...New Oxford, a green environment. In becoming a part of the New Oxford community, M-Core will have an opportunity to embrace and become involved with the community’s needs and the environment that has become protected, helping to secure the future of the people while working within the company’s estimated budgets and timeframes. Describe the Situation Issue and Opportunity Identification M-Core is having difficult y negotiating acceptable deals with the remaining homeowners causing delays towards the development of the new research and development facility. The opportunity M-Core has is to develop creative ideas to resolve the conflict with the resistant homeowners by creating an alliance with Nature’s Gift Society through the implementation of a green plan during planning, developing, and implementing phases of their new facility. By creating the alliance, Nature’s Gift may ease the negotiations with the homeowners, minimize the need for legal actions to take the properties from the remaining homeowners, and avoid need for the Mayor’s involvement. Stakeholder Perspectives/Ethical Dilemmas M-Core desires to gain additional acreage to develop their facility to create the “chip” and a better workplace, while developing on land that displays serenity to inspire and relax employees. They face the dilemma of seeming heartless as they force homeowners from their properties. If development is delayed, they will lose their competitive edge above the others in the industry...
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...In this paper I will attempt to help Gene One solve their current problems that they are experiencing as a result of poor planning by management with a new IPO strategy. Although I believe that they were looking out for the company’s/employees’ best interest, the lack of a solid game plan has led us to this point where the working relationship between management has failed. While attempting to uncover the optimal solution I will look at the factors that should be considered when evaluating all options. My hopes are to bring to light why one solution is better than the next as it relates to the vision and goals of the company. This will be done by examining evidence from outside sources that have been through similar situations. This solution will be centered on transformational leadership and organizational culture. By identifying the primary causes of the failed strategy’s implementation, I will dissect and attempt to salvage the IPO strategy that Gene One will still need to carry out. In reading this scenario, one thing obvious from the onset; the senior leadership team at Gene One is not all on the same page. Anytime there is a culture change within an organization there will be resistance by some to change. In the case of Gene One they are no more immune than any other company. Evidence of this could be seen from the interactions of Teri and Michelle at the 1st leadership meeting after the board’s approval of the IPO plan. “What’s the matter, Michelle? Not finding enough...
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... INTRODUCTION Background information about the client.(would be provided by the saxion research center) The reason for the thesis project and the relevance of the thesis for the client: This thesis seeks to identify how to incorporate sustainability into facility management at Saxion by identifying the needs of international students residing at the University’s accommodation facilities. This thesis will advise Saxion director of facility management on how to incorporate sustainability in its facility management practices in order to minimize life-cycle costs of assets, preserve the environment, and better the lives of employees and other stakeholders such as students, teachers and suppliers. Project objective formulation: The facility management process at Saxion University has no sustainability component associated with it. However, the facility management profession has reached a stage in which sustainability is indispensable. Therefore Saxion University will like to know how to incorporate sustainability into its facility management process. This thesis is to help gain insight, identify, and understand the barriers and gaps which inhibit the inclusion of sustainability in current facility management at Saxion University as well as to provide foundational information on how sustainable facility management can be designed for people from different cultures (international students)...
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...Problem Solution: Intersect Investment Services Intersect Investment Services (IIS) is a financial services industry company which has been struggling to survive in a market which has been in constant state of flux, never certain and always chaotic (University of Phoenix, 2008). IIS has “barely managed to survive, but resisted making a drastic, strategic shift” (University of Phoenix, 2008, p. 1). The changed market conditions have led to the changed vision of IIS which is: “Provide a broad set of products and services to consumer and small business customers using a model of customer intimacy that will build long-term relationships based on trust and value to the customer” (University of Phoenix, 2008, p. 1). This new vision has not been realized yet and therefore, the Executive Vice President of Marketing and Sales has been released of his duties and was replaced by Janet Angelo as new Executive VP of Marketing and Sales. A number of reasons contribute to the fact that why the transformation of IIS was not successful and these reasons are (1) no clear communication about how the change should take place, (2) no explaining and reinforcing on why the change should take place, (3) resistance to the change of key personnel, and (4) the goals to achieve were not aligned with the new strategy. No clear communication has been identified by Kreitner and Kinicki (2004) as one of the main reasons why organizational change initiatives fail. The communication of organizational change...
