzing an organization's environment, capabilities, stakeholder expectations, and culture to determine strategic positioning. Organizations must evaluate options and make strategic choices regarding products, markets, and growth strategies. Tools like SWOT analysis and Porter's Five Forces
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
Page 1 of 2 Capstone Experience in Integration & Strategy .docxalfred4lewis58146
The document discusses undertaking a strategic audit to improve a company's performance. It recommends the following initial steps:
1) Analyze the external environment, including competition, market trends, and changes in customer needs.
2) Evaluate the company's resources and capabilities to determine what is and isn't working given the company's growth.
3) Assess if the company has the right people in the right jobs and make changes if needed.
4) Review the strategic plan and vision to ensure they are aligned with current capabilities.
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
This document provides information on organizational diagnosis and benchmarking to improve business performance. It discusses:
1. Organizational diagnosis involves assessing an organization's current performance, identifying gaps between current and desired performance, and determining how to achieve goals. Data collection methods include interviews, surveys, and analyzing primary and secondary sources.
2. Benchmarking involves measuring a company's performance against the best in its industry to identify improvement opportunities. There are four main types and conducting benchmarking involves four steps: planning, data collection, analysis, and adapting best practices.
3. SWOT analysis, value chain analysis, and developing short- and long-term business plans are also discussed as tools to understand an organization and strategize
This document outlines Pakistan's commitment to creating a quality environment. It discusses establishing a National Quality Council to develop quality strategies and programs. It also discusses the government promoting the purchase of goods and services that meet quality standards from public sector organizations. Additionally, it proposes organizing an annual National Quality Award scheme in various categories to recognize producers and service providers for quality efforts. A similar award scheme for education is also proposed to recognize outstanding students and teachers. The document emphasizes promoting best management practices to improve quality.
This document discusses strategic management and business policy. It begins by defining strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It then discusses the nature, characteristics, and features of strategic management, including that it involves a long time perspective, is an intellectual process, has wide ramifications, and is a continuing dynamic social process. The document goes on to discuss the importance and relevance of strategic management, including its financial and non-financial benefits. It closes by emphasizing the importance of effective strategic management for business success.
This document discusses methods for measuring corporate performance, including the balanced scorecard and stakeholder measures. It outlines the advantages and limitations of each. The balanced scorecard takes a holistic view across four perspectives: learning and growth, internal business processes, customers, and financials. It aims to align business activities with organizational strategy but can fail if not properly communicated. Stakeholder measures evaluate performance based on key stakeholder groups' priorities but balancing different stakeholders' interests can be challenging. The document provides an in-depth examination of these two approaches to corporate performance assessment.
The document describes the Tata Business Excellence Model (TBEM), which is adapted from the Malcolm Baldrige model and forms the basis for organizational assessments within Tata companies. TBEM focuses on 7 core aspects of operations: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. Companies must achieve a minimum of 500 points within 4 years to be recognized. The model helps Tata companies gain insights and improve through an annual assessment process.
Strategic management involves 3 levels of strategy:
1. Corporate level strategy determines the overall scope and direction of the organization.
2. Business level strategy identifies how each business unit will compete in its market.
3. Functional level strategy guides activities within specific operational areas like marketing and HR.
The strategic management process includes environmental scanning, strategy formulation, implementation, and evaluation. Setting a vision, mission, and objectives provides guidance for strategic planning.
The document discusses key concepts related to strategy and strategic management. It defines strategy as a plan or course of action related to pursuing organizational goals and objectives. Strategic management is described as a process directed by top management to determine long-term goals and ensure decisions align the organization with its environment. The strategic management process involves environmental scanning, strategy formulation, implementation, and evaluation.
The document discusses several topics related to business process reengineering and IT solutions. It describes key indicators that an IT vendor solution may be best for implementing business process reengineering, such as dysfunctionality in the current system. It also discusses the key strengths of service-oriented architectures for modern businesses, including modularity, reusability, and self-contained services. Additionally, it describes how tools like environmental analysis, SWOT analysis, value chain analysis, and business strategy choice can influence business process reengineering and provides examples. Standards for measuring organizational performance and information systems functions are also rated.
This document provides an overview of strategic and operational management strategies for educational institutions. It discusses strategic management processes like strategic planning, implementation, evaluation and decision making. It also covers operational management techniques and decision making. Specific topics summarized include the strategic management process, SWOT analysis, benefits of strategic management, strategic decision making and the 7 steps of operational decision making.
1. The document defines key strategic planning terms like strategy, strategic planning, decision making, tactical planning, barriers to entry, absolute cost advantage, economies of scale, industry, superior profitability, comparative advantage, critical success factors, key success factors, external environment, and internal environment.
2. It discusses similarities and differences between business strategy and military strategy, and explains how a company's strategy is partly proactive and partly reactive.
3. It identifies factors that drive industry changes like government regulations, societal attitudes, technology trends, and their impact on industry attractiveness and the need to adjust strategies accordingly.
Creating a Culture of Cost Optimization discusses developing an organization-wide culture of cost optimization through strategic planning, clear communication, and understanding suppliers' industries. It recommends articulating how expense savings impact revenue, making cost reduction a shared initiative, committing to sustainable change, and leveraging supplier knowledge to gain value. Maintaining momentum requires incentives and continuous efforts to find long-term savings that can be reinvested.
Strategic management and Business policy
unit 1 ( BBA 3RD year 6th sem)
Prepared by - Dipankar Dutta
Faculty, Dev Bhoomi Group of Institution Saharanpur
email- dipankarpharma1@gmail.com
Running head STRATEGIC FIT WITH THE INDUSTRY ENVIRONMENT .docxtoltonkendal
Running head: STRATEGIC FIT WITH THE INDUSTRY ENVIRONMENT 1
STRATEGIC FIT WITH THE INDUSTRY ENVIRONMENT 2
Strategic Fit With the Industry Environment
James Smith
MBA 6024
Unit 4 Assignment 1
3/20/16
Strategic management is termed as the art and the science of the formulation, implementation, and the evaluation of the cross-functional decisions that are made and enable an organization to achieve the goals that have been set. The objectives are achieved through the development of policies and plans that when implemented will assist in achieving the objectives of a firm. Therefore, the strategic management of any given organization combines various activities from various functional areas of an organization and also ensures that the organization is working towards accomplishing the set goals and objectives of a firm. The strategic management is tasked with giving instructions to the management team so as to combine their efforts towards the accomplishment of the organizational goals. It is a process that also involves the assessment of the competitors, the goals that have been set, and the effectiveness of the strategies that have been applied.
There are various models that are used in the analysis of the strategies that are applied by a company. PEST analysis is the best suited technique that assists in evaluating the environment where a business operates. Scenario Planning, on the other hand, is a technique that is capable building various views that are plausible in regards to the future of the entity. The Porters Five commonly referred to as the five forces analysis is a model that is used to analyze the effects of competition in the industry. Market segmentation is the technique that seeks to identify the similarities and the differences between the group of customers and the users. The directional policy matrix is a technique that summarizes the competitive strength of the operation of business in specific areas (Burton 2012).
The PEST analysis of a firm is a concept that is widely used in marketing. The tool is also crucial because it is used by these firms to master the environment where they are operating. Additionally, firms use the approach in the analysis of the environment before the launch of a new product. The analysis entails answering various questions that are of great importance to the firm. First, the firm seeks to understand the current political situation in the environment where the business is being operated. The analysis determines how the political situation of that given country will have an impact on the industry. The other question that the analysis seeks to answer is the prevalent economic factors that are in existence in the given environment (Haberberg 2007).
The third question that has to be addressed by the analysis is the role culture in the market. Further, the analysis focuses on the determinants of the culture. The ...
Syllabus Certified Strategic Business Analyst.docYoyo Sudaryo
This 3-day course aims to equip executives with strategic business analysis capabilities. It teaches strategic planning frameworks, tools for external and internal analysis, and competitive strategies. Coursework includes developing mission statements, analyzing industry factors and competition, and writing business plans. The goal is to help participants recognize and solve strategic problems through team-based case studies and analysis. Upon completion, participants can become Certified Strategic Business Analysts by passing the certification exam.
Vskills manufacturing technology management professional sample materialVskills
Strategic management involves formulating goals and implementing initiatives based on internal and external environmental assessments. There are four phases to strategic management processes: defining vision/mission/objectives, strategy formulation, implementation, and evaluation. Strategic decision making considers opportunities/threats and involves committing resources. Mintzberg identified four strategic decision making modes: entrepreneurial, adaptive, planning, and logical incrementalization. Environmental analysis monitors opportunities/threats in the external environment through continuous scanning.
Strategic cost management involves critical decision making that determines resource allocation and costs, impacting organizational success. Effective decision making requires understanding goals, costs, benefits, and risks of options. Decision making is key to the cost management process of identifying, analyzing, and controlling costs. When making decisions, factors like goals, costs/benefits of options, risks, and resources must be considered. Tools like cost-benefit analysis, sensitivity analysis, and decision trees can provide deeper understanding to make informed decisions leading to better outcomes. However, challenges and risks in decision making include uncertainty, conflicting priorities, and external changes.
