The document provides an overview of strategic management concepts including the canoe theory, vision, mission, values, goals, objectives, scanning the external environment, industry analysis, internal analysis, and the strategic management model. Key points covered include developing a vision and mission, analyzing the external PESTEL factors and industry forces, conducting a SWOT analysis of the internal environment, and formulating objectives to support the mission and goals of the organization.
The document provides an overview of strategic management concepts including:
- The canoe theory is presented as a metaphor for strategic management, with an organization working together towards a shared destination.
- Key concepts from books such as "Built to Last" and "Good to Great" are summarized, focusing on preserving an organization's core and level 5 leadership.
- The differences between private and public organizations are outlined in terms of their purpose, goals, financing, decision-making, and stakeholders.
- A strategic management model is presented involving scanning the environment, formulating strategy, implementing strategy, and measuring performance.
- Elements of strategy formulation like vision, mission, values, goals and objectives are defined.
Presentation by sivalatha sadasivam(siva sadasivam)dm618228
Sivalatha Sadasivam is a content marketing professional at HubSpot, an inbound marketing and sales platform that helps companies attract visitors, convert leads, and close customers. Previously, Rodney worked as a marketing manager for a tech software startup. He graduated with honors from Columbia University with a dual degree in Business Administration and Creative Writing.
The document provides an overview of strategic management concepts including the canoe theory, vision, mission, values, goals, objectives, scanning the external environment, industry analysis, SWOT analysis, and the strategic management model. Key points include that an organization's vision should be inspiring and challenging, a mission describes the organization's current purpose and focus, values help establish organizational culture, goals support the mission by focusing on specific issues or directions, and objectives add specificity to goals by including measurable targets and timeframes.
This document provides an overview of key concepts in strategic management including the canoe theory, built to last principles, good to great findings, differences between public and private organizations, features of successful strategic management, lessons learned in strategic planning, why managers don't plan, the strategic management model, and components of strategy formulation like vision, mission, values, goals and objectives. It also discusses scanning the external and internal environment, industry analysis, competitive profiling, and implementing and measuring strategies.
Corporate and Personal Strategic Planning is a Process for Reaching Professional or Personal Goals. It can be used in coaching sessions for individuals, small businesses corporate teams or corportae planning to strategize action plans
The document provides an overview of the evolution of strategic management thinking and practice from the 1950s to the present. It discusses how strategic management has shifted from an emphasis on budgetary planning and control to a focus on positioning, competitive advantage, innovation, and reconciling flexibility with financial control. The key stages of the strategic management process and various analytical tools and approaches are also summarized.
The document discusses emerging trends in organizational development based on research and interviews. Five key trends are identified: 1) expanding the use of OD, 2) combining hard business skills with OD, 3) creating whole system change through organizational design and culture change, 4) using OD to facilitate partnerships and alliances, and 5) enhancing continual learning. The trends are driven by macro forces like technology changes, globalization, and diversity. OD practices must now demonstrate business value through metrics and strategic alignment.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
The document provides an overview of strategic management concepts including:
- The canoe theory is presented as a metaphor for strategic management, with an organization working together towards a shared destination.
- Key concepts from books such as "Built to Last" and "Good to Great" are summarized, focusing on preserving an organization's core and level 5 leadership.
- The differences between private and public organizations are outlined in terms of their purpose, goals, financing, decision-making, and stakeholders.
- A strategic management model is presented involving scanning the environment, formulating strategy, implementing strategy, and measuring performance.
- Elements of strategy formulation like vision, mission, values, goals and objectives are defined.
Presentation by sivalatha sadasivam(siva sadasivam)dm618228
Sivalatha Sadasivam is a content marketing professional at HubSpot, an inbound marketing and sales platform that helps companies attract visitors, convert leads, and close customers. Previously, Rodney worked as a marketing manager for a tech software startup. He graduated with honors from Columbia University with a dual degree in Business Administration and Creative Writing.
The document provides an overview of strategic management concepts including the canoe theory, vision, mission, values, goals, objectives, scanning the external environment, industry analysis, SWOT analysis, and the strategic management model. Key points include that an organization's vision should be inspiring and challenging, a mission describes the organization's current purpose and focus, values help establish organizational culture, goals support the mission by focusing on specific issues or directions, and objectives add specificity to goals by including measurable targets and timeframes.
