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.
The document provides an overview of strategic management concepts including:
- The canoe theory is introduced to explain how organizations work towards a shared destination when all members contribute.
- Key models and concepts in strategic management are outlined such as Built to Last, Good to Great, differences between private and public organizations, and features of successful strategic management.
- The strategic management process is defined including scanning the external and internal environment, formulating strategy through developing a vision, mission, values, goals and objectives, implementing strategies, and measuring performance.
The document provides an overview of strategic management concepts including:
- The canoe theory is introduced to explain how organizations work towards a shared destination when all members contribute.
- Key models and concepts in strategic management are outlined such as Built to Last, Good to Great, differences between private and public organizations, and features of successful strategic management.
- The strategic management process is defined including scanning the external and internal environment, formulating strategy through developing a vision, mission, values, goals and objectives, implementing strategies, and measuring performance.
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
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, 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 introduced to explain how organizations work towards a shared destination when all members contribute.
- Key models and concepts in strategic management are outlined such as Built to Last, Good to Great, differences between private and public organizations, and features of successful strategic management.
- The strategic management process is defined including scanning the external and internal environment, formulating strategy through developing a vision, mission, values, goals and objectives, implementing strategies, and measuring performance.
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.
The document provides an overview of strategic management concepts including:
- The canoe theory is introduced to explain how organizations work towards a shared destination when all members contribute.
- Key models and concepts in strategic management are outlined such as Built to Last, Good to Great, differences between private and public organizations, and features of successful strategic management.
- The strategic management process is defined including scanning the external and internal environment, formulating strategy through developing a vision, mission, values, goals and objectives, implementing strategies, and measuring performance.
The document provides an overview of strategic management concepts including:
- The canoe theory is introduced to explain how organizations work towards a shared destination when all members contribute.
- Key models and concepts in strategic management are outlined such as Built to Last, Good to Great, differences between private and public organizations, and features of successful strategic management.
- The strategic management process is defined including scanning the external and internal environment, formulating strategy through developing a vision, mission, values, goals and objectives, implementing strategies, and measuring performance.
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
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, 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 introduced to explain how organizations work towards a shared destination when all members contribute.
- Key models and concepts in strategic management are outlined such as Built to Last, Good to Great, differences between private and public organizations, and features of successful strategic management.
- The strategic management process is defined including scanning the external and internal environment, formulating strategy through developing a vision, mission, values, goals and objectives, implementing strategies, and measuring performance.
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 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 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 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 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 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 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 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 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.
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.
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.
Managing across the ITIL Lifecycle - ITSM Academy WebinarITSM Academy, Inc.
This document discusses managing organizational change across the IT service lifecycle. It begins by introducing the IT service lifecycle model and explaining that managing change requires considering organizational structure, culture, and processes. It then discusses diagnosing why change is needed, implementing change using a three step process, and identifying strategies to assess and manage change. Finally, it examines how organizational change aspects relate to each stage of the service lifecycle from service strategy through service operation. Key aspects include assessing culture, transition capabilities, and designing organizational change.
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.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
This document discusses key concepts in production management. It defines production management as planning and regulating operations that transform materials into finished products. The 5 P's of production management are products, plant, process, programs, and people. The objectives of production management are achieving the right quality, quantity, time, and cost. Production planning and control is described as directing and coordinating resources to achieve goals. Different types of production are discussed, including batch, jobbing, project, mass/flow, and process production. Productivity and its measurement are also covered.
The document discusses supply chain management and ethics. It provides definitions of supply chain management and how it differs from traditional purchasing by focusing on total costs and benefits for the entire chain rather than just one company. It also outlines principles for ethical behavior in supply chain management according to the Institute for Supply Management, such as avoiding conflicts of interest and unethical practices.
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 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 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 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 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 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 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 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 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.
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.
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.
Managing across the ITIL Lifecycle - ITSM Academy WebinarITSM Academy, Inc.
This document discusses managing organizational change across the IT service lifecycle. It begins by introducing the IT service lifecycle model and explaining that managing change requires considering organizational structure, culture, and processes. It then discusses diagnosing why change is needed, implementing change using a three step process, and identifying strategies to assess and manage change. Finally, it examines how organizational change aspects relate to each stage of the service lifecycle from service strategy through service operation. Key aspects include assessing culture, transition capabilities, and designing organizational change.