Strategic cost management involves critical decision making that determines resource allocation and costs incurred, impacting an organization's financial health and success. Effective decision making requires understanding organizational goals, cost-benefit analyses of options, and potential risks and trade-offs. The cost management process involves identifying, analyzing, and controlling costs, with decision making as a key component to allocate resources and manage costs effectively. Factors to consider in decisions include goals, costs and benefits of options, risks, and resources availability to make informed choices aligned with objectives.
Strategy review, evaluation, and controlAaqib Sarwar
The document discusses strategy evaluation and control. It provides guidelines for evaluating strategies, including consistency, consonance, feasibility, and competitive advantage. It also discusses measuring organizational performance, taking corrective actions, and characteristics of an effective evaluation system. Contingency planning is important in case key events do not occur as expected. Strategy evaluation is an ongoing process that ensures objectives are being achieved and allows companies to adapt to changing environments.
This document provides an overview of strategic planning and decision-making processes for organizations. It discusses key concepts like levels of strategy, strategic planning versus operational planning, strategic analysis tools like SWOT and Porter's Five Forces, and classical versus behavioral decision-making theories. The document also outlines the typical stages in a strategic planning process including developing a vision/mission, assessment, setting objectives, crafting a strategy, implementation, and evaluation.
This document outlines a strategic management model that includes determining a company's mission, developing a company profile, assessing the external environment, conducting strategic analysis and choice, implementing strategies, and controlling and evaluating performance. It discusses setting long-term objectives, grand strategies, and functional strategies aligned with the mission. The model emphasizes matching internal capabilities to external opportunities through analysis and strategic decisions at multiple levels of the organization.
Strategic management involves analyzing internal/external strengths/weaknesses, formulating action plans, executing plans, and evaluating success. It necessitates strategic planning to set goals and determine decisions/actions to achieve results. There are three levels of strategy: corporate level addresses scope/markets; business level focuses on individual businesses/industries; functional level coordinates organizational functions. Strategic management is an ongoing process that creates and maintains an organization's competitive advantage.
Lecture 4 quality performance measurement tools and techniquesTantish QS, UTM
This document discusses quality performance measurement techniques. It defines performance measurement and explains that it is an important part of Total Quality Management programs. Performance measures help managers know when and where to implement changes by providing appropriate information. The document outlines some challenges with traditional performance measurement systems and recommends developing new measures that align with TQM principles like customer focus, continuous improvement, and cross-functional teamwork. It also discusses characteristics of effective performance measurement systems and categories of performance measures. Overall, the document emphasizes that performance measurement provides valuable information for understanding processes, making decisions, and driving improvements.
Benchmarking is the process of systematically comparing business processes and performance metrics to industry best practices in order to identify areas for improvement. There are four main types of benchmarking: internal, competitive, functional, and generic. Benchmarking typically involves scoping the process to benchmark, selecting benchmark partners, determining metrics, collecting and analyzing data, identifying performance gaps, setting improvement goals, and monitoring progress. Outsourcing is the practice of contracting external companies to perform business functions and services. Many companies outsource to lower costs and focus on core competencies. Common outsourced functions include customer service, IT, and back-office support. Benchmarking and outsourcing allow companies to improve performance and reduce expenses.
SPT 208 Final Project Guidelines and Rubric Overview .docxsusanschei
SPT 208 Final Project Guidelines and Rubric
Overview
Marketing and advertising are often used interchangeably, yet throughout this course you have learned that marketing is a much larger concept that requires a
strong understanding of consumer behavior, products and services, and often the greater economic environment. Marketing is applicable to every industry and
discipline in one way or another, but within the sport industry we have the chance to see the application of marketing concepts as if under a spotlight due to the
industry’s global reach and importance to society.
Your final project is the creation of an Opportunity and Consumer Analysis. You will select a sport team, individual, facility, or organization as the focus of your
consumer and opportunity analysis. When selecting your area of focus, think about your interests and career aspirations. As you progress through the course,
you will have the opportunity to practice the skills required for this project in several milestone activities. Your final deliverable will include a strengths,
weaknesses, opportunities, and threats (SWOT) analysis of your selected focus; a consumer analysis; an analysis of successful marketing and media strategies;
and a brief 1-, 3-, and 5-year plan that allows you to explain your intended use of a proven marketing strategy and various media opportunities. Please note that
your Opportunity and Consumer Analysis will be an eligible artifact to include in your program portfolio, as it will highlight your ability to recognize consumer
characteristics and opportunities for brand improvement.
The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three and Five. The final Opportunity and Consumer Analysis will be submitted in Module Seven.
This assessment addresses the following course outcomes:
• Analyze consumer behaviors for the influence of political, cultural, and social events on consumer motivation at the local, national, or international
levels within the sport industry
• Illustrate the application of key marketing strategies in successful sport-specific marketing campaigns
• Identify proven marketing strategies that can be successfully applied to specific sport marketing scenarios to attract consumers
• Compare media opportunities for successfully communicating and marketing towards specific consumers within the sport industry
Prompt
Develop a comprehensive Opportunity and Consumer Analysis. Select a sport team, individual, facility, or organization and provide a thorough analysis of the
existing marketing strategies and consumers, and determine an opportunity for greater consumer reach. Outline a brief 1-, 3-, and 5-year plan for the marketing
opportunity.
Specifically, the following critical elements must be addressed:
I. Marketing Foc.
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The document discusses several topics related to business process reengineering and IT solutions. It describes key indicators that an IT vendor solution may be best for implementing business process reengineering, such as dysfunctionality in the current system. It also discusses the key strengths of service-oriented architectures for modern businesses, including modularity, reusability, and self-contained services. Additionally, it describes how tools like environmental analysis, SWOT analysis, value chain analysis, and business strategy choice can influence business process reengineering and provides examples. Standards for measuring organizational performance and information systems functions are also rated.
This document provides an overview of strategic and operational management strategies for educational institutions. It discusses strategic management processes like strategic planning, implementation, evaluation and decision making. It also covers operational management techniques and decision making. Specific topics summarized include the strategic management process, SWOT analysis, benefits of strategic management, strategic decision making and the 7 steps of operational decision making.
1. The document defines key strategic planning terms like strategy, strategic planning, decision making, tactical planning, barriers to entry, absolute cost advantage, economies of scale, industry, superior profitability, comparative advantage, critical success factors, key success factors, external environment, and internal environment.
2. It discusses similarities and differences between business strategy and military strategy, and explains how a company's strategy is partly proactive and partly reactive.
3. It identifies factors that drive industry changes like government regulations, societal attitudes, technology trends, and their impact on industry attractiveness and the need to adjust strategies accordingly.
Creating a Culture of Cost Optimization discusses developing an organization-wide culture of cost optimization through strategic planning, clear communication, and understanding suppliers' industries. It recommends articulating how expense savings impact revenue, making cost reduction a shared initiative, committing to sustainable change, and leveraging supplier knowledge to gain value. Maintaining momentum requires incentives and continuous efforts to find long-term savings that can be reinvested.
Strategic management and Business policy
unit 1 ( BBA 3RD year 6th sem)
Prepared by - Dipankar Dutta
Faculty, Dev Bhoomi Group of Institution Saharanpur
email- dipankarpharma1@gmail.com
Running head STRATEGIC FIT WITH THE INDUSTRY ENVIRONMENT .docxtoltonkendal
Running head: STRATEGIC FIT WITH THE INDUSTRY ENVIRONMENT 1
STRATEGIC FIT WITH THE INDUSTRY ENVIRONMENT 2
Strategic Fit With the Industry Environment
James Smith
MBA 6024
Unit 4 Assignment 1
3/20/16
Strategic management is termed as the art and the science of the formulation, implementation, and the evaluation of the cross-functional decisions that are made and enable an organization to achieve the goals that have been set. The objectives are achieved through the development of policies and plans that when implemented will assist in achieving the objectives of a firm. Therefore, the strategic management of any given organization combines various activities from various functional areas of an organization and also ensures that the organization is working towards accomplishing the set goals and objectives of a firm. The strategic management is tasked with giving instructions to the management team so as to combine their efforts towards the accomplishment of the organizational goals. It is a process that also involves the assessment of the competitors, the goals that have been set, and the effectiveness of the strategies that have been applied.
There are various models that are used in the analysis of the strategies that are applied by a company. PEST analysis is the best suited technique that assists in evaluating the environment where a business operates. Scenario Planning, on the other hand, is a technique that is capable building various views that are plausible in regards to the future of the entity. The Porters Five commonly referred to as the five forces analysis is a model that is used to analyze the effects of competition in the industry. Market segmentation is the technique that seeks to identify the similarities and the differences between the group of customers and the users. The directional policy matrix is a technique that summarizes the competitive strength of the operation of business in specific areas (Burton 2012).
The PEST analysis of a firm is a concept that is widely used in marketing. The tool is also crucial because it is used by these firms to master the environment where they are operating. Additionally, firms use the approach in the analysis of the environment before the launch of a new product. The analysis entails answering various questions that are of great importance to the firm. First, the firm seeks to understand the current political situation in the environment where the business is being operated. The analysis determines how the political situation of that given country will have an impact on the industry. The other question that the analysis seeks to answer is the prevalent economic factors that are in existence in the given environment (Haberberg 2007).
