VMOS_SLIDES.pptx
•Download as PPTX, PDF•
0 likes•21 views
This document discusses different types of strategizing that organizations can employ, including adaptive, ideological, creative, and rational/analytical strategizing. It also outlines the key components of strategic planning, including developing a vision, mission, objectives, key result areas, performance indicators, strategies, activities, tasks, and allocating necessary resources. The different types of functional strategies are also described, such as marketing, operations, financial, information systems, and human resource strategies.
Report
Share
Report
Share
Recommended
LECTURE_1_INTRODUCTION_TO_STRATEGIC_MANA.ppt
in current ever challenging business environments adaptation in business environments requires organizations to constantly assess their strategies for success. Therefore strategic management is very much a necessity and strategic management is very much defined as a process which is ongoing on planning, monitoring, analysis and assessment of all required necessities to or for an organization needs to meet its goals and objectives.
LECTURE_1_INTRODUCTION_TO_STRATEGIC_MANA.ppt
This document provides an introduction to a strategic management course. It discusses key concepts that will be covered, including applying the strategic audit process to case studies, integrating functional analyses, and viewing the firm from a board level. It outlines the purposes of strategic management, including expressing objectives and linking the firm to its environment. It then presents models of the strategic management process, including strategic analysis, choice, and implementation. Finally, it discusses the differences between corporate and business unit strategy and how value is created in organizations.
How to develop a marketing plan
1. A marketing plan is a blueprint for achieving marketing goals through determining objectives, strategies, and tactics as well as allocating necessary resources and schedules.
2. Developing an effective marketing plan involves conducting a thorough situational analysis of the internal and external environment through tools like SWOT and PESTEL analysis.
3. The marketing plan process then establishes SMART sales and marketing objectives, outlines strategies and tactics through the marketing mix, and includes action plans, budgets, and key performance indicators to ensure goals are met.
Marketing strategy
This is a basic marketing strategy I created when I first started working fo rthis advertising firm. They did not have a loft of direction with regards to how to determine their goals for the marketing department mainly because they had not established their marketing strategy. So my first job as Marketing Coordinator was to map out exactly who their target market was and how we were going to grab their attention and based on those ideas we would be able to create realistic goals to rate the department.
Busstrategy
The document discusses corporate culture and strategic planning. It defines corporate culture as the shared beliefs and values of an organization that influence how employees and stakeholders behave. Strategic planning involves setting a vision and objectives to guide an organization towards its goals over 10-20 years. Key aspects of strategic planning include analyzing the organization's strengths, weaknesses, opportunities, and threats through tools like SWOT and PEST analyses. The document also outlines different types of business strategies around competitive advantage, market dominance, new product development, and internal restructuring.
Unit 5 sm
The document discusses strategy implementation and organizational structure. It begins by defining strategy implementation as the process of putting strategies into action, which involves sub-strategies, action plans, resource allocation, and individual assignments. It then discusses how organizational structure, control systems, and culture can aid in implementing strategy by coordinating employee efforts and motivating performance. Specific strategy implementation actions are outlined, such as developing marketing campaigns, facilities changes, and product adjustments. The document emphasizes that effective implementation relies on an organization having the proper resources and competencies. Finally, it explores how organizational structure should follow strategy by adapting to changes in a company's strategic goals.
Intro strategic management accounting For MBA-Accounting
This document provides an introduction to strategic management accounting. It discusses how strategic management accounting supports organizational strategy formation, implementation and evaluation by synthesizing both financial and non-financial information. It outlines the learning objectives which include defining strategic management and discussing the rational/formal approach to strategic development. This involves setting objectives, analyzing internal/external environments, generating strategic options, evaluating choices, implementing strategies and reviewing performance. The document also discusses levels of strategy, stakeholder analysis and managing conflicts between different stakeholder groups.
Business-strategy.pptx
The document discusses corporate culture and strategic planning. It defines corporate culture as the beliefs and values shared by employees of an organization, which is reflected in how people behave and interact, both internally and externally. Corporate culture can be driven by an organization's vision, mission statement, and leadership. Strategic planning involves analyzing an organization's position using tools like SWOT and PEST, developing a strategy based on the vision and objectives, and constantly evaluating results to improve. Different types of strategies discussed include those focused on competitive advantage, market dominance, new product development, and global expansion.
Recommended
LECTURE_1_INTRODUCTION_TO_STRATEGIC_MANA.ppt
in current ever challenging business environments adaptation in business environments requires organizations to constantly assess their strategies for success. Therefore strategic management is very much a necessity and strategic management is very much defined as a process which is ongoing on planning, monitoring, analysis and assessment of all required necessities to or for an organization needs to meet its goals and objectives.
LECTURE_1_INTRODUCTION_TO_STRATEGIC_MANA.ppt
This document provides an introduction to a strategic management course. It discusses key concepts that will be covered, including applying the strategic audit process to case studies, integrating functional analyses, and viewing the firm from a board level. It outlines the purposes of strategic management, including expressing objectives and linking the firm to its environment. It then presents models of the strategic management process, including strategic analysis, choice, and implementation. Finally, it discusses the differences between corporate and business unit strategy and how value is created in organizations.
How to develop a marketing plan
1. A marketing plan is a blueprint for achieving marketing goals through determining objectives, strategies, and tactics as well as allocating necessary resources and schedules.