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...Topic: MARKETING PLAN FOR CREATIVE DESIGN & CULTURAL FASHION IN NIGERIA Project: ESTABLISHMENT OF HIGH-END FASHION CENTRE FOR TRADITIONAL / CULTURAL ATTIRES FOR NIGERIAN PEOPLE (MALE & FEMALE / OLD & YOUNG) Prepared By IKPIMA, MFON EYIBIO Student ID: H00023735 MASTERS OF SCIENCE, INFORMATION SYSTEMS MANAGEMENT UNIVERSITY OF LIVERPOOL REVISION HISTORY | Revision | Description of Change | Author | Effective Date | Project 1 | Introduction & Table of Content | Mfon Ikpima | 22/03/2013 | Project 2 | Situation Analysis | Mfon Ikpima | 29/03/2013 | Project 3 | Strengths, Weaknesses, Opportunities, and Threat Analysis | Mfon Ikpima | 03/04/2013 | | Objectives & Issues | | | Project 4 | Product Strategy | Mfon Ikpima | 10/04/2013 | Project 5 | Marketing Strategy | Mfon Ikpima | 17/04/2013 | Project 6 | Distribution Strategy | Mfon Ikpima | 22/04/2013 | Project 7 | Action Programs | Mfon Ikpima | 28/04/2013 | ------------------------------------------------- Table of Content Page Revision History ………………………………………………………………. 1 Content Page ………………………………………………………………………. 2 1.0 Introduction ………………………………………………………………………. 4 2.0 Situation Analysis ……………………………………………………………… 5 (a) Market Description ……………………………………………………... 5 i. Segment 1: Geographic ...…………………………………………... 5 - 6 1. Description ……………………………………………………... 6 2. Expected % of Sales …………………………………………….. 6 3. What Consumers Want ……………………………………...
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...The Importance Of Corporate Ethics and Values: Building a Sustainable Strategy Model for Effective Implementation of Good Corporate Governance within a State-Owned Enterprise in South Africa. A Research Study Presented to the Graduate school of Business Leadership University of South Africa In Fulfillment of the Requirements for the MASTERS DEGREE IN BUSINESS LEADERSHIP UNIVERSITY OF SOUTH AFRICA Prepared by Lazarus Docter Mokoena (called Bonga) [Student No: 0555-418-7] Tel: 011-217 1187 (Work); 011-679 5486 (Home) Cell: 082 466 6896 SUPERVISOR: PROFESSOR M.H. CROSBIE FINAL RESEARCH REPORT November 2005 TABLE OF CONTENTS EXECUTIVE SUMMARY ............................................................................. 4 CHAPTER 1 ............................................................................................... 8 1. 1.1 1.2 1.3 1.4 1.5 1.6 INTRODUCTION................................................................................. 8 ESKOM’s COMPANY BACKGROUND ................................................ 8 ESKOM’s BUSINESS CONDUCT POLICY .......................................10 PURPOSE OF THE RESEARCH .......................................................12 PROBLEM STATEMENT .................................................................14 IMPORTANCE AND BENEFITS OF STUDY .....................................17 RESEARCH PROPOSITIONS AND HYPOTHESIS ...........................18 1.6.1 Propositions ...................................
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...Thompson−Strickland−Gamble: Crafting and Executing Strategy: Concepts and Cases, 16th Edition I. Concepts and Techniques for Crafting and Executing Strategy 1. What Is Strategy and Why Is It Important? chapter one © The McGraw−Hill Companies, 2008 1 What Is Strategy and Why Is It Important? Strategy means making clear-cut choices about how to compete. —Jack Welch Former CEO, General Electric A strategy is a commitment to undertake one set of actions rather than another. —Sharon Oster Professor, Yale University The process of developing superior strategies is part planning, part trial and error, until you hit upon something that works. —Costas Markides Professor, London Business School Without a strategy the organization is like a ship without a rudder. —Joel Ross and Michael Kami Authors and Consultants Thompson−Strickland−Gamble: Crafting and Executing Strategy: Concepts and Cases, 16th Edition M I. Concepts and Techniques for Crafting and Executing Strategy 1. What Is Strategy and Why Is It Important? © The McGraw−Hill Companies, 2008 anagers face three central questions in evaluating their company’s business prospects: What’s the company’s present situation? Where does the company need to go from here? How should it get there? Arriving at a probing answer to the question “What’s the company’s present situation?” prompts managers to evaluate industry conditions and competitive pressures, the company’s current performance and market standing, its resource strengths...