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Syllabus Certified Strategic Business Analyst.docYoyo Sudaryo
This 3-day course aims to equip executives with strategic business analysis capabilities. It teaches strategic planning frameworks, tools for external and internal analysis, and competitive strategies. Coursework includes developing mission statements, analyzing industry factors and competition, and writing business plans. The goal is to help participants recognize and solve strategic problems through team-based case studies and analysis. Upon completion, participants can become Certified Strategic Business Analysts by passing the certification exam.
Vskills manufacturing technology management professional sample materialVskills
Strategic management involves formulating goals and implementing initiatives based on internal and external environmental assessments. There are four phases to strategic management processes: defining vision/mission/objectives, strategy formulation, implementation, and evaluation. Strategic decision making considers opportunities/threats and involves committing resources. Mintzberg identified four strategic decision making modes: entrepreneurial, adaptive, planning, and logical incrementalization. Environmental analysis monitors opportunities/threats in the external environment through continuous scanning.
Strategic cost management involves critical decision making that determines resource allocation and costs, impacting organizational success. Effective decision making requires understanding goals, costs, benefits, and risks of options. Decision making is key to the cost management process of identifying, analyzing, and controlling costs. When making decisions, factors like goals, costs/benefits of options, risks, and resources must be considered. Tools like cost-benefit analysis, sensitivity analysis, and decision trees can provide deeper understanding to make informed decisions leading to better outcomes. However, challenges and risks in decision making include uncertainty, conflicting priorities, and external changes.
Strategic cost management involves critical decision making that determines resource allocation and costs incurred, impacting an organization's financial health and success. Effective decision making requires understanding organizational goals, cost-benefit analyses of options, and potential risks and trade-offs. The cost management process involves identifying, analyzing, and controlling costs, with decision making as a key component to allocate resources and manage costs effectively. Factors to consider in decisions include goals, costs and benefits of options, risks, and resources availability to make informed choices aligned with objectives.
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This document provides an overview of strategic planning and decision-making processes for organizations. It discusses key concepts like levels of strategy, strategic planning versus operational planning, strategic analysis tools like SWOT and Porter's Five Forces, and classical versus behavioral decision-making theories. The document also outlines the typical stages in a strategic planning process including developing a vision/mission, assessment, setting objectives, crafting a strategy, implementation, and evaluation.
This document outlines a strategic management model that includes determining a company's mission, developing a company profile, assessing the external environment, conducting strategic analysis and choice, implementing strategies, and controlling and evaluating performance. It discusses setting long-term objectives, grand strategies, and functional strategies aligned with the mission. The model emphasizes matching internal capabilities to external opportunities through analysis and strategic decisions at multiple levels of the organization.
Strategic management involves analyzing internal/external strengths/weaknesses, formulating action plans, executing plans, and evaluating success. It necessitates strategic planning to set goals and determine decisions/actions to achieve results. There are three levels of strategy: corporate level addresses scope/markets; business level focuses on individual businesses/industries; functional level coordinates organizational functions. Strategic management is an ongoing process that creates and maintains an organization's competitive advantage.
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This document discusses quality performance measurement techniques. It defines performance measurement and explains that it is an important part of Total Quality Management programs. Performance measures help managers know when and where to implement changes by providing appropriate information. The document outlines some challenges with traditional performance measurement systems and recommends developing new measures that align with TQM principles like customer focus, continuous improvement, and cross-functional teamwork. It also discusses characteristics of effective performance measurement systems and categories of performance measures. Overall, the document emphasizes that performance measurement provides valuable information for understanding processes, making decisions, and driving improvements.
Benchmarking is the process of systematically comparing business processes and performance metrics to industry best practices in order to identify areas for improvement. There are four main types of benchmarking: internal, competitive, functional, and generic. Benchmarking typically involves scoping the process to benchmark, selecting benchmark partners, determining metrics, collecting and analyzing data, identifying performance gaps, setting improvement goals, and monitoring progress. Outsourcing is the practice of contracting external companies to perform business functions and services. Many companies outsource to lower costs and focus on core competencies. Common outsourced functions include customer service, IT, and back-office support. Benchmarking and outsourcing allow companies to improve performance and reduce expenses.
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SPT 208 Final Project Guidelines and Rubric Overview .docxsusanschei
SPT 208 Final Project Guidelines and Rubric
Overview
Marketing and advertising are often used interchangeably, yet throughout this course you have learned that marketing is a much larger concept that requires a
strong understanding of consumer behavior, products and services, and often the greater economic environment. Marketing is applicable to every industry and
discipline in one way or another, but within the sport industry we have the chance to see the application of marketing concepts as if under a spotlight due to the
industry’s global reach and importance to society.
Your final project is the creation of an Opportunity and Consumer Analysis. You will select a sport team, individual, facility, or organization as the focus of your
consumer and opportunity analysis. When selecting your area of focus, think about your interests and career aspirations. As you progress through the course,
you will have the opportunity to practice the skills required for this project in several milestone activities. Your final deliverable will include a strengths,
weaknesses, opportunities, and threats (SWOT) analysis of your selected focus; a consumer analysis; an analysis of successful marketing and media strategies;
and a brief 1-, 3-, and 5-year plan that allows you to explain your intended use of a proven marketing strategy and various media opportunities. Please note that
your Opportunity and Consumer Analysis will be an eligible artifact to include in your program portfolio, as it will highlight your ability to recognize consumer
characteristics and opportunities for brand improvement.
The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three and Five. The final Opportunity and Consumer Analysis will be submitted in Module Seven.
This assessment addresses the following course outcomes:
• Analyze consumer behaviors for the influence of political, cultural, and social events on consumer motivation at the local, national, or international
levels within the sport industry
• Illustrate the application of key marketing strategies in successful sport-specific marketing campaigns
• Identify proven marketing strategies that can be successfully applied to specific sport marketing scenarios to attract consumers
• Compare media opportunities for successfully communicating and marketing towards specific consumers within the sport industry
Prompt
Develop a comprehensive Opportunity and Consumer Analysis. Select a sport team, individual, facility, or organization and provide a thorough analysis of the
existing marketing strategies and consumers, and determine an opportunity for greater consumer reach. Outline a brief 1-, 3-, and 5-year plan for the marketing
opportunity.
Specifically, the following critical elements must be addressed:
I. Marketing Foc.
Ssalinas_ThreeMountainsRegionalHospitalCodeofEthics73119.docx
Running head: CODE OF ETHICS 1
CODE OF ETHICS 4
Three Mountains Regional Hospital Code of Ethics
Sharlene Salinas
Professor Bradshaw
HSA4210
July 31, 2019
Three Mountains Regional Hospital Code of Ethics
Progressive developments in science and technology in the 20th century contributed to advances in healthcare and medicine that have helped many lives. Healthcare professionals are confronted with ethical dilemmas and moral questions as the context in which healthcare is provided keeps on changing. Healthcare specialists are required to be dedicated to excellence within their professional practice of promoting community, organizational, family, and individual health. Healthcare code of ethics provides a platform for shared professional values (Wocial & Tarzian, 2015). It is the responsibility of healthcare specialists to reach the best possible standards of conduct and to encourage these ethical practices to those with whom they work together. Healthcare professionals are facing challenges as the context in which healthcare is provided keeps on changing.
The Three Mountains Regional Hospital code of ethics will clarify the roles and responsibilities within the healthcare profession. The code of ethics will also guide the healthcare professionals on addressing common ethical questions. With 15,000 admissions annually, the Three Mountains Regional Hospital requires a code of ethics that will guide the healthcare professionals in the hospital in dealing with such a capacity. Healthcare professionals from the hospital will be defined by their purpose but not their job description (Turner & Epstein, 2015). The proposed code of ethics will inform individual decision-making when faced with ethical situations within a given relationship or role at the Three Mountains Regional Hospital.
Ethics are an essential part of healthcare, and they should provide value in practical situations. The proposed code of ethics will provide a structure and shape to the Three Mountains Regional Hospital’s environment and summarize the healthcare organization’s ethical position. The code of ethics will describe the ethical attitude shared by healthcare workers at Three Mountains Regional Hospital, and it will be valuable and influential on the success of the healthcare organization. The mission of the code of ethics is to guide the hospital is leading the way to a healthier community through the provision of quality care.
Code of Ethics
· Uphold the policies of the Three Mountains Regional Hospital (Merry & Walton, 2017).
· Protect the intellectual, physical, and electronic property of the hospital (Hoppe & Lenk, 2016).
· Promote a healthy, secure, and safe working environment (Merry & Walton, 2017).
· Act responsibly and honestly by avoiding perceived or actual conflicts of interest (Merry & Walton, 2017).
· Protect and respect the privacy and confidentiality of all individuals and informat.
Spring 2020Professor Tim SmithE mail [email protected]Teach.docxsusanschei
Spring 2020
Professor: Tim Smith E mail: [email protected]
Teaching Assistant: Ray Kim E mail [email protected]
Office hours: PLF South 113 TBA
EVOLUTION OF ROCK
MCY 127
Course Description:
This general education course is a study of the birth and evolution of the music form of Rock and Roll. It is a study of both the historical and musical elements of rock with a focus on the performers and the songs in the genre. Some of the objectives for this course include:
Increasing awareness of the wide range of musical styles that “add up” to form rock
Provide insight on the cultural evolution of rock and how it applies to society
Study how technological advances have influenced both the performers and composers in rock
Prerequsites:
None
Required text:
None
Required listening: Spotify playlist MCY127TS
Course Requirements and Grading:
Test 1 20%
Midterm exam 25%
Test 3 20%
Final exam 25%
Essay on live musical performance 10%
Essay assignment will consist of attending a live musical performance at the Frost School of Music (or approved off campus performance). At the conclusion of the performance, you will obtain signatures of two or more participants. You will compose an essay that will summarize the performance (ensemble, repertoire, etc.). You will compare and/or contrast the performance with details we have studied in class. The essay should be two to three pages long, computer printed, double spaced, and stapled. It will be due on Thursday, November 19.