This document provides an overview of key concepts in strategic management including the canoe theory, built to last principles, good to great findings, differences between public and private organizations, features of successful strategic management, lessons learned in strategic planning, why managers don't plan, the strategic management model, and components of strategy formulation like vision, mission, values, goals and objectives. It also discusses scanning the external and internal environment, industry analysis, competitive profiling, and implementing and measuring strategies.
Corporate and Personal Strategic Planning is a Process for Reaching Professional or Personal Goals. It can be used in coaching sessions for individuals, small businesses corporate teams or corportae planning to strategize action plans
The document provides an overview of the evolution of strategic management thinking and practice from the 1950s to the present. It discusses how strategic management has shifted from an emphasis on budgetary planning and control to a focus on positioning, competitive advantage, innovation, and reconciling flexibility with financial control. The key stages of the strategic management process and various analytical tools and approaches are also summarized.
The document discusses emerging trends in organizational development based on research and interviews. Five key trends are identified: 1) expanding the use of OD, 2) combining hard business skills with OD, 3) creating whole system change through organizational design and culture change, 4) using OD to facilitate partnerships and alliances, and 5) enhancing continual learning. The trends are driven by macro forces like technology changes, globalization, and diversity. OD practices must now demonstrate business value through metrics and strategic alignment.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
The document summarizes a meeting of the Fox Cities Managers group that took place on September 8, 2009. It included introductions, a discussion of change management led by Tony Wickham, and plans for future meeting topics. The document also provides information on change acceleration processes and what organizations, teams, and individuals need to successfully implement change.
The document summarizes a leadership workshop that provides a framework to drive organizational improvement. It discusses challenges facing a community health center called Chapel Road and presents best practices of transformational leadership, including setting direction with a clear vision and metrics, empowering staff, and using improvement methods to continuously enhance processes. The workshop emphasizes building leadership as a system through principles like communication, recognition, and continuous learning.
The document discusses key lessons from the Harvard Business School executive education program, including an emphasis on continuous and revolutionary change to maintain growth. It contrasts leadership and management, noting that both are required for business success. Leadership involves vision, strategy, and communication, while management focuses on planning, organizing, and controlling. The document also discusses the importance of values, passion, and vision in achieving long-term profitable growth for companies like J&J, Southwest Airlines, and Walmart.
The document discusses cultural change and IT-based process change in organizations. It defines culture as behaviors that employees are encouraged to follow and that influence internal and external relations. Successful cultural change requires linking to organizational objectives, creating urgency, attending to stakeholders, building on the past, and having focused leadership. IT-based changes can enable efficiencies through customization, data analysis, e-commerce, and globalization. Management must provide leadership, adapt processes, plan IT strategically, and develop IT competencies.
The document discusses key concepts in strategic management including defining strategic management, the strategic management process, and terminology used. It outlines the three main stages of strategic management as strategy formulation, implementation, and evaluation. It also discusses benefits and pitfalls to consider in strategic planning.
The document discusses the role of human resources in organizations. It outlines that HR helps achieve strategic objectives by ensuring staffing aligns with strategy and manages change from external and internal factors. The HR function varies based on organizational size, with smaller organizations having less formalized practices. Building core competencies and capabilities is important for competitive advantage, and organizations must develop, maintain, and update these over time through activities like training, partnerships, and acquiring new companies.
The document discusses the key concepts of vision, mission, goals and strategies for organizations. It provides definitions and explanations for each concept: A vision describes an organization's aspirations and desired future state without specifying how to achieve it. A mission statement expresses the overriding purpose and reason for an organization's existence. Goals are qualitative targets an organization aims to achieve, and should be consistent, feasible, understandable and agreed upon. Objectives are specific, measurable targets with deadlines that help achieve goals and missions. Strategies are the plans and approaches used to pursue objectives and achieve the vision.
Identifying and Overcoming Roadblocks to Changerhefner
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
The document discusses key strategies for operational efficiency and managing change in organizations. It emphasizes the importance of:
1) Adapting to trends like globalization, technological shifts, and changing stakeholder expectations through a defined strategic vision and innovative approaches.
2) Fostering a dynamic culture that encourages innovation and the ability to anticipate and adjust to changes in the business environment.