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...Communicating Corporate Social Responsibility - A Discussion of the CSR Phenomenon and CSR Communication, With Empirical Focus on NOKIA Author: Martin Lykke Jacobsen (271128) Supervisor: Dorrit Bøilerehauge June 2006 MA in International Business Communication – International Marketing, Communication & Public Relations (Cand.ling.merc. – International Informationsmedarbejder) Faculty of Language and Business Communication, English Department, Aarhus School of Business Table of Contents 1 Introduction .............................................................................................................................. 1 1.1 1.2 1.3 1.4 2 Purpose ........................................................................................................................... 1 Theory and Method ......................................................................................................... 2 Delimitation .................................................................................................................... 4 Structure ......................................................................................................................... 6 Corporate Social Responsibility ........................................................................................... 8 2.1 Defining CSR................................................................................................................... 8 2.1.1 Corporate Citizenship ..................
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...Fashion Industry Analysis From the Perspective of Business Model Dynamics Author: Lisa Gockeln University of Twente P.O. Box 217, 7500AE Enschede The Netherlands ABSTRACT The fashion industry is a dynamic and volatile place, continuously exposed to macro-environmental factors that trigger fashion business models to change. The fast fashion model is currently at the forefront of the apparel market casting questions on whether its underlying philosophy is about to change as well. Therefore, the purpose of this study is to identify external drivers that might lead to such dynamic changes in the fast fashion model. Moreover, it will be investigated whether these may allude to a possible convergence to the newly emerged slow fashion model which is currently trying to penetrate the fashion market. The international retailer Zara has served as fast fashion representative for this analysis and has been examined for business model adjustments, which might have been triggered by macroenvironmental factors. It was found that especially social, environmental and technological factors have influenced developments in the fast fashion model and that it has indeed adopted slow fashion principles in some of its building blocks to respond to such emerging trends. The future of the fashion industry appears to be tailored by such externalities, continuously reshaping the fast fashion model to eventually arrive at a version that brings a long-lasting competitive edge. However...
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...INTRODUCTION People need competence to perform tasks. The nature of the job is constantly changing due to changes in the environment, changes in organizational priorities, goals and strategies, changes in technology etc., higher degree and quality of performance of tasks requires higher level of competence in people of an organization is essential to achieve the organizational goals and objectives. One of the important mechanism of HR Department is that TRAINING, which is a commonly used term which has a wide variety of connotations depending on one’s experience and background. Training and development programs are necessary in any organization for improving the quality of work of the employees at all levels particularly in a word of fast changing technology, changing values and environment. The purpose of both is similar, the main difference between the two is in respect to the level of employees for whom these are meant and contents and techniques employed. HUMAN RESOURCE MANAGEMENT Meaning: Human Resource Management (HRM) is a management function that helps mangers recruit, select, train and develops members for an organization. Obviously, HRM is concern with the people’s dimension in organizations. Human resource management refers to a set of programs, functions and activities designed and carried out in order to maximize both employees as well as organizational effectiveness. It is the process of binding people...
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...Innovative Business Practices Innovative Business Practices: Prevailing a Turbulent Era Edited by Demetris Vrontis and Alkis Thrassou Innovative Business Practices: Prevailing a Turbulent Era, Edited by Demetris Vrontis and Alkis Thrassou This book first published 2013 Cambridge Scholars Publishing 12 Back Chapman Street, Newcastle upon Tyne, NE6 2XX, UK British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Copyright © 2013 by Demetris Vrontis and Alkis Thrassou and contributors All rights for this book reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. ISBN (10): 1-4438-4604-X, ISBN (13): 978-1-4438-4604-2 TABLE OF CONTENTS Chapter One ................................................................................................. 1 Knowledge Hybridization: An Innovative Business Practices to Overcome the Limits of the Top-Down Transfers within a Multinational Corporation Hela Chebbi, Dorra Yahiaoui, Demetris Vrontis and Alkis Thrassou Chapter Two .............................................................................................. 17 Rethinking Talent Management in Organizations: Towards a Boundary-less Model Carrie Foster, Neil Moore and Peter Stokes Chapter Three .......