Conduct and rules:
Rock and roll is a joyous art form. I intend for the class to be a fun and learning environment. I hope to engage you as adults, not as adolescents. However, inappropriate language or behavior to one another will not be tolerated, and will result in the student facing disciplinary action and potential removal from the class. You are adults. I am not your baby-sitter. If you fail to attend class regularly, you will find it much more difficult to excel in the course. SHOW UP AND PAY ATTENTION! It will make your life easier in the long run. Plagiarism on your essay will not be acceptable, and will result in the loss of 10% of your final grade. Cheating is rampant. While I will make every effort to curb the options students might have to copy one another on tests, I can’t stop it completely. I will have assistance from the Honor Council on test days, and cheating will result in a zero on that test. None of you can afford this. I truly believe that if you will engage the material, come to the lectures, and actively listen to the required listening material, you will not find a need to cheat.
If you are feeling overwhelmed by any of the material, please make an appointment to meet with me during office hours.
Lectures and listening:
Each class will consist of a lecture and a period of listening to music appropriate to that lecture. The music played in class will be made available to you through Blackboard in addition. You will be responsible for the material presented.
Spring 2020 – Business Continuity & Disaster R.docxsusanschei
Spring 2020 – Business Continuity & Disaster Recovery Planning (ISOL-632-50)
Incident Management
S no
Disaster Type
Plans & Precautions
Initial Action
Stabilization Strategy
1
Thunderstorm
2
Floods
3
Tornadoes
4
Severe weather such as blizzard
5
Hurricanes
6
Explosion such as bomb threats
.
Sports Business Landscape Graphic OrganizerContent.docxsusanschei
This document outlines key aspects of careers in the sports business industry including content providers, distribution channels, goods and service providers, common job titles, typical training and education requirements, standard job roles and responsibilities, average salary outlooks, current job availability in various locations, and overall job outlooks along with potential pros and cons of different positions.
Spring 2020Carlow University Department of Psychology & Co.docxsusanschei
Spring 2020
Carlow University
Department of Psychology & Counseling
Professional Counseling Program
LGBT Lives Cultures & Theories
PRC-742-G1, PY-235-DA, WS-237-DA
3 Credits; No Prerequisites
Course Syllabus- Spring 2020
Wednesday’s 6:00pm-8:30pm
Instructor: Michelle Colarusso, Ph.D., LPC, NCC Office: TBD
Cell phone: 724-396-9769 E-mail: [email protected]
Office hours: By appointment only Location: Antonian Hall 403
Carlow's Mission Statement
The mission of Carlow University, a Catholic liberal arts university, is to involve persons, primarily women, in a process of self-directed, lifelong learning which will free them to think clearly and creatively, to discover and to challenge or affirm cultural and aesthetic values, to respond reverently and sensitively to God and others, and to render competent and compassionate service in personal and professional life.
Course Description
This course will address issues related to counseling gay, lesbian, bisexual and transgender clients. These include issues of sexual identity development, coming out, homophobia and heterosexism, family and relationship issues, multicultural issues, youth, aging, spirituality, HIV/AIDS, and substance abuse as well as ethical and professional issues in working with gay, lesbian, bisexual and transgender clients through affirmative counseling/therapy.
Learning Outcomes and Assessment
What students will learn
How students will learn it
How students will demonstrate learning
Impact dominant culture has on LGBT individuals
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Multifaceted issues facing specific LGBT populations
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Familiarize themselves with theories of identity development
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Affirmative counseling/therapy and their knowledge and skill in providing it.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Variety of counseling issues that have particular relevance to LGBT clients.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Access to local and national resources available to assist in work with LGBT clients.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Course Requirements and Resources
Methods of Involvement & Examination
Methods of Instruction
Classes will consist of didactic and experiential elements, including lectures, large and small group discussions, modeling, structured role-plays and simulations, live or video demonstrations, and student presentations in class and on CelticOnline/Schoolology. Primary methods include lecture/discussion, readings, and a variety of experiential exercises. Students will immurse themselves into the LGBTQ Cul.
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMESSpotlight ARTWORK.docxsusanschei
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMES
Spotlight ARTWORK Tara DonovanUntitled, 2008, polyester film
HBR.ORG
What Is
the Theory
f ̂ Fiof
y
Firm?
Focus less on competitive advantage and more on growth
that creates value, by Todd Zenger
f asked to define strategy, most execu-
tives would probably come up with
something like this: Strategy involves
discovering and targeting attractive
markets and then crafting positions that
deliver sustained competitive advan-
tage in them. Companies achieve these
positions by configuring and arranging
resources and activities to provide either
unique value to customers or common
value at a uniquely low cost. This view of strategy as
position remains central in business school curricula
around the globe: Valuable positions, protected from
imitation and appropriation, provide sustained profit
streams.
Unfortunately, investors don't reward senior
managers for simply occupying and defending po-
sitions. Equity markets are full of companies with
powerful positions and sluggish stock prices. The
retail giant Walmart is a case in point. Few people
would dispute that it remains a remarkable firm. Its
early focus on building a regionally dense network
of stores in small towns delivered a strong positional
advantage. Complementary choices regarding ad-
vertising, pricing, and information technology all
continue to support its low-cost and flexibly mer-
chandised stores.
Despite this strong position and a successful stra-
tegic rollout, Walmart's equity price has seen little
growth for most of the past 12 or 13 years. That's be-
cause the ongoing rollout was anticipated long ago,
and investors seek evidence of newly discovered
value—value of compounding magnitude. Merely
sustaining prior financial returns, even if they are
outstanding, does not significantly increase share
price; tomorrow's positive surprises must be worth
more than yesterday's.
Not surprisingly, I consistently advise MBA stu-
dents that if they're confronted with a choice be-
tween leading a poorly run company and leading a
well-run one, they should choose the former. Imag-
ine assuming the reins of GE from Jack Welch in Sep-
tember 2001 with shareholders' having enjoyed a 40-
fold increase in value over the prior two decades. The
expectations baked into the share price of a company
like that are daunting, to say the least.
To make matters worse, attempts to grow often
undermine a company's current market position.
As Michael Porter, the leading proponent of strat-
egy as positioning, has argued, "Efforts to grow blur
June 2013 Harvard Business Review 73
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMES
uniqueness, create compromises, reduce fit, and
ultimately undermine competitive advantage. In
fact, the growth imperative is hazardous to strategy."
Quite simply, the logic of this perspective not only
provides little guidance about how to sustain value
creation but also discourages growth that might in
einy way move a compeiny away from i.
Sport Ticket sales staff trainingChapter 4Sales .docxsusanschei
Sport Ticket sales staff training
Chapter 4
Sales Staff
Developed not born
Skill set of a seller
Different to skill set of a manager
Sales process
Develop lifelong relationship with purchaser
Best source of increasing business
Upselling
Referrals
Sales Department
Recruit
Train
Develop
Motivate
Retain
Recommendations
Balance in house and outsourced
Communication between sales manager and sales staff
Success celebrations
Gather feedback from sales staff
Recruiting/Hiring
Personality, creativity (intangibles)
Fit with organization
Dress for success (opportunity taken seriously)
Positive attitude
Welcoming personality
Poised/confident (not over confident)
Initiative (carry conversation)
Energy, enthusiasm, commitment
Sales positions
10-20 inside sales staff
Supervisor to staff ratio 1:8
Annual training
New employee training (1 week to 1 month)
Ideal structure
8-16 Part-time
2 ½ months than ready to replace nonperforming FT
6-8 full time season ticket dedicated
3-6 full time group sales dedicated
Self-training
One book per month, mentor, seminars, practice
Sales Culture
Desired outcomes
Effectiveness
Productivity
Stability
Long term growth
Created by the sales manager (leadership)
Orlando Magic three A’s
Action
Visible displays
Find needs, wants, desires of employees
Reward accomplishments
Attitude
Believe in sales staff
Atmosphere
Visible signs of success
gong
Retaining/Motivating
Database management
Lead distribution
Reporting
Evaluation
Satisfy need of employees first
Better able to meet customer needs
Achieve organizational goals
Four types of sales employees
Competitor
Rivalries, win contests
It’s All About me
Recognized as best
Achiever Team Builder
Recognition of achievements, group success
Empathetic Seller
Cultivate relationships, not volume producers
Sales Career
Exploration
Establishment
Maintenance
Disengagement
Employee rate feeling appreciated and informed as top want
Sport Consumer Incentivization
Chapter 3
Incentives
Depend on consumption motives
Items of perceived value that add to offer
Overcome indifference or resistance
Later stage of buying/communication process
Price based incentives
Discounting core product damaging
Contingency based
Consumer action (provide info, prior purchase, etc) prior to price reduction
Attract infrequent customers
8% increase in attendance (top 10, 2004)
“cherry pickers” – only attend with promotion
MLB
14% increase, 2% watering down effect, more is better, weekdays (vs. high attendance – max total entertainment value)
Incentives continued
Rule changes, star players (consumption incentive)
Place based incentives
26 fundamental motives for sport consumption
Primary motives
Achievement
Ordinary runners (sense of accomplishment)
Perfect attendance
Vicarious achievement (enhance self esteem through success of athlete)
Sponsors – increased sales volume, exposure
Craft
Developing or observing physical skill
Winning record – highest predictor of attendance/s.