3) Guiding organizational change through clear direction, urgency, momentum, and addressing resistance to change.
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.
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
The document provides an overview of a young executive programme on strategy. It discusses various topics related to strategy including strategic thinking vs planning, leadership and intent, business strategy, competing to organize, gaining competitive advantage and change, and globalization. The key points covered include defining strategy, the importance of strategic intent and leadership, criteria for evaluating business strategy, organizational design considerations, sources of strategic dissonance, and factors affecting global strategy development.
Strategic management involves analyzing an organization's current situation, developing appropriate strategies, and implementing those strategies while evaluating performance. It provides a systematic process for coordinating activities, focusing employees, and adapting to uncertainties. Strategic management is important for organizational success and requires involvement from the board of directors, top management, and all employees to effectively analyze, plan, implement, and evaluate the organization's strategies.
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. It allows organizations to proactively shape their future. Strategic management provides both financial benefits like increased sales and profitability, and non-financial benefits such as identifying opportunities and improving coordination. Strategies can be developed at the corporate, business, and functional levels of an organization. The challenges of strategic management include preventing strategic drift and understanding contemporary issues.
This document discusses strategic management and various related concepts. It defines strategic management as what managers do to develop organizational strategies. It then discusses why strategic management is important, outlining the strategic management process. It also summarizes various strategy types including corporate strategies, competitive strategies, and important strategies for today's environment.
This document provides information about tuberculosis (TB) including how it spreads, the difference between TB infection and disease, testing procedures, and treatment options. It explains that TB is caused by airborne germs which spread through prolonged contact with an active case. Testing determines whether a person has been exposed but not infected, or infected but not yet sick. Those infected can be treated to prevent active disease, while active TB requires medication to cure it. Contact tracing helps identify others who may have been exposed for testing.
Malaria is caused by parasites transmitted via mosquito bites. While malaria was once widespread, concerted control efforts have led to its elimination in 99 countries. However, malaria remains endemic in many parts of the world, killing over 600,000 people annually. Ongoing challenges to elimination include drug and insecticide resistance, environmental changes, and sustaining funding and commitment. Continued research into new tools and strategies aims to drive transmission down to zero and achieve global eradication of this disease.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
The document summarizes a meeting of the Fox Cities Managers group that took place on September 8, 2009. It included introductions, a discussion of change management led by Tony Wickham, and plans for future meeting topics. The document also provides information on change acceleration processes and what organizations, teams, and individuals need to successfully implement change.
The document summarizes a leadership workshop that provides a framework to drive organizational improvement. It discusses challenges facing a community health center called Chapel Road and presents best practices of transformational leadership, including setting direction with a clear vision and metrics, empowering staff, and using improvement methods to continuously enhance processes. The workshop emphasizes building leadership as a system through principles like communication, recognition, and continuous learning.
The document discusses key lessons from the Harvard Business School executive education program, including an emphasis on continuous and revolutionary change to maintain growth. It contrasts leadership and management, noting that both are required for business success. Leadership involves vision, strategy, and communication, while management focuses on planning, organizing, and controlling. The document also discusses the importance of values, passion, and vision in achieving long-term profitable growth for companies like J&J, Southwest Airlines, and Walmart.
The document discusses cultural change and IT-based process change in organizations. It defines culture as behaviors that employees are encouraged to follow and that influence internal and external relations. Successful cultural change requires linking to organizational objectives, creating urgency, attending to stakeholders, building on the past, and having focused leadership. IT-based changes can enable efficiencies through customization, data analysis, e-commerce, and globalization. Management must provide leadership, adapt processes, plan IT strategically, and develop IT competencies.
The document discusses key concepts in strategic management including defining strategic management, the strategic management process, and terminology used. It outlines the three main stages of strategic management as strategy formulation, implementation, and evaluation. It also discusses benefits and pitfalls to consider in strategic planning.
The document discusses the role of human resources in organizations. It outlines that HR helps achieve strategic objectives by ensuring staffing aligns with strategy and manages change from external and internal factors. The HR function varies based on organizational size, with smaller organizations having less formalized practices. Building core competencies and capabilities is important for competitive advantage, and organizations must develop, maintain, and update these over time through activities like training, partnerships, and acquiring new companies.