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...Better energy MERIDIAN ENERGY LIMITED ANNUAL REPORT 2014 for the year ended 30 June 2014 02 ny C omp a e r v iew ov 04 from Re p o r t ir an d o u r C h a ut ive E xe c C hie f The nu 50 mbers 6.7 % 13.01 Total dividend in FY2014 EBITDAF 1 ahead of prospectus CENTS PER SHARE $ 24 . 3% higher than forecast in the prospectus, including a 2 .00cps special dividend. Invested in communities and environmental projects 3.5M 2 New wind farms generating electricity Delivering on our commitment to shareholders In our first full-year results after partially listing on the New Zealand and Australian stock exchanges in October 2013, we have achieved solid results for shareholders. EBITDAF 1 , a key indicator of profitability, has exceeded the prospectus forecast by $36.9 million (6.7%). We have also delivered a higher-thanforecast full-year cash dividend for our shareholders, resulting in a 21.8% total shareholder return 2 to 30 June 2014 . 2014 highlights FRONT COVER Jeremy Takao, Russell School, Porirua, helping to celebrate first power at Meridian’s new Mill Creek wind farm near Wellington in May 2014. Meridian Energy Limited Annual Report for the year ended 30 June 2014 IN THIS REPORT 2 4 8 10 12 18 22 26 Company overview Report from our Chair and Chief Executive Our Board Our executive team Customers Generation Environment Community 30 People 34 Summary of Group performance 40 Directors’ statement 35.3 % Average...
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...Contingency Planning – Worst and Best Case Scenarios 26 Integrated Functional Plans – Action Steps 27 Implementation Considerations 27 Monitoring and Evaluation 28 -42 Short Cut – Simplified Planning Model 43-57 Section 3: Sample Plan 58 Points to Remember Introduction This document is intended to provide the reader with information about strategic planning. It is organized into three sections to help the reader better understanding what strategic planning is about and how it is done. We have also provided a sample plan for your review. The complexity of your plan will depend upon the size and complexity of your organization. Smaller organizations may not need a complex plan while larger and/or more complex organizations may require more time, people and other resources to develop and implement their plan. Section one of this document will cover the “What” and...
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...Contingency Planning – Worst and Best Case Scenarios 26 Integrated Functional Plans – Action Steps 27 Implementation Considerations 27 Monitoring and Evaluation 28 -42 Short Cut – Simplified Planning Model 43-57 Section 3: Sample Plan 58 Points to Remember Introduction This document is intended to provide the reader with information about strategic planning. It is organized into three sections to help the reader better understanding what strategic planning is about and how it is done. We have also provided a sample plan for your review. The complexity of your plan will depend upon the size and complexity of your organization. Smaller organizations may not need a complex plan while larger and/or more complex organizations may require more time, people and other resources to develop and implement their plan. Section one of this document will cover the “What” and...
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...Annual Report 2013 Delighting and inspiring our customers Our five-point plan underpins the business to ensure sustainability. We are also adapting the business to meet current challenges, and with an eye to the future we are embracing innovation and engaging with our customers in new and exciting ways. Annual General Meeting The fourth Annual General Meeting of Myer Holdings Limited will be held on Wednesday 20 November 2013 at 11.00am (Melbourne time) in Mural Hall. Mural Hall Level 6, Myer Melbourne Store Bourke Street Mall Melbourne VIC 3000 Myer Holdings Limited ABN 14 119 085 602 Front cover image: JAG Handbags – Melbourne City Store Right: MAC Cosmetics – Melbourne City Store Improve customer service Enhance our merchandise offer PA G E 0 8 PA G E 1 1 Strengthen our loyalty offer PA G E 1 3 Build a leading omni-channel offer Optimise our store network PA G E 1 6 PA G E 1 4 Contents 02 About Myer 04 Report by Chairman Joint and Chief Executive Officer 06 Operating and Financial Review 18 Sustainability 24 26 28 40 47 Board of Directors Management Team Corporate Governance Statement Directors’ Report Remuneration Report 66 Financial Report 112 Auditor’s Independence Declaration 113 Independent Auditor’s Report 115 Shareholder Information IBC Corporate Directory 02 MYER Annual Report 2013 66 brands which are owned or licensed and distributed exclusively by Myer...
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