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.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
This document discusses key concepts in production management. It defines production management as planning and regulating operations that transform materials into finished products. The 5 P's of production management are products, plant, process, programs, and people. The objectives of production management are achieving the right quality, quantity, time, and cost. Production planning and control is described as directing and coordinating resources to achieve goals. Different types of production are discussed, including batch, jobbing, project, mass/flow, and process production. Productivity and its measurement are also covered.
The document discusses supply chain management and ethics. It provides definitions of supply chain management and how it differs from traditional purchasing by focusing on total costs and benefits for the entire chain rather than just one company. It also outlines principles for ethical behavior in supply chain management according to the Institute for Supply Management, such as avoiding conflicts of interest and unethical practices.
This document discusses marketing promotion and the promotional mix. It defines promotion as communication with actual and potential buyers to convince them of a product's advantages. The promotional mix has four main elements: advertising, publicity, personal selling, and sales promotion. The document outlines objectives for each element and how they can be used at different stages of the buying process and product lifecycle. It also discusses integrated marketing communications and creating a promotion plan, including choosing media, setting objectives, and determining budgets.
The document provides an overview of strategic management concepts including the canoe theory, built to last principles, good to great frameworks, differences between private and public organizations, scanning the external environment, industry analysis using Porter's five forces, developing vision, mission, values and goals, and implementing and measuring strategies. It discusses models for strategic management and formulation, highlights reasons why measurement is important, and provides tips for keeping plans from sitting on shelves and developing organizational permanence around strategic management. The key takeaways are frameworks and considerations for analyzing the environment, formulating strategies, implementing plans, and measuring performance in organizations.
This document discusses human resource management. It defines HRM and its objectives, which include optimizing human resource utilization, creating conditions for employee contribution, and increasing worker efficiency through training. HRM stakeholders include society, organizations, and employees. Key HRM activities involve planning, recruitment, performance management, training, and compensation. The responsibilities of HRM lie with both managers and HRM departments. Qualities of successful HRM professionals include intelligence, impartiality, strong communication skills, understanding of people, executive ability, and salesmanship.
Asset management involves professionally investing money on behalf of clients. The largest segment is U.S. registered investment companies, which managed over $18 trillion in assets in 2014. The top five investment management firms are Vanguard, PIMCO, Capital Group, J.P. Morgan Asset Management, and Fidelity. Investors include individuals, pension funds, endowments, foundations, and insurance companies. Portfolio management follows a process of planning, execution, and feedback to meet objectives and manage risk.
This document defines key terms related to entrepreneurship and outlines the characteristics of successful entrepreneurs. It describes entrepreneurs as individuals who undertake activities like producing and selling products to generate profit. Successful entrepreneurs exhibit traits like risk-taking, perseverance, creativity, self-confidence, and a strong work ethic. The document also categorizes different types of entrepreneurs and discusses the need to promote entrepreneurship to drive economic development.
Business environment refers to the factors that influence a company's operations. The document discusses the internal and external components of a business environment. It also explains the importance of understanding the business environment, types of business environments, and the process of environmental scanning. Environmental scanning involves identifying key factors, analyzing and forecasting trends, and developing profiles to understand opportunities and threats to the business. This information is then used to inform strategic decision making and position a company for success.
This document provides an overview of international business law. It discusses the sources of international law including treaties, customary law, decisions of international organizations, and soft law. It also examines various players in international business law including states, international organizations, NGOs, and businesses. States act as rule-makers through legislation and treaties. They also participate in international trade as partners and strategic actors. States generally have immunity from jurisdiction but this immunity is subject to exceptions, especially regarding commercial activities. The document provides details on these various topics at a high level.
Here are potential responses to your questions:
1. My research topic would be "Assessing the viability and potential success of opening a coffee shop near the university and schools."
2. The problem statement could be: "There is uncertainty around whether there is sufficient demand and customer base to support a new coffee shop near the university and schools."
3. Objectives:
- Determine customer preferences and spending habits related to coffee shops
- Assess size and characteristics of potential customer base from university and schools
- Evaluate competitive landscape and identify gaps a new coffee shop could fill
4. Hypotheses:
H1: There is sufficient demand from university students and school families to support a new coffee shop.