2. Developing an effective marketing plan involves conducting a thorough situational analysis of the internal and external environment through tools like SWOT and PESTEL analysis.
3. The marketing plan process then establishes SMART sales and marketing objectives, outlines strategies and tactics through the marketing mix, and includes action plans, budgets, and key performance indicators to ensure goals are met.
Marketing strategy
This is a basic marketing strategy I created when I first started working fo rthis advertising firm. They did not have a loft of direction with regards to how to determine their goals for the marketing department mainly because they had not established their marketing strategy. So my first job as Marketing Coordinator was to map out exactly who their target market was and how we were going to grab their attention and based on those ideas we would be able to create realistic goals to rate the department.
Busstrategy
The document discusses corporate culture and strategic planning. It defines corporate culture as the shared beliefs and values of an organization that influence how employees and stakeholders behave. Strategic planning involves setting a vision and objectives to guide an organization towards its goals over 10-20 years. Key aspects of strategic planning include analyzing the organization's strengths, weaknesses, opportunities, and threats through tools like SWOT and PEST analyses. The document also outlines different types of business strategies around competitive advantage, market dominance, new product development, and internal restructuring.
Unit 5 sm
The document discusses strategy implementation and organizational structure. It begins by defining strategy implementation as the process of putting strategies into action, which involves sub-strategies, action plans, resource allocation, and individual assignments. It then discusses how organizational structure, control systems, and culture can aid in implementing strategy by coordinating employee efforts and motivating performance. Specific strategy implementation actions are outlined, such as developing marketing campaigns, facilities changes, and product adjustments. The document emphasizes that effective implementation relies on an organization having the proper resources and competencies. Finally, it explores how organizational structure should follow strategy by adapting to changes in a company's strategic goals.
Intro strategic management accounting For MBA-Accounting
This document provides an introduction to strategic management accounting. It discusses how strategic management accounting supports organizational strategy formation, implementation and evaluation by synthesizing both financial and non-financial information. It outlines the learning objectives which include defining strategic management and discussing the rational/formal approach to strategic development. This involves setting objectives, analyzing internal/external environments, generating strategic options, evaluating choices, implementing strategies and reviewing performance. The document also discusses levels of strategy, stakeholder analysis and managing conflicts between different stakeholder groups.
Business-strategy.pptx
The document discusses corporate culture and strategic planning. It defines corporate culture as the beliefs and values shared by employees of an organization, which is reflected in how people behave and interact, both internally and externally. Corporate culture can be driven by an organization's vision, mission statement, and leadership. Strategic planning involves analyzing an organization's position using tools like SWOT and PEST, developing a strategy based on the vision and objectives, and constantly evaluating results to improve. Different types of strategies discussed include those focused on competitive advantage, market dominance, new product development, and global expansion.
Launch discussion slides 032017
The document outlines the importance of regularly reviewing business performance across key areas to understand how the business is performing, identify improvement opportunities, and adapt to changing market conditions. It provides guidance on assessing core business activities like products/services, industry trends, competition, target markets, marketing, supply chain, production, finances, human resources, and systems. Conducting a thorough review allows developing a strategic growth plan with SMART goals.
Week 01_Strategy
The document outlines the importance of regularly reviewing business performance across key areas to understand how the business is performing, identify improvement opportunities, and adapt to changing market conditions. It provides guidance on assessing core business activities like products/services, industry trends, competition, target markets, marketing, supply chain, production, finances, human resources, and systems. Conducting a thorough review allows developing a strategic growth plan with SMART goals.
503556154-Jeffrey-a-Mello-4e-Chapter-3-Strategic-Management.ppt
This document discusses how human resources can play a key role in each stage of the strategic planning process. It outlines 8 stages: 1) understanding the planning legacy, 2) creating a diverse planning team, 3) aligning with leadership goals, 4) analyzing current realities, 5) developing alternative options, 6) measuring progress, 7) deploying the plan, and 8) developing contingency plans. For each stage, it provides examples of how human resources can contribute their expertise to ensure a successful strategic planning process.
Organizational Design (OD): Core HRM Competency to Future proof organizations
This document discusses organizational design (OD) and its importance for future-proofing organizations. It defines OD as a methodology for identifying and addressing dysfunctional aspects of an organization's structures, systems and processes. The presentation outlines the benefits of OD, including improved efficiency and employee engagement. It also discusses critical success factors for OD, such as clear profit responsibilities. Models for OD are presented, including the five trademarks of agile organizations and Galbraith's star model of organizational design.
Strategic Management.pdf
This document discusses strategic management concepts including strategic analysis, selection, implementation, and Porter's generic strategy framework. Strategic analysis involves examining an organization's internal and external environment. SWOT analysis identifies internal strengths and weaknesses as well as external opportunities and threats. Strategic selection determines the best course of action based on strategic analysis. Implementation and management ensure proper resources and readiness to execute strategies. Porter's framework involves choosing low-cost or differentiation strategies with either broad or narrow scope.
HsG IDEAL business architecture model
The document describes IDEAL, a 7-step business architecture model that uses frameworks like the Baldrige criteria and Blue Ocean strategy tools to help organizations plan, design, and assess their performance through a virtual conference room and coaching sessions. It provides samples of the types of questions asked in each step to help organizations understand customer perceptions, opportunities for improvement, and develop a strategy for success. The process can also incorporate reengineering and problem-solving tools to help define tactics and processes.
