...552 Levels of organisation 553 Underlying features of organisation structure 555 Division of work 557 Centralisation and decentralisation 560 Principles of organisation 561 Span of control 562 The chain of command 563 The importance of the hierarchy 564 Formal organisational relationships 566 Project teams and matrix organisation 569 Effects of a deficient organisation structure 572 Organisation charts 573 Empowerment and control 574 Synopsis 576 Review and discussion questions 577 Management in the news: A taxing merger 577 Assignments 1 and 2 578 Personal awareness and skills exercise 579 Case study: Zara: a dedicated follower of fashion 580 Notes and references 582 15 Patterns of Structure and Work Organisation 585 Variables influencing organisation structure 586 The contingency approach 586 Size of organisation 588 Technology 589 The Woodward study 589 Major dimensions of technology: the work of Perrow 593 Environment 594 The Burns and Stalker study 594 ‘Mixed’ forms of organisation structure 595 The Lawrence and Lorsch study 597 Evaluation of the contingency approach 598 Contribution of contingency theory 600 Culture as a contingent factor 601 The changing face of the workplace 603 The demand for flexibility 605 The shamrock organisation 608 Structure and organisational behaviour 611 Synopsis 613 Review and discussion questions 614 Management in the news: Independents will always have their day 614 Assignments 1 and 2 615 Personal...
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...Mission of UTM 4 Motto of UTM 4 International Business School (IBS) In Brief 5 Vision of UTM IBS 5 Mission of UTM IBS 5 Core Values 5 Client Charter 6 UTM IBS Organization Chart 7 Postgraduate Administrator 8 Graduate Faculty 9 Enrolment and Duration Of Studies 13 Change of Program Of Study, Type of Registration, And Mode of Study 13 Withdrawal (TD) of a Course 14 Attendance 14 Academic Load 14 Credit Exemption and Transfer 15 Grading System 16 Academic Standing 17 Deferment, Suspension and Termination 18 2 ACADEMIC GUIDELINES ACADEMIC PROGRAMMES MASTER OF BUSINESS ADMINISTRATION (MBA) 20 21 Introduction MBA Course Structure Programme Specifications and Learning Outcomes 23 Course Synopsis 26 21 DOCTOR OF BUSINESS ADMINISTRATION (DBA) Programme Specifications and Learning Outcomes DBA Course Structure 38 41 OTHER INFORMATION REFERENCES UTM IBS Postgraduate Student Society (PGSS) 42 43 3 ACADEMIC GUIDELINES OVERVIEW / BACKGROUND OF UTM The main campus of Universiti Teknologi Malaysia (UTM) is located in a strategic area of 1,177 hectares in the Iskandar Development Region, Johor.UTM has another campus known as the UTM Kuala Lumpur, Jalan Semarak with an area of 18 hectares. The history of UTM began in 1904 as a Treacher Techical School and was later upgraded to a Technical School in 1906. In 1942 the Technical School was upgraded to a TechicalCollege located at High Street (now known as Jalan Bandar)...
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...| |To apply an understanding of marketing strategies such as understanding terms, concepts, and principles relevant to planning and formulating | | |marketing strategies for appropriate product or services | | |To gain experiences in making effective marketing decisions via using the case learning approach | | |Transferable Skills: | | |Through lecture in classroom and presentation. | | |Teaching-learning and assessment strategy | | | | | |Knowledge of Discipline Area | | |Practical Skills | | |Problem solving and scientific skills ...
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..._____________________________________________________________________ 1. SYNOPSIS This is a continuation of Audit and Assurance 1. It intends to strengthen and enhance the students’ understanding in auditing. Among the topics that will be discussed are code of ethics, auditors’ liability and in-depth explanations on analytical procedures, computer assisted audit techniques, audit sampling, materiality and audit risk, group audit and current issues facing the auditing profession. This course will justify other activities than financial statement audit that can be performed by a public accountant like performance/operational audit, internal audit and compliance audit. 2. COURSE OBJECTIVES This course intends the student: 1. To comprehend applicable regulations, legal responsibilities and ethical standards and current issues facing the audit profession. 2. To appreciate the concepts of internal control system and the use of computer assisted audit techniques in auditing a computerised environment. 3. To understand and apply audit risk, materiality, and statistical and non statistical audit sampling techniques. 4. To be familiar with related issues in audit completion, group audit, internal audit and related audit services and other services that can be provided by the public accounting firms. 3. LEARNING OUTCOMES Upon completion of the course, students will be able to: 1. Explain the professional conduct and ethics of an auditor, the legal liability environment...