SPOTLIGHT ARTWORK Do Ho Suh, Floor, 1997–2000, PVC figures, gl.docxsusanschei
SPOTLIGHT ARTWORK Do Ho Suh, Floor, 1997–2000, PVC figures, glass plates, phenolic sheets, polyurethane resin; modules 100 x 100 x 8 cm
Installation view at Lehmann Maupin Gallery, New York
Why We Love
to Hate HR
...and What HR
Can Do About It
by Peter Cappelli
SPOTLIGHT ON RETHINKING HUMAN RESOURCES
Peter Cappelli is a
professor of management
at the Wharton School and
the author of several books,
including Will College
Pay Off? A Guide to the
Most Important Financial
Decision You’ll Ever Make
(PublicAffairs, 2015).
HBR.ORG
July–August 2015 Harvard Business Review 55
These feelings aren’t new. They’ve erupted now
and in the past because we don’t like being told how
to behave—and no other group in organizational life,
not even finance, bosses us around as systematically
as HR does. We get defensive when we’re instructed
to change how we interact with people, especially
those who report to us, because that goes right to the
core of who we are. What’s more, HR makes us per-
form tasks we dislike, such as documenting problems
with employees. And it prevents us from doing what
we want, such as hiring someone we “just know” is
a good fit. Its directives affect every person in the
organization, right up to the top, every single day.
The complaints also have a cyclical quality—
they’re driven largely by the business context. Usu-
ally when companies are struggling with labor issues,
HR is seen as a valued leadership partner. When
things are going more smoothly all around, manag-
ers tend to think, “What’s HR doing for us, anyway?”
This doesn’t mean that HR is above reproach.
Quite the contrary: It has plenty of room to improve,
and this is a moment of enormous opportunity. Little
has been done in the past few decades to examine the
value of widely used practices that are central to how
companies operate. By separating the effective from
the worthless, HR leaders can secure huge payoffs for
their organizations. But it’s important to understand
HR’s tumultuous history with business leaders and
the economy before turning our attention to what the
function should be doing now and in the future.
The “Personnel” Pendulum
How top executives feel about HR pretty reliably re-
flects what’s going on in the U.S. economy. When the
economy is down and the labor market is slack, they
see HR as a nuisance. But sentiments change when
labor tightens up and HR practices become essential
to companies’ immediate success.
Think back to the Great Depression. People would
put up with nearly anything to stay employed. Line
managers complained that personnel departments
were getting in the way of better performance, which
they thought could be achieved with the “drive” sys-
tem: threatening workers and sometimes even hit-
ting them if they failed to measure up.
Similarly, business leaders didn’t put a lot of
stock in HR during the 2001 and 2008 recessions, be-
cause employees—keenly aware of how replaceable
th.
Sponsorship Works 2018 8PROJECT DETAILSSponsorship tit.docxsusanschei
Sponsorship Works 2018 8
PROJECT DETAILS
Sponsorship title:
Audi Cup
Duration of sponsorship:
2009-present
Case study entered by:
Audi AG
Sponsor’s industry sector:
Automotive
Rights-holder:
Audi AG (Ownership Platform)
Agency:
brands and emotions GmbH
– Lead Agency, Audi Cup
Other organisations involved in the
planning, activation or evaluation:
FC Bayern Munich;
Several service providers (including event
agency, TV commercialisation,
TV production, etc.).
Campaign summary
Launched in 2009, the year of Audi’s 100th anniversary,
the Audi Cup is a pre-seasonal worldwide football
tournament. Leading teams including FC Barcelona,
Real Madrid and Manchester United meet in Munich
for the biennial Audi Cup during the summer break in
football.
The event is an owned and mainly refinanced
platform by Audi with a strong international media
presence, achieving around 2.5 billion consumer
contacts across television and online media at each
tournament in around 200 countries. With cutting-edge
technologies as an integral part of its staging and
coverage, the event provides a global opportunity to
highlight Audi’s “Vorsprung durch Technik” values.
Planning
Business needs
The Audi Cup provides an ideal platform to present
a strong, resonating connection between top-level
international football and the brand’s “Vorsprung
durch Technik” positioning. Audi has been involved in
international football for over 14 years and the launch
of the Audi Cup in 2009 established a new benchmark
in proprietary sports marketing, creating a whole new
way for Audi to implement its own rights in a highly
controlled and targeted manner.
Taking a “high-tech” approach to the world of
football broadcasting and marketing, the Audi Cup
meets the clear business need for Audi to demonstrate
Audi and the Audi Cup
A u d i a n d t h e A u d i C u p
Sponsorship Works 2018 9
A u d i a n d t h e A u d i C u p
and underpin its core brand proposition as a highly
innovative, technologically advanced automotive
company.
The development and implementation of tools
including the first ever implementation of digital overlay
of led boards in live broadcasting and the first ever live
holographic press conference in sport, a dedicated
chatbot and Alexa Skill and the Audi Player Index, not
only underline Audi’s status as a “high-tech” brand but
genuinely enhance enjoyment of the tournament for
fans, building a truly relevant connection.
Sponsorship selection
Audi’s long association with football, with its focus on
high-profile, global clubs, saw the brand develop from
a classic sponsor to an owner and organiser of various
leading platforms in its own right – the Audi Cup, Audi
Summer Tour and Audi Football Summit. With these
properties and its year-round association with the
game, Audi set itself the goal of elevating its successful
sponsorships into full ownership; Audi shifted from a
host or a marque associated with the.
SPM 4723 Annotated Bibliography You second major proje.docxsusanschei
SPM 4723
Annotated Bibliography
You second major project for the course will be an annotated bibliography. Instead of writing a
paper, an annotated bibliography requires you to research a particular legal topic or question, of
your choosing, in sports and find academic and law review articles that address that topic. You
will develop a question about a legal topic in sports and find seven law review articles to
summarize. Each article summary should be 300-350 words in length and should both explain
the contents of the article and its relevance to your question or topic. The summaries should be
written in your own words. You are required to select law review articles using LexisNexis. The
format for the annotated bibliography is explained below.
Please put your topic as the title for your paper. Next, each annotation should begin with the
APA citation for the article in bold print (do not include web links), followed by a summary of
the article (300-350 words) explaining how it addresses your question. The complete annotated
bibliography should be double-spaced, 12pt Times New Roman font with one-inch margins. You
will be submitting it through Turnitin via Canvas, do not include your name, course number,
date or UFID on your annotated bibliography (similar to the case briefs). You should start each
annotation on a separate page, and please remember to begin each annotation with the APA
citation for the article as instructed above. This assignment is due on Wednesday, April 22nd.
1.Which of the following is not a key component of the conceptual framework of accounting?
Select one:
a. internal users
b. the objective of financial reporting
c. cost constraint on useful financial reporting
d. elements of the financial statements
2.The balance sheet and income statement for Joe's Fish Hut are presented below:
Joe's Fish Hut
Balance Sheet
As at December 31
2016
2015
ASSETS
Current Assets
Cash
$180,623
$60,300
Accounts receivable
$18,900
$14,200
Inventory
$23,600
$25,300
Total Current Assets
$223,123
$99,800
Property, plant & equipment
$129,000
$184,000
Less: Accumulated depreciation
$-26,900
$-21,600
TOTAL ASSETS
$325,223
$262,200
LIABILITIES AND EQUITY
Liabilities
Current Liabilities
Accounts payable
$28,000
$41,800
Current portion of bank loan
$9,500
$9,500
Total Current Liabilities
$37,500
$51,300
Non-current portion of bank loan
$71,000
$42,000
TOTAL LIABILITIES
$108,500
$93,300
Shareholders' Equity
Common shares
$80,000
$54,400
Retained earnings
$136,723
$114,500
TOTAL SHAREHOLDERS' EQUITY
$216,723
$168,900
TOTAL LIABILITIES AND EQUITY
$325,223
$262,200
Joe's Fish Hut
Income Statement
For the Year Ended December 31, 2016
Sales
$137,000
COGS
$83,200
Gross Profit
$53,800
Operating Expenses
Insurance Expense
$1,600
Rent Expense
$5,380
Salaries Expense
$5,150
Telephone Expense
$840
Interest Expense
$1,340
Depreciation Expense
$5,300
Total Operating Expenses
$19,610
Operating Profit Before .
Speech Environment and Recording Requirements• You must have a.docxsusanschei
Speech Environment and Recording Requirements
• You must have an audience of at least 5 adults 18 years or older for all speeches. The audience must be live and in person, that is, physically present. Virtual attendance is not permitted. Your video recording must show the 5 individuals sitting as ENGAGED audience members. The audience should be visible before, during, and after the speech and you should be facing your audience. The camera should be placed behind your audience.