Strategic mgt agrb 428
This document provides an outline and introduction for an agribusiness strategic management course. The course aims to provide students with strategic management techniques for managing agribusinesses. The outline covers topics such as the strategic planning process, formulating agribusiness strategies, and integrating operations, marketing, finance, and human resources. The document provides an introduction to strategic management, defining it as a process that links strategic planning and decision making with day-to-day operations. It also discusses the strategic management process and the role of senior managers in leading the process.
Marketing Management Series 02
The document outlines the key steps in the strategic marketing planning process, including situational analysis, establishing organizational vision and mission, setting goals and objectives, developing functional strategies, implementation, and evaluation and control. It discusses how organizational vision and mission differ, with vision describing what the organization wants to become and mission describing its reason for existence. Goals and objectives should be specific, measurable, attainable, realistic and time-bound. Functional strategies must fit the needs of the functional area, be realistic given available resources, and be consistent with overall organizational goals. Implementation relies on employee commitment and motivation. Evaluation and control ensures plans stay on target with goals and objectives through coordination across functions.
Strategic management lecture2
This document provides an overview of strategic management concepts and topics that will be covered in a strategic management course. It discusses key concepts like vision, mission, objectives, internal and external analysis, strategy formulation and implementation. It outlines the traditional and modern flows of strategic management in organizations and the roles of different managers. The document also differentiates between deliberate and emergent strategies and provides criteria for developing objectives.
Bba chap 3 full
This document discusses strategic human resource management and developing an HR strategy. It begins with explaining how to conduct an environmental analysis and customize an HR strategy. It also discusses evaluating methods to gain stakeholder commitment and incorporating ethics. The document then covers monitoring HR practices, measuring HR strategy effectiveness, and identifying strengths/weaknesses in a firm's human capital. It provides examples of assessing competitive risks/opportunities in HRM and HR management processes. The document outlines constructing an HR strategy through environmental analysis and identifying gaps. It also discusses alternative HR strategies for different organizational contingencies.
Name 479 5 sm
Strategic management involves determining objectives, crafting strategies, and making strategic decisions to help achieve corporate goals. It includes five key tasks: developing a vision and mission, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance. Strategic decisions are concerned with the long-term direction of an organization and achieving advantages through strategic scope and environmental matching. Effective strategic management requires both crafting an appropriate strategy and successfully executing it.
Human Resource Questions.docx
This document provides an overview of strategic human resource management. It discusses key concepts like business models, costs, margins and strategic management processes. It outlines the requirements for HR to support organizational strategy, including having input into strategic planning and understanding strategic goals. The role of HRM in strategy formulation is described. Examples of strategic types like cost reduction and differentiation strategies are provided along with the related HR roles. Common corporate strategies like concentration, internal growth, mergers and acquisitions are summarized along with typical HR roles. Evaluation of strategy and the strategic management of the HR function are also briefly covered.
Strategic develop ppt
Before making any business or organizational goal into action there is significant need of strategic development and implementation.
Organizational capability
An Organization Should Approach All Tasks With The Idea That They Can Be Accomplished In A Superior Fashion
An organization capability refers to the way systems and people in the organization work together to get things done. The way leaders foster shared mindsets, orchestrate talent, encourage speed of change, collaborate across boundaries, and learn and hold each other accountable define the company's culture and leadership edge.
The firm’s ability to manage people
to gain competitive advantage.
• focuses on internal processes and systems for meeting customer needs
• creates organization-specific competencies that provide competitive advantage since they are unique
• ensures that employee skills and efforts are directed toward achieving organizational goals and strategies
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
“ Value Chain Analysis (VCA) is a process where a firm identifies its primary and support activities that add to its final product and then analysis to reduce costs or increase differentiation.”
“ Value Chain represents the internal activities a firm engages in when transforming inputs into outputs.”
Organizational Appraisal is the process of monitoring an organization’s internal environment to identify strengths and weaknesses that may influence the firms ability to achieve GOALS. It include identifying strengths and weaknesses.
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
A measurement of the quality
of an organization's policies, products, programs, strategies, etc., and their comparison with standard measurements, or similar measurements of its peers.
Balanced Scorecard, A Comprehensive Guide
The Balanced scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into action.
Provides an organization with feedback of both the internal business processes and external outcomes, which allows for continuous improvement of strategic performance and results.
Nerve center of an enterprise
The term “scorecard” signifies quantified performance measures and “balanced” signifies the system is balanced between:
Short-term and long term objectives
Financial and non-financial measures
Lagging and leading indicators
Internal and external performance perspectives
The concept of the balanced scorecard was first touted in the Harvard Business Review in 1992 in a paper written by Robert S Kaplan and David P Norton.
The paper introduced the idea of focusing on human issues as well as financial ones, and measuring performance across a much wider spectrum than businesses had done before.
Kaplan and Norton published their ideas in full in The Balanced Scorecard: Translating Strategy into Action in 1996 and it became a business bestseller.