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...| | |INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA | |COURSE OUTLINE | | | |Kulliyyah / Institute |Kulliyyah of Economics and Management Sciences | |Department / Centre |Department of Business Administration | |Programme |Bachelor of Business Administration | |Name of Course / Mode |Strategic Management | |Course Code | | | |MGT 4760 | |Name (s) of Academic staff / | ...
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...Name of Course/Module : E-Commerce Course Code: MGT3227 Rationale for the inclusion of the course/module in the programme : This module is designed to provide an insight into the area of e-commerce. Electronic commerce lies at the forefront of modern marketing and strategic management, altering the competitive landscape for large and small corporations alike. The Internet and new media are reshaping industries, creating new opportunities, and challenging existing commercial models and relationships. Total Face to Face Total Total Student Learning Time (SLT) L T P O A B/O IL L = Lecture T = Tutorial P = Practical(Lab) O= Others A= Assessment B/O=Blended /Online learning IL= Independent learning 5. 6. 7. 8. 9. 42 12 2 10 102 Credit Value: 4 Prerequisite (if any): Nil Learning outcomes: On completion of the course, students will be able to: 1. Discuss on the concepts and importance of the building blocks of e-commerce. 2. Demonstrate an ability to identify and analyse of the e-commerce prospects and their practical business significance 3. Analyse the issues related to the best practice of E Commerce contributing towards the organization, consumer and society. Synopsis: This course is designed to provide students with a basic understanding of the underpinnings of electronic commerce in order to make informed decisions about the future their firms and industries and issues related to e-commerce including strategy development...
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...compete aggressively. We will discuss the common elements of different theories and philosophies as it relates to the new definition of entrepreneurial leadership. I will discuss my leadership style that I aspire to be, and compare it to dimensions of other leadership styles. Entrepreneurs have a wealth of knowledge at their finger tips using tools and resources available through the Small Business Administration (SBA) and the website SCORE. We will explore and compile useful information that can be obtained from the SBA that entrepreneurs and new business owners can use to gain an advantage on start up. I will describe my personal principles of leadership and explain why I believe in them. Entrepreneurial Leadership Discuss the common elements described in the theories/philosophies of Case, Kouzes, and Drucker including how their principles/strategies relate to the new definition of entrepreneurial leadership. Entrepreneurial leadership is a complex style of leading. Individuals who practice this style are generally; driven, risk taker, aggressive and can recognize when change will give the advantage. Peter Drucker (1985) discusses several strategies of entrepreneurs, but “Fustest With the Mostest” is one that looks to the future. Entrepreneurs are looking to the future of creating a new market or industry with their innovation. James Kouzes (2008) highlights his five practices of exemplary leadership. One of the five practices, “Inspire a Shared Vision” is leaders...
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...Table of content. |Topic |Page number | |Case analysis |2 | |Case synopsis and themes |3 | |Question 1 |3 | |Question 2 |6 | |Question 3 |8 | |Islamic Perspective |12 | |References |16 | CASE ANALYSIS: MOSANTO BALANCES WORLDWIDE STAKEHOLDER CONCERN. Monsanto company is a multinational agricultural biotechnology corporation which is based in U.S as a headquarter. It is the leading producer of the herbicide glyphosate around the world. The corporation was founded in 1901 by John Francis Queeny, and...