The document discusses the key concepts of vision, mission, goals and strategies for organizations. It provides definitions and explanations for each concept: A vision describes an organization's aspirations and desired future state without specifying how to achieve it. A mission statement expresses the overriding purpose and reason for an organization's existence. Goals are qualitative targets an organization aims to achieve, and should be consistent, feasible, understandable and agreed upon. Objectives are specific, measurable targets with deadlines that help achieve goals and missions. Strategies are the plans and approaches used to pursue objectives and achieve the vision.
Identifying and Overcoming Roadblocks to Changerhefner
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
The document discusses key strategies for operational efficiency and managing change in organizations. It emphasizes the importance of:
1) Adapting to trends like globalization, technological shifts, and changing stakeholder expectations through a defined strategic vision and innovative approaches.
2) Fostering a dynamic culture that encourages innovation and the ability to anticipate and adjust to changes in the business environment.
3) Guiding organizational change through clear direction, urgency, momentum, and addressing resistance to change.
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.
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
The document provides an overview of a young executive programme on strategy. It discusses various topics related to strategy including strategic thinking vs planning, leadership and intent, business strategy, competing to organize, gaining competitive advantage and change, and globalization. The key points covered include defining strategy, the importance of strategic intent and leadership, criteria for evaluating business strategy, organizational design considerations, sources of strategic dissonance, and factors affecting global strategy development.
Strategic management involves analyzing an organization's current situation, developing appropriate strategies, and implementing those strategies while evaluating performance. It provides a systematic process for coordinating activities, focusing employees, and adapting to uncertainties. Strategic management is important for organizational success and requires involvement from the board of directors, top management, and all employees to effectively analyze, plan, implement, and evaluate the organization's strategies.
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. It allows organizations to proactively shape their future. Strategic management provides both financial benefits like increased sales and profitability, and non-financial benefits such as identifying opportunities and improving coordination. Strategies can be developed at the corporate, business, and functional levels of an organization. The challenges of strategic management include preventing strategic drift and understanding contemporary issues.
This document discusses strategic management and various related concepts. It defines strategic management as what managers do to develop organizational strategies. It then discusses why strategic management is important, outlining the strategic management process. It also summarizes various strategy types including corporate strategies, competitive strategies, and important strategies for today's environment.
This document provides information about tuberculosis (TB) including how it spreads, the difference between TB infection and disease, testing procedures, and treatment options. It explains that TB is caused by airborne germs which spread through prolonged contact with an active case. Testing determines whether a person has been exposed but not infected, or infected but not yet sick. Those infected can be treated to prevent active disease, while active TB requires medication to cure it. Contact tracing helps identify others who may have been exposed for testing.
Malaria is caused by parasites transmitted via mosquito bites. While malaria was once widespread, concerted control efforts have led to its elimination in 99 countries. However, malaria remains endemic in many parts of the world, killing over 600,000 people annually. Ongoing challenges to elimination include drug and insecticide resistance, environmental changes, and sustaining funding and commitment. Continued research into new tools and strategies aims to drive transmission down to zero and achieve global eradication of this disease.
This chapter discusses Total Quality Management (TQM). It defines TQM and explains its key concepts, including customer focus, continuous improvement, employee empowerment, and using quality tools. The chapter also covers the costs of quality, important quality leaders and their contributions, and tools for quality such as the Plan-Do-Study-Act cycle, seven quality control tools including flowcharts and control charts, quality function deployment, and reliability. It concludes by discussing quality awards like the Malcolm Baldrige Award, ISO standards, and reasons why TQM efforts may fail.
This document outlines the key concepts and learning objectives for a chapter on entrepreneurship, new ventures, and business ownership. It defines small business and discusses its importance to the economy. It also explains entrepreneurship, characteristics of entrepreneurs, and the process of starting a new business, including crafting a business plan and obtaining financing. Additionally, it covers different forms of business ownership like sole proprietorships, partnerships, corporations, and cooperatives as well as managing a corporation.
This document discusses small and medium enterprises (SMEs) and their access to finance in Bangladesh. It makes several key points:
1) SMEs account for over 90% of firms and a significant portion of GDP in developing countries like Bangladesh, but they often struggle to access adequate financing from banks due to issues like lack of collateral.