The balanced scorecard is centered on four performance metrics or perspectives:
Customers
Internal processes
Financial
Learning and growth
When implemented properly, each one of these perspectives contains four subparts consisting of
Objectives
Measures
Targets
Initiatives
1.corporate strategy &policy overview
This document discusses corporate strategy and its components. It defines corporate strategy as decisions about products, locations, and organization structure to achieve objectives. Corporate strategy involves formulating a vision, mission, analyzing the external environment, identifying strategic options, setting long-term and annual objectives, developing functional strategies, policies, and institutionalizing the strategy. It also discusses the characteristics of corporate strategy, the levels of planning from corporate to functional, and the critical tasks of formulating mission, developing profiles, assessing the environment, analyzing options, and implementing and evaluating strategies.
An Introduction to Strategy
This document provides an overview of strategy, including definitions, types, levels, and frameworks for developing and measuring strategy. It defines strategy as a plan of action to achieve long-term goals and differentiates it from operational excellence. The document outlines various strategic frameworks like Porter's Five Forces, the Ansoff Matrix, and the Balanced Scorecard. It emphasizes starting with defining the company's purpose and vision, understanding the market and industry, and linking goals and metrics at all levels to measure strategic success.
Strategies, policies, and planning premises - MANAGEMENT PROCESS
The document discusses different levels of strategic management including corporate, business unit, functional, and single business unit levels. It also discusses strategic planning processes such as defining vision, mission, values, and developing strategies. Additionally, it covers the BCG matrix for classifying business units based on market growth and relative market share into stars, question marks, cash cows, and dogs. Finally, the key components of strategic planning like vision, mission, values, and strategies are defined.
What ISO Management Systems can learn from Balanced Scorecard?
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Production Possibility Frontiers.pptx
Production possibility frontiers show the maximum combinations of goods and services an economy can produce with limited resources. A PPF curve shows the trade-offs an economy faces between devoting resources to one good versus another. If an economy operates inside its PPF, resources are not being fully utilized; if outside the curve, full employment is not possible given available resources.
Road Pricing.pptx
Road pricing aims to reduce traffic congestion by charging drivers a fee to use busy roads during peak times. This helps to manage demand for road space and encourages some drivers to change their behavior by driving at less busy times or using alternative transport. However, there are also concerns about the potential negative impacts of road pricing such as costs to implement the scheme and the possibility that some drivers may be unable to pay the fees.
More Related Content
Similar to VMOS_SLIDES.pptx
Launch discussion slides 032017
The document outlines the importance of regularly reviewing business performance across key areas to understand how the business is performing, identify improvement opportunities, and adapt to changing market conditions. It provides guidance on assessing core business activities like products/services, industry trends, competition, target markets, marketing, supply chain, production, finances, human resources, and systems. Conducting a thorough review allows developing a strategic growth plan with SMART goals.
Week 01_Strategy
The document outlines the importance of regularly reviewing business performance across key areas to understand how the business is performing, identify improvement opportunities, and adapt to changing market conditions. It provides guidance on assessing core business activities like products/services, industry trends, competition, target markets, marketing, supply chain, production, finances, human resources, and systems. Conducting a thorough review allows developing a strategic growth plan with SMART goals.
503556154-Jeffrey-a-Mello-4e-Chapter-3-Strategic-Management.ppt
This document discusses how human resources can play a key role in each stage of the strategic planning process. It outlines 8 stages: 1) understanding the planning legacy, 2) creating a diverse planning team, 3) aligning with leadership goals, 4) analyzing current realities, 5) developing alternative options, 6) measuring progress, 7) deploying the plan, and 8) developing contingency plans. For each stage, it provides examples of how human resources can contribute their expertise to ensure a successful strategic planning process.
Organizational Design (OD): Core HRM Competency to Future proof organizations
This document discusses organizational design (OD) and its importance for future-proofing organizations. It defines OD as a methodology for identifying and addressing dysfunctional aspects of an organization's structures, systems and processes. The presentation outlines the benefits of OD, including improved efficiency and employee engagement. It also discusses critical success factors for OD, such as clear profit responsibilities. Models for OD are presented, including the five trademarks of agile organizations and Galbraith's star model of organizational design.
Strategic Management.pdf
This document discusses strategic management concepts including strategic analysis, selection, implementation, and Porter's generic strategy framework. Strategic analysis involves examining an organization's internal and external environment. SWOT analysis identifies internal strengths and weaknesses as well as external opportunities and threats. Strategic selection determines the best course of action based on strategic analysis. Implementation and management ensure proper resources and readiness to execute strategies. Porter's framework involves choosing low-cost or differentiation strategies with either broad or narrow scope.
HsG IDEAL business architecture model
The document describes IDEAL, a 7-step business architecture model that uses frameworks like the Baldrige criteria and Blue Ocean strategy tools to help organizations plan, design, and assess their performance through a virtual conference room and coaching sessions. It provides samples of the types of questions asked in each step to help organizations understand customer perceptions, opportunities for improvement, and develop a strategy for success. The process can also incorporate reengineering and problem-solving tools to help define tactics and processes.
Strategic mgt agrb 428
This document provides an outline and introduction for an agribusiness strategic management course. The course aims to provide students with strategic management techniques for managing agribusinesses. The outline covers topics such as the strategic planning process, formulating agribusiness strategies, and integrating operations, marketing, finance, and human resources. The document provides an introduction to strategic management, defining it as a process that links strategic planning and decision making with day-to-day operations. It also discusses the strategic management process and the role of senior managers in leading the process.