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...Phase I – Individual Project MGM316-1404A-06 Professor Robert Dunoskovic Colorado Technical University Hesteresia “Terri” Crawford October 15, 2014 When starting a franchise in other countries one should consider the complications one can run into such as their cultures and beliefs. This type of venture requires careful planning to ensure it is not a complete washout. Franchises that are proposing to invest in foreign market, in such countries such as Mexico, China, United Arab Emirates and Israel, have distinctive arrogances, views, principles, customs and philosophies that are contrarily from the United States. Nations such as UAE are mostly Islamic which have stringent religious views toward ingesting products such as pork. It is considered as being unclean, other religions, such as Buddhism which is practiced in China grimace at beef because they also consider it to be unclean. The ingesting of pork is forbidden by the Judaism faith in Israel thus such sacred beliefs would impede the development of a franchise in these nations. Mexico, has several ethnic issues that could increase the substantial use of American fast food such as the total rise in economic wages, varying tendencies with respects to mothers returning to the workforce as well. Also with the average being below 30, as stated by the Canadian Market gauge report of 2011, we are dealing with a younger generation, more youthful customers...
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...Synopsis This case illustrates the general strategy employed by Victoria’s Secret to acquire a new segment of customers through the introduction of its brand Pink. Pink is a line of “loungewear” (sweatpants, T-shirts, pajamas, bras and panties, pillows and bedding) targeted toward 18-30 year old females. The garments feature comfortable cuts and mostly cotton fabrics in bright colors. New garments are introduced every three or four weeks. The image is one of “cute and playful” versus the more overtly sexy image of the core brand. The case highlights the different promotional approaches that Pink managers are taking in contrast to those of the core brand. This is a lifestyle brand. The Victoria’s Secret chain has been a big driver of financial success for Limited Brands (parent company), and Pink is expected to be a big part of Victoria’s Secret’s sustained growth. Not only does it give the chain a new set of customers, but it brings in customers at a younger age who will then “graduate” up to the Victoria’s Secret core brands. The ethics of the Pink strategy are considered in detail. Discussion Questions 1. Analyze the buyer decision process of a typical Pink customer. Need recognition: This can come from internal stimuli (basic needs such as hunger, thirst, protection) or external stimuli. Considering that people do not purchase fashion brands based on such needs as, “I am cold/naked and need protective covering,” this first step is likely to be based...
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...Victoria’s Secret Pink: Keeping the Brand Hot Synopsis This case illustrates the general strategy employed by Victoria’s Secret to acquire a new segment of customers through the introduction of its brand Pink. Pink is a line of “loungewear” (sweatpants, T-shirts, pajamas, bras and panties, pillows and bedding) targeted toward 18-30 year old females. The garments feature comfortable cuts and mostly cotton fabrics in bright colors. New garments are introduced every three or four weeks. The image is one of “cute and playful” versus the more overtly sexy image of the core brand. The case highlights the different promotional approaches that Pink managers are taking in contrast to those of the core brand. This is a lifestyle brand. The Victoria’s Secret chain has been a big driver of financial success for Limited Brands (parent company), and Pink is expected to be a big part of Victoria’s Secret’s sustained growth. Not only does it give the chain a new set of customers, but it brings in customers at a younger age who will then “graduate” up to the Victoria’s Secret core brands. The ethics of the Pink strategy are considered in detail. Discussion Questions 1. Analyze the buyer decision process of a typical Pink customer. Need recognition: This can come from internal stimuli (basic needs such as hunger, thirst, protection) or external stimuli. Considering that people do not purchase fashion brands based on such needs as, “I am cold/naked and need protective...
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...Leighla Duty MGMT 362 – Organizational Behavior Week 5 Case Study “How Personal Can Ethics Get?” Synopsis: Valerie Young was a marketing manager at Wisson, an international cosmetics and fragrance company located in Chicago. Valerie’s job is to contribute organizational, financial, and marketing skills. Valerie’s department downsized from 25 to 10 employees in the previous year. Her department was unique in a sense, because they acted as an agency; they delivered designs for bottles and packaging as well as developed fragrances for their own brands. Valerie’s boss is Lionel Waters. He was hired by Wisson’s CEO (at the time) and has been with the department for 14 years. Waters had worked for big name companies in the fragrance industry and launched a successful female fragrance in the years prior to working at Wisson. When Waters joined Wisson, his goal was to start new product lines in fragrance. Waters hired two close friends as executives with salaries that were above industry standards and gave each of them six weeks of vacation. Teams were formed around Waters and his two friends and within three years each of them and its own line of fragrances that were in stores around the world. It takes a long time to develop the perfect fragrance; “the name, concept, design of bottle, packaging, advertising…fragrance development itself takes a tremendous amount of time” (Hellriegel 2011). During Valerie’s first year at Wisson, her team worked with about eight...