2) While various government and non-government initiatives have aimed to promote SME financing, studies continue to show SMEs have limited access to bank loans and face high rejection rates.
3) BRAC Bank emerged as one of the first banks in Bangladesh to specifically target the "missing middle" of small enterprises that were largely excluded from both microfinance and formal
1. The document discusses the need for Pakistan to develop a comprehensive SME policy and framework to support SME development led by the government.
2. It notes that while SMEDA has helped support SMEs, a single organization is not enough and a coherent policy across government institutions is needed.
3. The proposed SME policy would address issues like the business environment, access to finance, skills development, technology and marketing to help SMEs grow and create jobs.
Franchising is an important means of entrepreneurship, particularly for small and medium enterprises. In the United States, franchising accounts for 10% of the private sector economy and 50% of retail sales, directly employing over 10 million people. In Europe, franchising also has significant economic impact, with over 8,860 franchise brands across 20 countries. In the UK specifically, franchising contributes over £10 billion annually to the economy through over 35,000 outlets employing over 370,000 workers. Franchising provides a way for small businesses to benefit from an established brand and operating system while maintaining independence.
1. The document discusses the launch of SME exchanges in India, which provide a platform for small and medium enterprises to list and raise funds.
2. It defines micro, small, and medium enterprises based on investment levels and outlines the growth and significance of MSMEs in India. However, MSMEs face challenges in raising debt and equity for expansion.
3. The SME exchange addresses this challenge by providing liberalized listing regulations and opportunities for firms to issue shares and raise capital from public investors. This enhances access to financing for small businesses.
BAFL-SMEDA_Challenging the Norms for Financial Inclusion.pptxFaisalRafique27
This document discusses Bank Alfalah's strategy and initiatives to support small and medium enterprises (SMEs) in Pakistan. It notes that SMEs are a major driver of Pakistan's economy but face challenges in accessing finance. Bank Alfalah has developed a long-term strategy to target SMEs by providing financial and non-financial programs. It offers a wide range of SME products and services, including value chain financing, advisory services through business managers, and an online toolkit. The bank aims to address SME needs more holistically and improve financial inclusion through these initiatives.
The document discusses small and medium sized enterprises (SMEs) and export consortia. It defines SMEs and explains their importance, noting they account for over 50% of employment globally. Export consortia are described as voluntary alliances of firms that work together to promote exports, helping SMEs overcome barriers to exporting like lack of knowledge, financing, and meeting quality standards. The benefits of export consortia include risk reduction through diversification, improved profitability by sharing costs, efficiency gains from pooling resources, and knowledge accumulation. The document outlines different types of export consortia based on services provided and sector/region. In conclusion, export consortia are presented as an important mechanism for SMEs in OIC countries to
This document provides an overview of performance management for HR practitioners. It discusses key topics like performance culture, roles, and processes. The performance management process involves setting objectives and evaluating employees on both objectives and elements. Objectives are rated based on results, while elements consider how work was performed. Ratings are determined by averaging objective and element scores. The document outlines the evaluation process and provides examples of evaluating and finalizing an employee's performance rating. Reconsideration options are also summarized.
Performance Management Program Overview and Process Options.pptxFaisalRafique27
The document provides an overview of the University's performance management program and process options. It discusses the program's evolution to include greater transparency, competency alignment, and an online platform. The performance management process involves goal setting and development planning, mid-year calibration, and year-end review. Employees and managers are provided with checklists to prepare for discussions and evaluating performance against goals and competencies. Two process options - a manual performance evaluation framework and an online Workday execution - are presented.
1. The document defines project management and describes key aspects like scope, time, cost, and risk management.
2. It provides examples of projects ranging from developing new products to political campaigns to construction projects.
3. Project scope management is discussed in detail, including work breakdown structures and change control processes.
This document provides an introduction to project management. It defines what constitutes a project, highlighting that projects have specific start and end dates, involve a series of tasks to achieve an objective, and use resources. It also defines project management as planning, organizing, directing and controlling activities, people and money to achieve a specific objective. The document outlines the typical project lifecycle of initiate, plan, deliver, review and close. It provides examples of tools that can help with project management.