• You are required to record and post all 3 speeches in order to earn a passing grade in this course.
• The video must be of a high enough quality that the instructor is able to see your full facial expressions and gestures. Your instructor will need to be able to hear your voice very clearly. You risk a failing grade if your instructor is not able to discern facial expressions or subtle changes of vocal intonation on the recording.
• Be sure to record your presentation from head to toe. Your instructor needs to be able to see your posture and other elements.
• Be certain to record your video in landscape (wide), not portrait (tall).
• You may not stop the recording and re-record a section of your speech. What you
submit must be a complete presentation from start to finish with NO EDITING. You could record your speech a few times and then pick the best presentation to send. Just make sure you only submit one copy of your best speech.
• You will upload your speech following the YouTube directions and proper privacy guidelines. Speech capture directions and instructions are in Module 1 of the Blackboard online classroom.
• Be certain to provide a video link to your speech that is available for your instructor and college administrators to view without requiring passwords or special permissions. Submitting a link that does not immediately provide this access results in a failing grade for your speech and could result in a failing grade for the course. You cannot use Google Hangouts or other mediated communication in place of a live audience. Your live audience must be physically present at the location you deliver your speech.
• Any attempt to circumvent live speech audience requirements perceived by your instructor as deceptive, dishonest or otherwise disingenuous results in a zero for your speech with no opportunity to make it up and may result in a failing grade in the course and referral to the appropriate FSCJ administrative official for academic dishonesty.
• The video link (URL) you provide for your speech must remain posted, active and viewable until 14 calendar days following the official scheduled end of the semester, according to the official FSCJ academic calendar. Removing your speech from the URL or link you provide automatically reverts any score you have to a zero and will result in a failing grade for the course.
• Attempts to work around presenting in front of a live audience are considered academic dishonesty.
• Posting your speech on a screen or readin.
Sped4 Interview 2.10.17 Audio.m4aJodee [000008] And we are .docxsusanschei
Sped4 Interview 2.10.17 Audio.m4a
Jodee: [00:00:08] And we are looking at the collaborative process between secondary special ed teachers and transitioning and transition specialists when transitioning students with autism spectrum disorder or other disabilities from secondary to higher. OK so the first question is is describe the condition process as you understand it from the guidelines of the secondary transition plan.
Sped4: [00:00:52] OK. So first thing is a series of assessments that are appropriate for assessing it can include you know obviously interviewing the teacher not not the teacher the student and then sometimes parents are involved in that process. Then there's other batteries of tests. Things like the couter doing AZCIS things other interests inventories and things of that nature to get that. Looking at transcripts students grades grade reports in those things and taking those all that data and that assessment information and looking at that.That's my understanding and interpretation and kind of what I do.
Jodee: [00:01:46] So you know it's the responsibility of the secondary teacher special ed teacher as the case manager to interview the students. And you know one of the big pieces that we look at is the age appropriate goals. You know if you've got a student who is who is autistic academically They're very bright. They can do the work but they have absolutely zero social skills. And they want you maybe studied to be. They want to go into broadcast journalism or something along those lines. So it's like having you determined you know is it like a collaborative effort. You determine and work with the other person you know because sometimes you have to be that person and say yes might not be the best fit for you. How does that kind of playing into things.
Sped4: [00:02:51] I don't know like I don't mind doing that or being the one.
Sped4: [00:02:58] I haven't run into that exact situation but I have other situations where students wanted to go straight to university from high school and just had these visions of grandeur. But their GPA would not allow for that or they had other deficiencies and things of that nature. And so it's just it's sometimes it's like literally printing out the requirement and showing them just saying you know these aren't going to work. It's not a possibility. However it doesn't mean that you can't go on to higher education. And just providing them alternative routes like one if there is enough time if there for example is there a sophomore or a junior. You know we look at like Well is there enough time to get rid of these deficiencies. Can you take some of these courses. Can you do that to get your GPA up to get rid of the deficiencies et cetera. Is that feasible. Is that feasible with money or mom is mom and dad going to pay for that you know. And is there enough time or looking. OK well if that's not an option then community college is not necessarily a bad thing to do it right. When did yo.
Sped Focus Group.m4aJodee [000001] This is a focus group wi.docxsusanschei
Sped Focus Group.m4a
Jodee: [00:00:01] This is a focus group with the secondary special education teachers. So anybody feel free to chime in and we just talked about the secondary transition plan and theoretical principles of Situation and support. So the first question is How does political correctness influence transition process. So think about some of the terminology that's changed. For example we don't refer to kids with cognitive impairment as being mentally retarded. So how does that PC influence the transition process. And anybody can feel free to speak up if they would like.
TS5: [00:00:49] Well I guess I'll start because I'm probably the least politically correct person around. I think you make an example of the fact of you know you know with. What you can and cannot say Well not everybody is up to date on the current lingo and everybody apparently might may be in denial about where their child is at cognitively when using certain terms they may expect more from their or their child than they're actually capable because we're not using terms of people understand or that people use. Obviously I'm not talking about in a hurtful way but you know I mean I have a student now that he's I guess they went out of their way to label him. You know he has a label of autism. But I keep telling these people on my autism is not his problem his cognitive is his problem as long as that IEP keeps talking about autism then that seems to be the direction of where they want to go with the services. And and I keep saying that autism is not the problem. So that's just my 2 cents on.
Jodee: [00:02:12] How has that worked so far just to kind of pair off your response on that TS5 how has it like you're able to see that it's not the Autism that's a problem. How do you stear that to the correct path and have deal with this and what the kid is capable of doing regarding transition.
Sped5: [00:02:34] Well I was fortunate in this area where I think it was an issue of the mom was in denial that it wasn't all the other teachers were like no. This is what this is what he needs. You know because of the IEP I'm trying to get him. You know support all the time and it's just a matter of when they look at the IEP and says why is it that it will be this and this and I'm like I didn't write the IEPP I didn't put down autism. I'll just tell you what I see now what I have and that's what it is. And so it wasn't until at an an IEP meeting that the other teachers who see them every day too are like no this is where he's at. He needs the support he needs this because of x y z. So you know that's just for example.
Jodee: [00:03:25] Okay TS7 I'm going to kind of put you on the spot on for a minute when we talked a couple of days ago about that one student what were some of the things that you might have encountered in working with the parents on regarding transitioning him. And you know just to give a bit with a bit of background history it was a young man diagnosed with.
Specialized Terms 20.0 Definitions and examples of specialized.docxsusanschei
Specialized Terms
20.0
Definitions and examples of specialized terms for adaptive behavior assessments including content and statistical terms are proficient.
Limitations of Standardized Assessments
20.0
Substantial explanation of at least two limitations of standardized assessments is provided.
Consultative Role of Special Education Teacher
20.0
The description of consultative role of the special education teacher in helping parents/ guardians understand the process of assessments and terminology is expertly addressed.
Aesthetic Quality
5.0
Design is pleasing. Skillful handling of color, text and visuals creates a distinctive and effective presentation. Overall, effective and functional audio, text, or visuals are evident.
Mechanics of Writing (includes spelling, punctuation, grammar, and language use)
5.0
Submission is virtually free of mechanical errors.
Organization
5.0
The content is well-organized and logical. There is a sequential progression of ideas that relate to each other. The content is presented as a cohesive unit and provides the audience with a clear sense of the main idea.
Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)
5.0
Sources are documented completely and correctly, as appropriate to assignment and style, and format is free of error.
Total Percentage
100
.
Special notes Media and the media are plural and take plural verb.docxsusanschei
Special notes: Media and the media are plural and take plural verbs. The use of personal pronouns "we" and "you" are unacceptable in academic writing except when otherwise indicated. The use of the first person "I" is not called for in this assignment.
Write a 700- to 1,050-word paper in which you answer the following questions:
· What were the major developments in the evolution of mass media during the last 120 years or so? Discuss at least five forms of major mass media in order of development. Choose from movies, recorded music, radio, television, video games, internet streaming, and social media. Newspapers may be included but only those developments in the last 120 years or so. We are not requesting the history of mass media, mass media developments before 1900, and identification of communications devices that are person to person and not mass media such as the telegraph and telephone.
· What innovations did each provide to consumers (what was new about them)? How did each medium change the lives and behavior of people after its introduction?
· What is meant by the term media convergence, and how has it affected everyday life?
· Conclude with a reflection on why media literacy is important for responsible media consumption today.
Format your essay according to appropriate course-level APA guidelines. Spelling and grammar check your work.
Note: your first paper will be annotated with regard to formatting, spelling, grammar, and usage, for which you will not be penalized, but you are responsible for applying these notes to subsequent assignments.
.
SPECIAL ISSUE ON POLITICAL VIOLENCEResearch on Social Move.docxsusanschei
SPECIAL ISSUE ON POLITICAL VIOLENCE
Research on Social Movements and Political Violence
Donatella della Porta
Published online: 15 July 2008
# Springer Science + Business Media, LLC 2008
Abstract Attention to extreme forms of political violence in the social sciences has been
episodic, and studies of different forms of political violence have followed different
approaches, with “breakdown” theories mostly used for the analysis of right-wing radicalism,
social movement theories sometimes adapted to research on left-wing radical groups, and
area study specialists focusing on ethnic and religious forms. Some of the studies on extreme
forms of political violence that have emerged within the social movement tradition have
nevertheless been able to trace processes of conflict escalation through the detailed exam-
ination of historical cases. This article assesses some of the knowledge acquired in previous
research approaching issues of political violence from the social movement perspective, as
well as the challenges coming from new waves of debate on terrorist and counterterrorist
action and discourses. In doing this, the article reviews contributions coming from research
looking at violence as escalation of action repertoires within protest cycles; political
opportunity and the state in escalation processes; resource mobilization and violent
organizations; narratives of violence; and militant constructions of external reality.