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...s Global Communications Joy Daniels, MMBPL500 Foundations in Problem Based Learning September 20, 2010 Louise Stelma Global Communications Global communication is the process of exchanging and receiving information on a world-wide scale. Until recent times it was difficult to communicate with other countries, with factors such as time, distance, and language barriers being major restrictions. However, the evolution of technology communication has become increasingly easier, faster, clearer and more effective (Lubbers & Koorevaar, 2000). . Course Concepts Identified Though Global Communications and the situations involved present multiple problems one sees the potential for possible solutions. The course concepts in the following synopses include communication issues, ethical dilemmas such as integrity, social responsibility and the quality of life. All of the above listed items will show a need for improvement in the globally communicative world that one lives in. As new creations, such as the internet are continually being created, modified and converged with other products, they are enabling new modes of interaction. Even more global communications has hit the world in a strategic and effective manner. Global markets now offer the ability to produce cheaper products, access to consumers in foreign countries, new sources of finance and income, new sources of technology and access to a world of people with know-how. (Stevens, Miller & Michalski...
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...Course Title Load Allocation L T P 4 1 4 4 4 4 3 3 28 1 1 1 1 2 2 7 - Contact Hours: 36Hrs. Marks Distribution Internal 40 40 40 40 40 40 40 280 External 60 60 60 60 60 60 60 50 470 Total Marks 100 100 100 100 100 100 100 50 750 Total Marks 100 100 100 100 100 100 100 50 750 Total Marks 100 100 100 100 100 100 100 50 750 Credits MBA 101 MBA 102 MBA 103 MBA 104 MBA 105 MBA 106 * MBA 107 * MBA 108 Principles and Practices of Management Organizational Behaviour Accounting for Management Quantitative Techniques Managerial Economics Business Communication Information Technology for Management Viva Voce Total Course Title 5 5 5 5 5 5 5 2 37 Credits Second Semester Course Code Contact Hours: 34 Hrs Load Marks Distribution Allocation L T P Internal External 4 1 40 60 4 1 40 60 4 4 4 4 3 27 1 1 1 1 6 40 40 40 40 40 280 60 60 60 60 60 50 470 MBA 201 MBA 202 MBA 203 MBA 204 MBA 205 MBA 206 BTHU 101* MBA 207 Business Environment Production and Operation Management Human Resource Management Marketing Management Financial Management Research Methodology Human Values and Professional Ethics Viva Voce Total Course Title 5 5 5 5 5 5 3 2 35 Credits Third Semester Course Code Load Allocation L T P 4 1 4 4 4 4 4 3 27 1 1 1 1 1 6 Marks Distribution Internal 40 40 40 40 40 40 100 300 External 60 60 60 60 60 60 50 450 Contact Hours: 32 Hrs. MBA 301 MBA 302 MBA XXX*** MBA XXX*** MBA XXX*** MBA XXX*** MBA 307** MBA 308 Management Information System Corporate Legal Environment Specialization...
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...Corporate Responsibility From a business perspective, working under government contracts can be a very lucrative proposition. In general, a stream of orders keep coming in, revenue increases and the company grows in the aggregate. The obvious downfalls to working in this manner is both higher quality expected as well as the extensive research and documentation required for government contracts. If a part fails to perform correctly it can cause minor glitches as well as problems that can carry serious repercussions, such as in the National Semiconductor case. When both the culpable component and company are found, the question arises of how extensive these repercussions should be. Is the company as an entity liable or do you look into individual employees within that company? From an ethical perspective one would have to look at the mitigating factors of both the employees and their superiors along with the role of others in the failure of these components. Next you would have to analyze the final ruling from a corporate perspective and then we must examine the macro issue of corporate responsibility in order to attempt to find a resolution for cases like these. The first mitigating factor involved in the National Semiconductor case is the uncertainty, on the part of the employees, on the duties that they were assigned. It is plausible that during the testing procedure, an employee couldnt distinguish which parts they were to test under government standards and commercial standards...
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