Marketing Management Series 02
The document outlines the key steps in the strategic marketing planning process, including situational analysis, establishing organizational vision and mission, setting goals and objectives, developing functional strategies, implementation, and evaluation and control. It discusses how organizational vision and mission differ, with vision describing what the organization wants to become and mission describing its reason for existence. Goals and objectives should be specific, measurable, attainable, realistic and time-bound. Functional strategies must fit the needs of the functional area, be realistic given available resources, and be consistent with overall organizational goals. Implementation relies on employee commitment and motivation. Evaluation and control ensures plans stay on target with goals and objectives through coordination across functions.
Strategic management lecture2
This document provides an overview of strategic management concepts and topics that will be covered in a strategic management course. It discusses key concepts like vision, mission, objectives, internal and external analysis, strategy formulation and implementation. It outlines the traditional and modern flows of strategic management in organizations and the roles of different managers. The document also differentiates between deliberate and emergent strategies and provides criteria for developing objectives.
Bba chap 3 full
This document discusses strategic human resource management and developing an HR strategy. It begins with explaining how to conduct an environmental analysis and customize an HR strategy. It also discusses evaluating methods to gain stakeholder commitment and incorporating ethics. The document then covers monitoring HR practices, measuring HR strategy effectiveness, and identifying strengths/weaknesses in a firm's human capital. It provides examples of assessing competitive risks/opportunities in HRM and HR management processes. The document outlines constructing an HR strategy through environmental analysis and identifying gaps. It also discusses alternative HR strategies for different organizational contingencies.
Name 479 5 sm
Strategic management involves determining objectives, crafting strategies, and making strategic decisions to help achieve corporate goals. It includes five key tasks: developing a vision and mission, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance. Strategic decisions are concerned with the long-term direction of an organization and achieving advantages through strategic scope and environmental matching. Effective strategic management requires both crafting an appropriate strategy and successfully executing it.
Human Resource Questions.docx
This document provides an overview of strategic human resource management. It discusses key concepts like business models, costs, margins and strategic management processes. It outlines the requirements for HR to support organizational strategy, including having input into strategic planning and understanding strategic goals. The role of HRM in strategy formulation is described. Examples of strategic types like cost reduction and differentiation strategies are provided along with the related HR roles. Common corporate strategies like concentration, internal growth, mergers and acquisitions are summarized along with typical HR roles. Evaluation of strategy and the strategic management of the HR function are also briefly covered.
Strategic develop ppt
Before making any business or organizational goal into action there is significant need of strategic development and implementation.
Organizational capability
An Organization Should Approach All Tasks With The Idea That They Can Be Accomplished In A Superior Fashion
An organization capability refers to the way systems and people in the organization work together to get things done. The way leaders foster shared mindsets, orchestrate talent, encourage speed of change, collaborate across boundaries, and learn and hold each other accountable define the company's culture and leadership edge.
The firm’s ability to manage people
to gain competitive advantage.
• focuses on internal processes and systems for meeting customer needs
• creates organization-specific competencies that provide competitive advantage since they are unique
• ensures that employee skills and efforts are directed toward achieving organizational goals and strategies
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
“ Value Chain Analysis (VCA) is a process where a firm identifies its primary and support activities that add to its final product and then analysis to reduce costs or increase differentiation.”
“ Value Chain represents the internal activities a firm engages in when transforming inputs into outputs.”
Organizational Appraisal is the process of monitoring an organization’s internal environment to identify strengths and weaknesses that may influence the firms ability to achieve GOALS. It include identifying strengths and weaknesses.
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
A measurement of the quality
of an organization's policies, products, programs, strategies, etc., and their comparison with standard measurements, or similar measurements of its peers.
Balanced Scorecard, A Comprehensive Guide
The Balanced scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into action.
Provides an organization with feedback of both the internal business processes and external outcomes, which allows for continuous improvement of strategic performance and results.
Nerve center of an enterprise
The term “scorecard” signifies quantified performance measures and “balanced” signifies the system is balanced between:
Short-term and long term objectives
Financial and non-financial measures
Lagging and leading indicators
Internal and external performance perspectives
The concept of the balanced scorecard was first touted in the Harvard Business Review in 1992 in a paper written by Robert S Kaplan and David P Norton.
The paper introduced the idea of focusing on human issues as well as financial ones, and measuring performance across a much wider spectrum than businesses had done before.
Kaplan and Norton published their ideas in full in The Balanced Scorecard: Translating Strategy into Action in 1996 and it became a business bestseller.
The balanced scorecard is centered on four performance metrics or perspectives:
Customers
Internal processes
Financial
Learning and growth
When implemented properly, each one of these perspectives contains four subparts consisting of
Objectives
Measures
Targets
Initiatives
1.corporate strategy &policy overview
This document discusses corporate strategy and its components. It defines corporate strategy as decisions about products, locations, and organization structure to achieve objectives. Corporate strategy involves formulating a vision, mission, analyzing the external environment, identifying strategic options, setting long-term and annual objectives, developing functional strategies, policies, and institutionalizing the strategy. It also discusses the characteristics of corporate strategy, the levels of planning from corporate to functional, and the critical tasks of formulating mission, developing profiles, assessing the environment, analyzing options, and implementing and evaluating strategies.