Keywords Political violence . Social movements
Attention to extreme forms of political violence in the social sciences has been episodic, with
some peaks in periods of high visibility of terrorist attacks, but little accumulation of results.
There are several reasons for this. First, some of the research has been considered to be more
oriented towards developing antiterrorist policies than to a social science understanding of the
phenomenon. In fact, “many who have written about terrorism have been directly or indirectly
involved in the business of counterterrorism, and their vision has been narrowed and distorted
by the search for effective responses to terrorism…. [S]ocial movement scholars, with very few
exceptions, have said little about terrorism” (Goodwin 2004, p. 259). Second, studies of
different forms of political violence have followed different approaches, with “breakdown”
theories mostly used for the analysis of right-wing radicalism, social movement theories
sometimes adapted to research on left-wing radical groups, and area study specialists focusing
on ethnic and religious forms. Third, and most fundamentally, there has been a tendency to reify
Qual Sociol (2008) 31:221–230
DOI 10.1007/s11133-008-9109-x
D. della Porta (*)
Department of Political and Social Sciences, European University Institute,
Badia Fiesolana, Via dei Roccettini 9, 50016 San Domenico di Fiesole Firenze, Italy
e-mail: [email protected]
definitions of terrorism on the basis of political actors’ decisions to use violence (Tilly 200.
SPECIAL ISSUE CRITICAL REALISM IN IS RESEARCHCRITICAL RE.docxsusanschei
This document provides an introduction to critical realism as a philosophy and framework for information systems research. It discusses the key concepts of critical realism such as the ontological view that an objective reality exists independently of our knowledge, and the stratified view of reality consisting of the real, actual, and empirical domains. Critical realism supports methodological pluralism using a variety of quantitative and qualitative methods to study different types of objects. The document also discusses how critical realism has been applied in social science research, focusing on the work of Margaret Archer and Tony Lawson in developing critical realist approaches within their fields.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Build a Module in Odoo 17 Using the Scaffold Method
Running head BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 1B.docx
1. Running head: BUSIENSS POLICY DEVLEOPMENT AND
IMPLEMENTATION 1
BUSIENSS POLICY DEVLEOPMENT AND
IMPLEMENTATION 2
Business Policy Development and Implementation
Student’s Name
Institutional Affiliation
Business Policy Development and Implementation
Introduction
In a constantly changing organizational and business
environment, companies are increasingly facing stiff
competition. As such, they are compelled by the need to
improve their performance and do things in the most desired
ways in order to meet the needs of consumers (Gomes &
Romão, 2013). In light of these patterns, organizations can no
longer be dependent upon the traditional analytical tools.
Instead, they have seen the need to use models and frameworks
such as the balanced scorecard to examine the degree to which
companies work to attain their mission and vision. In addition,
strategic decision-making must also be done through observance
of the constantly changing trends and patterns that may affect
the status of an organization. In this report, I provide ways in
which our team members made logical decisions and how we
utilized the balanced scorecard framework.
Decision Logic and What Supported the Decisions
2. The decisions that we embraced in the Capsim project was
driven by the desire to generate a competitive advantage over
other rivals. Therefore, we saw the need to take a closer look at
the use of decision-making strategies within our business and
operational environment. The main decisions that we made were
associated with issues such as product development, research
and development, innovation, marketing, as well as human
resources and finance. There are various factors that made it
possible for the team to make strategic decisions. First, having
ready access to information, ranging from the details of the
potential markets for the organization’s products and services,
as well as estimates of next year’s labor requirements, is
important. The more accurate and complete the information is,
the more effective the strategic decisions we made. For
instance, we relied on technological tools such as information
systems to provide the team with accurate information about
business intelligence issues (Spetzler, Winter & Meyer, 2016).
Decision-making on production and product development
functions heavily relied on technological tools such as
spreadsheets and databases to calculate the efficacy of different
machines, and to introduce new products in the production
process. In order to support marketing decisions, we utilized
Big Data technologies and analytics to determine the effects of
different pricing strategies and to keep the records of consumer
profiles. These tools were also utilized to plan the launching of
new products and services. Human resources decisions were
made with the purpose of planning for the next round and
determining the pay awards. Planning decisions also sought to
determine employee records and rewards. Finance decisions
were also made to draw up profit and loss statements and to
calculate the cash flow forecasts. Most significantly, the
strategic decisions that we made were instrumental in
conducting investment appraisals for current and future business
expansions.
The rationale of engaging in decision-making initiatives
also emerges out of the growing need for the company to
3. improve its ability to transform constantly and gain new
insights into innovative ways in relation to the changing
marketplace. This remained a major issue especially when it
came to our need to attain the goals of total quality management
programs. Decisions were made in order to develop and improve
organizational procedures, guidelines, and rules that improve
learning, creativity, and innovation (Papadakis & Barwise,
2012). As a team that involved itself in quality improvement
initiatives, we essentially operated in introspective ways. As a
team, we constantly sought to be dynamic and flexible, with the
ability to adapt to constantly changing business environments.
The decisions that we made were meant to increase our ability
to drive, respond, and anticipate the continuously changing
forces, requirements and expectations of both the external and
internal environment. In order to realize competitive advantage,
the team mainly utilized intelligence systems that store and use
domain expertise and knowledge to support the process of
problem-solving and decisions. These giant steps enabled us to
overcome the expenses of buying-in expertise to support
strategic decisions, which are often done in the short-run to
solve business problems. Moreover, if we utilized internal
experts and professionals, our knowledge and skills can be
stored within the intelligence system. This comes with various
benefits. For instance, conducting business intelligence supports
decision-making activities thereby allowing the experts and
team members to address more strategic or critical tasks. In
addition, it enables the organization to gather, capture, and
store valuable expertise that would otherwise been lost as a
result of employee turnover or retirements. Further, business
intelligence improved decision-making initiatives by enabling
the team members ton efficaciously distribute and exploit
knowledge throughout the organization, and thus proliferate a
consistently high level of expertise across a number of sites.
Decision-making activities that we engaged in entailed the
use of a collection of various analytical activities. They
included: comparisons, explanations, predictions, and
4. prescriptions. These activities are generic in the sense that they
can be viewed across a wide range of strategic consulting
engagements. Comparison entailed making decisions by
conducting analyses that contrasted two or more strategically
relevant entities along one or more dimensions. Examples of
comparative activities included competitive cost analyses,
analyses of consumer perceptions and behaviors, and
assessments of the organization’s products and services in
relation to competitors’ with the purpose of developing a
differentiation strategy. Explanations involved diagnoses of
competitive phenomena, including problems that specified
causal relationships among strategically important variables.
For instance, explanations included undertaking assertions such
as profitability declines due to increases in sector capacity and
price cutting by new entrants. Predictive decisions involved
conducting forecasting and estimating the future events and
occurrences, quantities, relationships, and impacts of present
activities. For example, we sought to predict whether or not
industry prices would reduce or increase in the next five years.
After undertaking these predictions, the final decision-making
activities involved developing solutions and recommendations,
a process referred to as prescription. Recommendations were
made to ensure that certain changes are implemented in order
for the organization to gain competitive advantage. It also
involved making specific decisions, initiatives, and policy
formulations meant to address problems or opportunities. For
instance, the company made recommendations to consolidate
product lines by 30 percent or improve its capacity to diversify
its products and services so as to increase its brand value and
reputation. In light of the above decision-making activities, I
have learned that strategic management has shifted its emphasis
away from substantive issues, with a bias towards the issue of
what is actually the best strategy. There is need to embrace a
process view in which the issue becomes more inclined towards
determining how best are effective strategies and decisions
made. Within the process view perspective of decision making,
5. controversies have emerged relating to the degree to which
effective strategy would be better developed via a formalized
planning system, or whether such systems act only as inhibiting
factors. Strategy can be more effectively developed via the ad-
hoc procedures in which choices emerge in reaction to the
constantly-changing business environments and conditions.
` One of the issues that dominated our group meetings is
how the organizational decision makers can actually act and
what modes they can use to describe and explain the procedures
of strategic decision-making. This enabled our group to
effectively identify situations and factors within which certain
processes are most efficacious (Tavana, 2012). Decision-making
can be defined as the choice for a course of action to attain a
desired future business and organizational state. In order for a
choice to be made, there is an urgent need for the availability of
interdependent participants or key factors. These participants
should also be aware of the likelihood of making choices, and
experience a degree of uncertainties on which course of action
to take. Rationality and logic are key behavioral concepts of
decision-making. They are founded on the presumption that
decision-makers can effectively identify their preferred
outcomes and seek methods of attaining them. In our case, we
regarded logic and rationality as procedural concepts for
describing how decision-makers seek to interpret their
ambiguous worlds in order to take sensible actions and optimize
outcomes. The most common approaches that are utilized in
rationality-oriented decisions included describing some
universal stages or procedures in decision-making, establishing
sequential patterns in which the participants first become
knowledgeable of, and formulate the problems. Thereafter,
solutions are generated and analyzed in order to finally test and
implement a solution that can generate the desired outcomes.