This document provides an overview of project management. It discusses that project management involves using interdisciplinary teams to plan projects using tools like a work breakdown structure and schedule. It emphasizes delivering projects on time and on budget by establishing a project performance baseline and managing scope, schedule, budget, risks, changes and communication throughout the project life cycle from initiation through transition and closure. Regularly comparing planned to actual performance is important for active project management.
This document provides an overview of management engineering and project management. It discusses key concepts like defining problems, developing solution options, and planning, executing, monitoring, and closing projects. The four main objectives of projects are outlined as performance, scope, cost, and time. Cost is defined as a function of these three factors. The importance of people, management approach, and having a full project management system are also covered. Key steps and components of a project management system like methods, culture, organization, planning, information and control are defined.
This document discusses the project life cycle used at Naz University for IT projects. It begins with an overview of what constitutes a project and the project submission process. It then outlines the typical project management life cycle of initiate, plan, execute, monitor and control, and close. Each phase of the life cycle is described in more detail, highlighting key activities and documents used. Finally, it discusses the tools and resources used to manage projects at Naz, including Project.Net, ActiveCollab, projects.naz.edu, and Informer.
The document discusses how climate change is increasing mosquito-borne illnesses like malaria in coastal areas. Rising temperatures allow mosquitos to survive longer and transmit parasites more effectively. Models show malaria distribution expanding as temperatures rise by 2030. Preventive efforts like emissions reductions, improved sanitation, and medical access can curb further spread.
Renal function tests are useful for estimating kidney function before medical procedures and in diseases affecting the kidneys like hypertension and diabetes. The kidney filters blood to form urine, circulating the total blood volume through the kidneys 300 times per day to produce about 1 liter of urine. Basic renal function tests measure blood urea nitrogen (BUN) and serum creatinine levels, which rise with kidney dysfunction. Estimated glomerular filtration rate (eGFR) is now commonly used instead of creatinine clearance to estimate kidney function based on serum creatinine levels along with age, sex, and other factors. A kidney biopsy examines tissue samples under light microscopy, direct immunofluorescence, and electron microscopy to identify signs of kidney disease.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
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 ...
2. CANOE THEORY
Think of your organization as a long canoe
The canoe has a destination
Everyone in the canoe has a seat and paddle
Everyone is expected to paddle
Those who won’t paddle have to get out of the
canoe
Those who prevent others from paddling have
to re-adjust or get out of the canoe
There are no passengers in the canoe
The canoe theory understands crisis
The canoe theory says you have the right to be
happy
5. GOOD TO GREAT
Level 5 Leadership
First Who…Then What
Confront the Brutal Facts
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
The Flywheel and The Doom Loop
8. Features of Successful
Strategic Management
Has support of organization’s executive
officer.
Is user friendly.
Is participatory, not left to planners.
Is flexible.
Leads to resources decisions.
Engages and motivates all staff.
Is fresh and continuous, not static and stale.
9. Features (Continued)
Is Proactive
Not a Quick Fix
Part of Quality Management
Payoffs Increase over Time
10. Lessons Learned About
Strategic Planning
Plans must be tailored to organization.
No one size ‘fits’ all.
Time to complete takes longer – expect
50% more than planned.
Process needs a shepherd.
Visionaries needed at beginning and
detail types thereafter.
11. Why Managers Don’t Plan
Time Consuming
High Demands
Not Rewarded
Executives Don’t Support It
Too Risky
12. Strategic Management Model
Scanning
Where are we now?
Strategy Formulation
Where do we want to be?
Strategy Implementation
How do we get there?
Measurement/Performance
How do we measure our progress?
13. Strategic Management Model
Strategy Formulation
Where do we want to be?
Vision
Mission
Values
Goals
Objectives
14. VISION
Vision without Action is a Daydream
Action without Vision is a Nightmare
Not Optional
Stretch – 30+ Years
8-10 Words in length
Future State
Brief and Memorable
16. Vision Examples
“Light the Fire Within”
“A Safer Future for All Communities”
“See the Mountains – Breathe Freely”
To Be the Happiest Place on Earth
To Be the World’s Best Quick Service
Restaurant
17. Vision Levels of People
Some people never see it. (Wanderers)
Some people see it but never pursue it on
their own. (Followers)
Some people see it and pursue it. (Achievers)
Some people see it and pursue it and help
others see it. (Leaders)
John Maxwell, Developing The Leader
Within You, 1993.