The document provides an overview of business research, including defining what research is, the importance of research for managers, and the typical research process. It discusses key concepts like the different types of business research, problem formulation, research design, data collection and analysis, and how to structure a research report. Conducting thorough research is important for managers to solve problems, make informed decisions, understand competition and risks, and invest resources effectively. The scientific process typically involves observation, problem identification, developing a theoretical framework, generating hypotheses, research design, data collection and analysis, interpretation, and implementation.
This document outlines the course structure and grading policy for a Managerial Economics course. It will cover topics such as economic analysis, demand and supply, production analysis, and market structure. Students will be evaluated based on mid-term exams, final exams, and individual in-class assignments. The course will use economic concepts like opportunity cost, profit maximization, and marginal analysis to teach students how to make optimal business decisions under constraints.
Human Resource Management involves planning, recruiting, selecting, training, developing, and compensating employees to satisfy organizational and individual goals. The key activities include recruitment and selection, training and development, performance appraisal, and pay and benefits. HR planning involves forecasting current and future workforce needs. Effective HRM ensures all components like recruitment, selection, training, and compensation are aligned with organizational strategy. Performance appraisals provide feedback to enhance employee performance and determine rewards. A variety of pay structures and incentives can be used to motivate individual and team performance.
This document provides an introduction to financial management. It discusses the key concepts in financial management including the basic types of financial decisions managers make and the goal of maximizing shareholder wealth. It also summarizes the different forms of business organization and outlines agency problems that can arise between managers and shareholders. The document provides an overview of the major areas of finance like corporate finance, investments, financial institutions, and international finance.
This document provides an overview of contract law in India according to the Indian Contract Act of 1872. It defines key terms related to contracts such as agreement, promise, offer, acceptance and consideration. It outlines the essential elements required for a valid contract, including offer and acceptance, intention to create a legal relationship, consensus, consideration, capacity to contract, free consent, legality of object, possibility of performance, and writing and registration. It also discusses different types of contracts such as valid, invalid, express, implied, absolute, contingent, executed and executory contracts. Finally, it covers important aspects related to capacity to contract, including rules around minors and unsound persons entering into agreements.
1. The document introduces key concepts related to financial statements, including the three main forms of business organization (sole proprietorships, partnerships, corporations), the main users and uses of accounting information (internal vs external), the three principal types of business activity (investing, operating, financing), and the four main financial statements (income statement, retained earnings statement, balance sheet, statement of cash flows).
2. It also describes the purpose of each financial statement and provides examples. Additional components of an annual report are discussed such as management discussion and analysis, notes to the financial statements, and the auditor's report.
3. International Financial Reporting Standards are introduced and compared to US GAAP requirements.
The document provides an overview of business environment and its analysis. It defines business and environment, and describes the nature, objectives and types of business environment, including internal and external factors. It explains the importance of understanding the business environment and the process of environmental scanning. This involves identifying key factors, analyzing and forecasting them, and developing profiles to understand opportunities and threats to inform strategic decision making.
This document discusses human resource management. It begins by defining HRM and outlining its key objectives, which include optimizing human resource utilization, developing mutual trust between management and workers, increasing worker productivity through training, and raising employee morale. It notes that HRM is unique in that it is multidisciplinary, involving various fields like economics, psychology, sociology and law. The document then discusses the evolution of HRM in Bangladesh and who typically completes HR tasks. It outlines the key activities of HRM and identifies line managers as primarily responsible for HRM, with HR departments in a supporting role. The document concludes by listing the outstanding personal qualities needed for an effective HR manager, such as intelligence, impartiality, strong communication and
This document discusses business etiquette and proper conduct in professional settings. It defines business etiquette as the acceptable behaviors and conventions for interacting with customers, clients, coworkers and others in work-related situations. Specific etiquette tips are provided for telephone use, email communication, handshakes, behavior in open office environments, business meals, and exchanging business cards. Maintaining courtesy, respect and consideration for others is emphasized throughout as fundamental to upholding positive business etiquette.
This document outlines the course structure and content for a Managerial Economics course. It covers topics such as economic analysis, demand and supply, production analysis, cost analysis, and market structure. Students will be evaluated based on a mid-term or final exam worth 70% of the grade, and three individual in-class assignments worth 30% total. Key concepts covered include opportunity cost, economic versus accounting profits, incentives, and using marginal analysis and optimization in decision making.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
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