An Introduction to Strategy
This document provides an overview of strategy, including definitions, types, levels, and frameworks for developing and measuring strategy. It defines strategy as a plan of action to achieve long-term goals and differentiates it from operational excellence. The document outlines various strategic frameworks like Porter's Five Forces, the Ansoff Matrix, and the Balanced Scorecard. It emphasizes starting with defining the company's purpose and vision, understanding the market and industry, and linking goals and metrics at all levels to measure strategic success.
Strategies, policies, and planning premises - MANAGEMENT PROCESS
The document discusses different levels of strategic management including corporate, business unit, functional, and single business unit levels. It also discusses strategic planning processes such as defining vision, mission, values, and developing strategies. Additionally, it covers the BCG matrix for classifying business units based on market growth and relative market share into stars, question marks, cash cows, and dogs. Finally, the key components of strategic planning like vision, mission, values, and strategies are defined.
What ISO Management Systems can learn from Balanced Scorecard?
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Similar to VMOS_SLIDES.pptx (20)
503556154-Jeffrey-a-Mello-4e-Chapter-3-Strategic-Management.ppt
503556154-Jeffrey-a-Mello-4e-Chapter-3-Strategic-Management.ppt
Organizational Design (OD): Core HRM Competency to Future proof organizations
Organizational Design (OD): Core HRM Competency to Future proof organizations
Strategies, policies, and planning premises - MANAGEMENT PROCESS
Strategies, policies, and planning premises - MANAGEMENT PROCESS
What ISO Management Systems can learn from Balanced Scorecard?
What ISO Management Systems can learn from Balanced Scorecard?
More from OsamaNur
Production Possibility Frontiers.pptx
Production possibility frontiers show the maximum combinations of goods and services an economy can produce with limited resources. A PPF curve shows the trade-offs an economy faces between devoting resources to one good versus another. If an economy operates inside its PPF, resources are not being fully utilized; if outside the curve, full employment is not possible given available resources.
Road Pricing.pptx
Road pricing aims to reduce traffic congestion by charging drivers a fee to use busy roads during peak times. This helps to manage demand for road space and encourages some drivers to change their behavior by driving at less busy times or using alternative transport. However, there are also concerns about the potential negative impacts of road pricing such as costs to implement the scheme and the possibility that some drivers may be unable to pay the fees.
Buffer Stocks Schemes.pptx
Government buffer stock schemes seek to stabilize prices and incomes in agricultural markets. Buffer stock schemes involve governments buying excess supply of agricultural commodities when prices are low, and selling from these stockpiles when prices rise. This helps smooth out volatility in prices and farm incomes. However, many buffer stock schemes have failed or been dismantled in recent decades due to high costs of administration and storage. Setting the appropriate target price that balances buying and selling is also difficult for buffer stock managers.
Commodity Markets.pptx
Commodity markets allow farmers and producers to sell standardized products like grains, metals, and energy sources. These markets provide a place for supply and demand to determine a single price for each commodity. Participants in commodity markets can hedge against unpredictable price changes by entering future contracts that guarantee a sale price for commodities to be delivered at a later date.
Cross Price Elasticity of Demand.pptx
Cross-price elasticity of demand measures the responsiveness of the quantity demanded for one good to a change in the price of another good. It shows whether goods are substitutes or complements. A positive cross-price elasticity means the goods are substitutes, while a negative value means they are complements.
7-S Framework.pptx
The 7-S Framework outlines seven key factors that influence an organization's ability to implement strategies: strategy, structure, systems, shared values, style, staff, and skills. These interconnected factors must be aligned for successful strategy implementation, as inattention to one can undermine others. The framework helps assess an organization's strengths and weaknesses across these factors to determine where tasks need to be performed to fill gaps and develop capabilities for implementing planned strategies.
chap01-intro.pptx
The document summarizes key concepts from Chapter 1 of the textbook "Strategic Management: Concepts and Cases" 8th edition. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to enable an organization to achieve its objectives. The strategic management process involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. The document also outlines several benefits of strategic management for organizations and some pitfalls to avoid.
Developing Sustainable Advantage (SCA).pptx
The document discusses two main approaches to developing sustainable competitive advantage (SCA): the industrial organization (I/O) approach and the resource-based view (RBV) approach. The I/O approach argues that external industry factors are most important, while the RBV contends that internal resources are key. Effective strategy requires understanding both external and internal factors. Core competencies that are rare, valuable, and difficult to imitate can provide SCA if they allow access to markets and delivery of customer value that competitors cannot duplicate.