19. Mission Statement
In the absence of a clearly defined
direction one is forced to concentrate
on confusion that will ultimately
consume you.
20. MISSION
What is our purpose?
Describes current state
Timeline is 3-5 Years
Builds on our distinctive competencies
Tends to focus on Core Business
30-35 Words in length
21. Mission Examples
“To Lead All Communities in Disaster
Preparedness, Mitigation, and Recovery by
Maximizing Assistance and Support.”
“Caltrans Improves Mobility Across California.”
To produce superior financial returns for our
shareholders as we serve our customers with
the highest quality transportation, logistics,
and e-commerce.
25. Codes of Governance
The Cadbury Code: 1992
Sarbanes-Oxley Act: 2002
Public Company Accounting Oversight Board
“Triple bottom line”
Four major issues:
Ownership structure and influence
Fianacial Stakeholder rights and relations
Financial transparency and information disclosure
Board structure and processes (audit)
26. Role of the Board of Directors
Monitor
Evaluate and influence
Initiate and determine
Organization of Board
Insiders versus outsiders
CEO/chair position
Committees’ Effectiveness
27. Role of Top Management Team
Who is the TMT?
Executive Leadership and Strategic Vision
Articulates strategic vision for corporation
Sets the model for others to identify and follow
Communicates high performance standards and
builds confidence in followers’ abilities to meet
standards
Managing strategic planning process
33. Strategic Management Model
Scanning:
Where are we now?
Macro Analysis (STEP, PESTEL, ETC.)
Industry Analysis – Competitive
Intelligence
SWOT Analysis
Internal versus
External Elements
34. Why Scan?
To know your position in the environment
To respond effectively to constant change
To see the organization as a whole
To avoid surprises
To survive
To lay the foundation for strategic issues
36. Socio-Cultural Variables
Lifestyle Changes
Career Expectations
Regional Shifts in Population
Life Expectancies
More women in workforce
Greater concern for fitness
Postponement of family formation
Increase in temporary workers
37. Technological Variables
Total Federal Spending for R&D
Total Industry Spending for R&D
Focus of Technological Efforts
Patent Protection
Wireless Communications
Nanotechnology
Productivity Improvements
Genetic engineering
39. Political-Legal Variables
Antitrust Regulations
Tort Reform
Environmental Protection Laws
Taxation at local, state, federal levels
Hiring and Promotion Laws
Americans Disabilities Act of 1990
Sarbanes-Oxley Act of 2002
40. Demographic Variables
Aging Population
Rising affluence
Changes in Ethnic Composition
Geographic distribution of population
Disparities in income levels
41. Global Variables
Increasing Global Trade
Currency Exchange Rates
Emergence of Indian and Chinese
Economies
Trade agreements (NAFTA, EU, ASEAN)
Creation WTO
43. Industry Analysis
6 Forces Analysis
Industry Competitors
Suppliers/Vendors
Customers/Clients
Potential New Entrants
Substitutes
Other Stakeholders
Role of Complementors
44. New Entrants and Entry Barriers
Absolute cost advantages
Access to inputs
Government policy
Economies of scale
Capital requirements
Brand identity
Switching costs
Access to distribution
Proprietary products
45. Buyer Power (Channel and End
Consumer)
Buyer volume and information
Brand identity
Price sensitivity
Threat of backward integration
Product differentiation
Substitutes
46. Supplier Power
Supplier concentration
Differentiation of inputs
Switching costs
Threat of forward integration
Cost relative to total purchases in
industry
47. Substitutes
Switching costs
Buyer inclination to substitute
Variety of substitutes
Price-performance tradeoff of
substitutes
Necessity for product or service
48. Degree of Rivalry
Exit barriers
Industry concentration
Fixed costs
Industry growth
Intermittent overcapacity
Switching costs
Brand identity
Diversity of rivals
Corporate stakes
50. Role of Complementors
Number of complements
Relative value added
Difficulty of engaging complements
Buyer perception of complements
Complement exclusivity
Tend to increase profits by increasing
demand for an industry’s products
59. Strategic Management Model
Strategy Formulation
Where do we want to be?