Balanced Scorecard
Five Principles of Strategy Focused Organization
The task of formulating organizational and team strategies
is often a complex phase of strategic and operational
6. management in which based on the given information, there is a
need to develop the future directions for the effective
functioning of the organization. In these processes, teams
normally rely on the financial reports to represent the financial
aspects. In so doing, they can overlook at first sight all the
activities that are a part of forming a business’s success. If
made wrong, these decisions can be fatal to an organization
(Stefanovska & Soklevski, 2014). Therefore, there is need for
the use of a balanced scorecard as a framework to enable teams
to make future decisions based on their strategic plans.
Organizations must never focus only on the financial aspects
alone, but also on the internal processes and human resources.
Strategic planning is a particularly important aspect that
influences the work of any group and organization.
Consequently, our team utilized the five principles of a
strategy-focused organization to complete the Capsim
competition.
The first principle sought to translate the strategy into
operational terms. As a strategy-focused team, we translated our
business strategy into rational architecture of a strategy map
and balanced scorecard. In so doing, we created a common and
understandable point of reference for all departments. Through
strategy maps, we were able to address the possible
shortcomings of the industrial age’s tangible asset measurement
systems (Stefanovska & Soklevski, 2014). The measurement
connections of cause and effect relationships in strategy maps
enabled the team to determine how the intangible assets would
be transformed into tangible and financial outcomes. In
particular, the scorecard’s utilization of quantitative but non-
financial metrics such as cycle time, market share, innovation,
and consumer satisfaction enabled the value creating process to
be described and measured as opposed to being inferred.
The second principle that guided our strategy portfolio is
the alignment of the team to the organizational strategies. Like
other organizations, our team was traditionally built around the
functional specialties such as finance, marketing, and research
7. and development. Thus, the team’s functional silos emerged
and became major deterrents to strategy implementation, since
the team experienced difficulties in communicating and
coordinating across these specialty functions. However, the
team broke down these barriers and ensured that we replaced the
formalized structures and reporting systems with strategic
themes and priorities. This effort enabled the team to have a
consistent message and collection of priorities.
The third principle will be used as a tool to make each
strategy to be every member’s everyday work. As a strategic-
focused team, we will encourage members and employees to
understand the strategy and undertake their daily business
environments in ways that contribute to the success of these
strategies. This may not be a top-down decision. Instead, it will
be in form of a top-down communication. Under this
arrangement he team will ensure that people who are far from
the corporate and regional headquarters still get ways of
undertaking their business tasks and activities. This will
contribute to the realization of the company’s overall strategic
objectives. Therefore, all employees will undergo training on
major concepts such as customer segmentation, variable costing,
and database marketing.
The fourth principle states that marketing should be made
to be a continuous procedure. In conformity to this principle,
the team put in place a program to ensure that the marketing
functions are done on a regular and endless basis. Instead of
being a yearly event, the team worked to ensure that marketing
functions are done perpetually and on a monthly basis. The fifth
principle states that there is need to mobilize change through
executive leadership. In order to work towards this goal, team
members expressed their commitment to provide openness and
willingness in embracing organizational changes (Niven, 2011).
This was attained by launching communication initiatives to
encourage team participation in change activities. The team also
ensured that there was team cohesion and active coordination of
these changes. Strategy implementation also required placing
8. attention and emphasis on the change agenda and performances
against the targeted outcomes. Our strategy-focused team also
nurtured energetic leadership to utilize every opportunity to
realize breakthrough performance and productivity. Using
collaborative approach to change management enabled company
leaders to make all members feel as part of the change agenda,
thus minimizing resistance to change.
Recommendations for Improving Team Performance
There are various strategies that could be employed to
ensure that the performance and productivity of the team is
improved. First, a training program could be introduced to
constantly sharpen and improve the skills of team members.
Training would enable team members to find effective ways of
addressing competitive challenges that constantly emerge on a
regular basis (Franz, 2012). The primary goal of team training
would be to improve competencies in order to allow effective
synchronization, coordination, and communication between
team members. The first step of team member training would
entail developing team training requirements. Team training
effectiveness would be designed and the tools, methods, and
competencies would be mixed to form the instructional
strategies utilized for team.
Team performance and productivity will also be improved
by introducing a participative and collaborative decision-
making environment in which team members differing views are
respected and welcomed. Reasonable tolerance for mistakes and
freedom for experimentation can help the team to improve the
task that members are assigned to perform. The benefits of
putting in place a positive team climate in the organization
include organizational protection, personal development, and
improved processes (Wildman & Griffith, 2014). By improving
the work environment, the company can effectively achieve the
goal of having better products and services, as well as mutual
give and take, cooperation, and mutual respect. By being
collaborative, team members’ environment of trust is improved.
This results in cooperation, mutual respect, and better processes
9. and products. Establishing a collaborative and participative
team environment also helps to provide members with positive
energy, enthusiasm, involvement, and excitement that energize
team members to maximize their performance.
Career Learning
There are several lessons that I have drawn from the
Capsim simulation. For instance, I have learned the importance
of performance measurement in organizational strategy
development. With performance measurement, an organization
can effectively monitor the implementation of its goals and seek
to understand when the plans are successful or not. In doing so,
team members will effectively improve their strategies.
Therefore, performance measurement systems such as the
balanced scorecard need to do several things for them to be
effective in monitoring and evaluating business success. For
instance, the balanced scorecard can enable the organization to
assess whether or not it is getting the expected contributions
from employees and suppliers, the elements of its internal
groups and the anticipated returns from customer groups. In
addition, performance metrics can help the organization to
evaluate whether or not it is providing each stakeholder group
with what it needs to continue contributing to the organization
to meet its primary objectives.
I have also learned the significance of research and
development programs in improving competitive advantage and
innovation. Research and development (R&D) refers to
activities that are taken on by an organization, group, and
individual entrepreneurs to develop new or improved products
and processes. These may include activities such as embarking
on scientific studies, product testing, refinements, and the
releasing of new products and services to target audiences. The
Capsim project has broadened my understanding of the
significance of R&D in generating creative ideas that result in
groundbreaking outcomes in the market. Most significantly,
R&D supports decision-making by providing comprehensive and
organized information from which the top companies and
10. leaders can act swiftly to make strategic decisions.
Conclusion
Organizational leaders and team members make numerous
decisions on daily, monthly, and annual bases. These decisions
have an immense impact on a team’s competitive advantage.
Therefore, the strategic decisions must be informed by the most
accurate bodies of evidence which may require the use of
metrics and models for monitoring performance. One of the
most popular measurements is the balanced scorecard, which
can guide leaders to make informed decisions.
References
Franz, T. M. (2012). Group dynamics and team interventions:
Understanding and improving
team performance. New Jersey: John Wiley & Sons.
Gomes, J., & Romão, M. (2013). How benefits management
helps balanced scorecard to deal
with business dynamic environments. Tourism & Management
Studies, 9(1).
Niven, P. R. (2011). Balanced scorecard: Step-by-step for
government and nonprofit agencies.
New Jersey: John Wiley & Sons.
Papadakis, V., & Barwise, P. (Eds.). (2012). Strategic decisions.
New York: Springer Science &
Business Media.
Spetzler, C., Winter, H., & Meyer, J. (2016). Decision quality:
Value creation from better
business decisions. New Jersey: John Wiley & Sons.
Stefanovska, L., & Soklevski, T. (2014). Benefits of Using
Balanced Scorecard in Strategic and
Operational Planning. Universal Journal of Management, 2(4),
165-171.
Tavana, M. (Ed.). (2012). Management theories and strategic
practices for decision making.
New York: IGI Global.
Wildman, J. L., & Griffith, R. L. (Eds.). (2014). Leading global
11. teams: Translating
multidisciplinary science to practice. New York: Springer.
Please ensure this work has scholarly references; free of
plagiarism, free of grammatical error. Ensure all free of
incorrect spelling.
The company we have decide to write about for this assignment
is Amazon.
This is a Collaborative Learning Community (CLC) assignment.
Develop a 750-1,000 word high level staffing and compensation
plan. The plan should contain an introduction and conclusion
that make relevant connections to the course objectives.
The purpose of this assignment is to simulate the thought
process that managers use when planning for staffing and
compensating employees. Students are not expected to produce
a detailed proposal. Rather, the expectation is that students
demonstrate consideration of the multiple complexities involved
in staffing and compensation.
Obtain the Instructor's approval on the selected organization
before writing the Staffing and Compensation Plan which
should include:
1. Introduction.
2. Discussion of the staffing needs of your organization.
3. Explanation of the compensation plan for your organization.
4. Description of the employee benefits offered.
5. Conclusion.
Incorporate three to five resources (including your textbook) to
support your Staffing and Compensation Plan.
Prepare this assignment according to the guidelines found in the
APA Style Guide, located in the Student Success Center. An
abstract is not required.
12. This assignment uses a rubric. Please review the rubric prior to
beginning the assignment to become familiar with the
expectations for successful completion.
You are required to submit this assignment to Turnitin. Please
refer to the directions in the Student Success Center.