Developing Sustainable Advantage (SCA)-1.pptx
The document discusses two main approaches to developing sustainable competitive advantage (SCA): the industrial organization (I/O) approach and the resource-based view (RBV) approach. The I/O approach argues that external industry factors are most important, while the RBV contends that internal resources are key. Effective strategy requires understanding both external and internal factors. Core competencies that are rare, valuable, and difficult to imitate can provide SCA if they allow access to markets and delivery of customer value that competitors cannot duplicate.
external_analysis.pptx
This document discusses Porter's Five Forces model for analyzing competition within an industry. It provides details on each of the five competitive forces - rivalry among existing firms, threat of new entry, threat of substitutes, bargaining power of suppliers, and bargaining power of buyers. For each force, it identifies factors that determine the strength of that competitive force and implications for profitability. It then applies this framework to analyze the tertiary education industry in Metro Manila, identifying key rivals, potential entrants, substitutes, suppliers, and buyers that influence competition.
internal_analysis.pptx
This document outlines the process for conducting internal and external strategic assessments for a business. It discusses evaluating various functional areas such as marketing, finance, production, and management to identify strengths and weaknesses. Key steps involve assigning weights to each factor based on importance, rating the company's performance on each factor, and calculating weighted scores to determine the overall internal and external assessments. The goal is to develop objectives and strategies that capitalize on strengths and overcome weaknesses based on opportunities and threats in the external environment.
sample strategy implementation 7-S.pptx
The document analyzes the internal strengths and weaknesses, as well as external opportunities and threats, of Garpaz Enterprises. It then proposes short-term and long-term strategies. The short-term strategies focus on professionalizing management, increasing marketing efforts, and maximizing revenue from existing assets. A one-year financial forecast projects higher revenues and profits as a result. Key financial ratios show improved liquidity, profitability, and leverage. The long-term strategies center on repurposing assets and investing in new opportunities from regional economic growth.
strategies for going global.pptx
The document discusses various options for entrepreneurs pursuing international markets, including exporting, nonequity arrangements like licensing, and direct foreign investment through partnerships, mergers, and acquisitions. It notes that entrepreneurs should consider factors like environmental analysis, strategic planning, and market characteristics when going global. Exporting, licensing, and management contracts are options that allow entrepreneurs to enter markets without direct equity investment.
strategies for managing growth.pptx
This document discusses various strategies for growing a business and managing the implications of growth. It covers product life cycles, different growth strategies including penetration, market development, product development and diversification. It also discusses overcoming pressures on firm growth related to financial resources, human resources, employee management, and the entrepreneur's time. Finally, it discusses categories of growth and the statement that a history of success can make you a failure if you don't continue to adapt and pursue new opportunities.
strategies_ending the venture.pptx
This document discusses various topics related to ending a business venture, including failure, bankruptcy, and succession planning. It provides guidance on recognizing warning signs of bankruptcy and developing a turnaround plan. It also explores options for harvesting or exiting a business, such as direct sale, employee stock options, or management buyout. Finally, it addresses issues to consider for succession planning, such as committing senior management and defining job descriptions, and tips for transferring the business to family or non-family members.
STRATEGYFORMULATION.pptx
The document discusses various aspects of strategy formulation including generating alternatives, evaluating advantages and disadvantages, and selecting specific courses of action. It describes key components of strategic formulation such as the input and matching stage, internal and external factor analysis, and developing corporate, business unit, and functional strategies. Various growth, intensive, diversification, and defensive strategies are defined, such as forward integration, market penetration, and joint ventures, along with guidelines for implementing each type of strategy.
PCNC-Guidebook-on-the-Basics-of-NGO-Governance.pdf
The document provides an overview of small and newly formed NGOs in the Philippines, noting their close connection to communities but limited resources and experience with governance. It introduces the Philippine Council for NGO Certification (PCNC) which aims to promote good governance among NGOs and certifies those that meet its standards, bringing benefits like eligibility for tax exemptions. The guidebook then seeks to support small NGOs' learning of governance basics as they work to improve their operations and potentially pursue PCNC certification in the future.
More from OsamaNur (17)
PCNC-Guidebook-on-the-Basics-of-NGO-Governance.pdf
PCNC-Guidebook-on-the-Basics-of-NGO-Governance.pdf
Recently uploaded
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Credit Management training seminar power point presentation
Credit management training seminar presentation
原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
学校原件一模一样【微信：741003700 】《(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Employment Practices Regulation and Multinational Corporations
Employment Practices Regulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Comparing Stability and Sustainability in Agile Systems
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
实体公司，专业可靠，办理加拿大毕业证|办美国成绩单|做德国文凭学历认证|办新西兰学位证，办澳洲文凭认证，办留信网认证（网上可查，实体公司，专业可靠）铸就十年品质！信誉！实体公司！
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
20240608 QFM019 Engineering Leadership Reading List May 2024
Everything I found interesting about Engineering Leadership in May 2024
Chart--Time Management.pdf How to time is spent
Time management is foundation for any successful activity.