Vision
Mission
Values
Goals
Objectives
60. GOAL
Supports the Mission
Deals with One Issue or Item of Focus
Reflects a primary activity or strategic
direction
Describes the “To Be” State
“BHAG”
Encompasses a long period, i.e. at least
3 years
61. Goal Examples
Achieve excellence in the delivery of disaster
recovery and mitigation programs.
Professionally develop our employees as a
reflection of DAD’s key attributes and values.
Increase the supply of housing, especially
affordable housing.
Become a model for customer service.
To provide benefits in correct amounts and
issued in a timely manner.
64. OBJECTIVES
Add specificity beyond Goals
Answer the questions
What is to be accomplished?
When?
Should contain the SMART Elements
65. OBJECTIVES: SMART Model
Specific
Measurable
Aggressive but Attainable
Results-Oriented
Timeframe
66. Strategic Objective Examples
By June 30, 2005 achieve 75% rating on the
DAD service index from all stakeholders.
Increase sales growth 6-8% in the next 5
years. (P&G)
Cut corporate overhead costs by $30 million
per year. (Fortune Brands)
Operate 6,000 stores by 2010 – up from
3,000 in the year 2000. (Walgreen’s)
Reduce greenhouse gases by 10 percent
(from a 1990 bast) by 2010. (BP Amoco)
75. Parable of the Bamboo
It takes patience and discipline to develop and
empower people; in fact, it’s like growing
bamboo. Once the seed is planted, you must
water it daily for four years before the tree
breaks ground – then it grows 60 feet in 90
days! Executives who nurture people can get
similar results…How, you ask, can such rapid
growth be possible? It results from the miles
of roots that develop in those first four years.
Preparing people to perform is the task of
leadership.
78. Definitions
Goal: Broad, General BHAG
Outcome: Desired end result and report
performance
Objective: What and When
Measure: A quantified unit that
assesses progress or achievement
79. GOOM Example
Goal 1: Achieve excellence in the delivery of
disaster recovery and mitigation.
Outcome: Increased Customer Satisfaction
Objective 1.1: By June 30, 2005, achieve
75% rating on the DAD Service Index from all
stakeholders.
Measure: DAD Service Index (DSI)
81. Work Action Plan Template
Sponsor: Completion Date
Organization:
n.n Goal
Outcome
n.n Objective
Measure
Task Description Team Lead Staff Hours Completion
Date
Plan-
Do-Check-Act
83. Why Measure?
Reactive Reasons
Government Intervention
Fewer Resources and Smaller Budgets
Increased Demand for Accountability
Mandated
84. Why Measure?
Proactive Reasons
Makes us more responsive to public needs
Provides feedback on mission
accomplishment
Creates blueprint for linking budget to
outcomes
Good management and good public policy
85. Measurement / Performance
How do we measure our progress?
5 Types of Measures
Input
Output
Outcome
Quality
Efficiency
86. INPUT Measure
Amount of resources needed to provide a
particular product or service.
Examples:
Number of FTEs or PYs
Number of eligible clients
Number of customers requesting service
Number of applications received
Number of sales orders received
87. OUTPUT Measure
Amount of products or services provided
Examples:
Percent of highways resurfaced
Number of police reports filed
Number of vaccinations given to school-age
children per year
Number of shafts produced in a single
operating shift
88. OUTCOME Measure
Reflect the actual results achieved and/or their
impact or benefit.
Examples:
Reduction in incidence of disease
Percentage of discharged patients living
independently
Percent of increase in tourists
Percent of monthly programmed sales orders
filled on time
89. QUALITY Measure
Reflect the effectiveness in meeting the
expectations of customers and stakeholders
Examples:
Number of defect reports compared to
number of reports produced
Number of course ratings in highest category
related to total number of course ratings
90. EFFICIENCY Measure
Also known as productivity measures.
Reflect the cost of providing products or
services.
Examples:
Output/Input
Output/Time
Output/Cost
Outcome/Cost
91. Keeping Plans Off The Shelf
All Staff Meeting
Announce Phases
Review and Assess Plans at Quarterly
Sessions
Sponsors and Team Leads for Strategic
Goals and Strategic Objectives
Deming Philosophy – PDCA
92. Developing Bench Strength
“Drill Down” Application
Sponsors, Team Leads, and Team
Members
Work Action Plan
“Project” Champion
Leadership Training
Leadership Conference Presentations