Resource-mobilization-guide-for-community-based-organizations1.pdf
resource mobilization guidebook for comminute based organizations
Public Speaking Tips to Help You Be A Strong Leader.pdf
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The Management Guide: From Projects to Portfolio
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Conflict resololution,role of hr in resolution
Conflict resolution techniques in modern day organizations is critical for overall productivity
12 steps to transform your organization into the agile org you deserve
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...William (Bill) H. Bender, FCSI
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Credit-Management seminar for cooperative power point presentation
Credit-Management seminar for cooperative power point presentation
原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
学校原件一模一样【微信：741003700 】《(澳洲WSU毕业证书)西悉尼大学毕业证、文凭证书》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Risk-Management-presentation for cooperatives
Power point presentation for risk management for cooperatives
Recently uploaded (20)
Credit Management training seminar power point presentation
Credit Management training seminar power point presentation
Employment Practices Regulation and Multinational Corporations
Employment Practices Regulation and Multinational Corporations
Comparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile Systems
20240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 2024
Resource-mobilization-guide-for-community-based-organizations1.pdf
Resource-mobilization-guide-for-community-based-organizations1.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdf
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
Credit-Management seminar for cooperative power point presentation
Credit-Management seminar for cooperative power point presentation
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi: A Legacy in Finance and Leadership
VMOS_SLIDES.pptx
- 2. STRATEGIES • Best means by which an organization can achieve its desired goals • Four types of strategizing: – Adaptive strategizing – Ideological strategizing – Creative strategizing – Rational, sequential, and analytical strategizing
- 3. Adaptive Strategizing • Assess opportunities as they come along, evaluate the risks of pursuing these opportunities, and make decisions according to set criteria • Examples: building blocks, locomotive train, hub and spokes, molecules, chess game, amoeba, niching
- 4. Ideological Strategizing • Basis for strategies are espoused set of beliefs, philosophies or ideologies • Examples: Christianity and Islam, Capitalist and Socialist, Republicans and Democrats, cause-oriented groups, NGOs
- 5. Creative Strategizing • Concerned about inventing new products and services, innovating on new technologies, and processes and discovering or uncovering new markets
- 6. Best Practices of Highly Creative Enterprises • How are the enterprises organized and structured? • How are creative people hired and nurtured? • What kinds of environment is needed to foster creativity and innovation? • What creative thinking tools or techniques are used? • What are the processes employed to generate, evaluate, and choose creative ideas? • How are the creative teams motivated and rewarded? • What kind of organizational culture do these organizations possess? • Who in the organization promotes and champions creativity?
- 7. Rational, Sequential and Analytical Strategizing • Follows step-by-step process using logical reasoning – Top down • starts from futuristic vision of the organization -> mission statement -> objectives -> key result areas -> performance indicators -> strategies -> objectives/action plans ->activities -> tasks – resources required – Bottom up • Realities of the external (O and T) and internal (S and W) environments • Matching OT with SW SWOT analysis allows development of strategic options
- 8. SOURCE: MORATO, E.(2006), Strategic Planning and TOP DOWN & BOTTOM UP PLANNING
- 9. Vision • Futuristic picture of the enterprise, described in words or a vision statement • Timebound, ambitious but realistic, and with geographical and target market (customer and product) focus
- 10. Mission/Goals • Proclaims the basic purpose for the existence of the organization • Specifies product or service to be rendered, defines the market. • For whose benefit is it being established? • Two main stakeholders are the owners and the employees whose desire for better lives must be satisfied
- 11. Objectives • Measurable end results, usually center around major ends: – Increasing profits – Expanding markets – Satisfying customers with quality products and services – Providing reasonable compensation and benefits to employees
- 12. Key Result Areas (KRAs) • Attainment of objectives or measurable end results can be manifested and measured by KRAs • KRAs are qualitative manifestations or proofs that the objectives are being achieved
- 13. Performance Indicators (PIs) • KRAs must be converted into numerical performance indicators • PIs are exact quantifications of the KRAs • PIs or outcomes fall into any of the six R’s – Reach – Recognition – Ratings – Revenues – Returns – Responsiveness
- 14. Strategies • In how many ways can the performance indicators be attained? – ALTERNATIVE STRATEGIC OPTIONS SHOULD BE SUBSTANTIALLY DIFFERENT FROM ANOTHER (MUTUALLY EXCLUSIVE) – MAJOR MOVE OR SIGNIFICANT CHANGE IN THE OVERALL DIRECTION OF THE ORGANIZATION
- 15. Types of Strategies • Generic Strategies – Cost leadership – Differentiation – Focus-Cost Leadership – Focus-Differentiation • Functional Area Strategies – Marketing Strategies – Operations/Production Strategies – Financial Strategies – Information Systems Strategies – Human Resource Strategies
- 16. Functional Strategies • Marketing strategies – Segmentation strategies – Target market selection strategies – Differentiation strategies – Marketing Mix strategies
- 17. Functional Strategies • Operations Methods – Production process strategies – Capacity strategies – Location strategies – Work Design strategies – Layout strategies
- 18. Functional Strategies • Financial and Accounting Strategies – Evaluating financial performance – Financial forecasting, planning and budgeting – Financing mix
- 19. Functional Strategies • Information System Strategies – Manual – Computer Based • Types of Information Systems for Entrepreneurial Ventures – Transaction Processing System (TPS) – Office Automation System (OAS) – Management Information System (MIS) – Decision Support System (DSS) – Executive Support System (ESS)
- 20. Activities • Undertakings of groups within an organization to accomplish the programs assigned to different group – Specify what the various groups must do to accomplish the program – Include all important actionable work plans that must be achieved
- 21. Tasks • What individuals in the organizations do to ensure that the activities are done. • An activity is a set of tasks – details of what must be executed within a specific time frame
- 22. Resources • Tasks demand certain amounts of resources • Resources are the inputs required to deliver tasks, activities, programs and strategies • Resources can be stated in terms of 3 P’s of People, Pesos and Physical Assets • Alternatively, resources can be in terms of the six M’s of input: money, manpower, machinery and equipment, materials, methods and management