...Lister v Hesley Hall Ltd [2001] UKHL 22, [2002] 1 AC 215, [2001] 2 WLR 1311, [2001] 2 All ER 769 HL Summary The defendants ran Axelholme House, which was attached to Wilsic Hall School in Doncaster. Local authorities would send children to the school and they would board at Axelholme House. The defendants employed Mr and Mrs Grain to run the house and maintain discipline. The claimants stayed at Axelholme House between 1979 and 1982. During that time they were sexually abused by Mr Grain. They sued the defendants, claiming that the defendants were vicariously liable in respect of the torts committed by Mr Grain when he sexually abused the claimants. The Court of Appeal dismissed the claimants’ actions on the grounds that Mr Grain was not acting in the course of his employment by the defendants when he sexually abused the claimants. The House of Lords reversed the Court of Appeal’s decision, holding that because there was a “close and direct” connection between what Mr Grain was employed to do and Mr Grain’s sexual abuse of the claimants, the defendants were vicariously liable in respect of the torts committed by Mr Grain when he sexually abused the claimants. Comments It is not an understatement to say that this is the most important decision on vicarious liability ever handed down by the House of Lords. It’s unfortunate, then, that the decision is so badly flawed. Two criticisms may be made. First, the reasoning underlying the decision is sloppy, to say the least. Second...
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...KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY SCHOOL OF BUSINESS THE USE OF STRATEGIC HUMAN RESOURCE DEVELOPMENT AS A MEANS OF ACHIEVING CORPORATE OBJECTIVE IN THE MICROFINANCE SECTOR. (A CASE STUDY OF SOME SELECTED MICROFINANCE INSTITUTIONS) BY: ACKON BEATRICE APRAKU ESTHER ASABEA OPPONG-SEKUM KINGSLEY A DISSERTATION SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF BACHELOR OF SCIENCE BUSINESS ADMINISTRATION (HUMAN RESOURCE MANAGEMENT OPTION) MAY, 2015 DECLARATION We the undersigned, declare that this is the result of our own research work carried out in the School of Business, and under the supervision of Mr. Emmanuel Oheneba-Acquah ACKON BEATRICE 8535512 …………………………… …………………………… APRAKU ESTHER ASABEA 8548912 …………………………… …………………………… SEKUM-OPPONG KINGSLEY 8584412 …………………………… …………………………… CERTIFIED BY: EMMANUEL OHENEBA-ACQUAH……………………….. ……………………………. (SUPERVISOR) SIGNATURE DATE MR. J.E TURKSON ………………….. ……………………………. (HEAD OF DEPARTMENT) SIGNATURE DATE DEDICATION This study is dedicated to the Almighty God, we made this possible despite the many challenges faced and to our supervisor Mr. Emmanuel Oheneba-Acquah whose patience and intellect, guided us through this whole phase. We appreciate you! ACKNOWLEDGEMENT ...
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...How does the organisational structure and strategic planning help organisations achieve their aims and objectives? Strategic planning is a systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. In contrast to long-term planning (which begins with the current status and lays down a path to meet estimated future needs), strategic planning begins with the desired-end and works backward to the current status. * At every stage of long-range planning the planner asks, "What must be done here to reach the next (higher) stage?" * At every stage of strategic-planning the planner asks, "What must be done at the previous (lower) stage to reach here?" Also, in contrast to tactical planning (which focuses at achieving narrowly defined interim objectives with predetermined means), strategic planning looks at the wider picture and is flexible in choice of its means. Sainsbury’s: 20x20 Sustainability plan Sainsbury’s 20x20 sustainability plan is what they aim to have achieved by 2020. They aim to double the amount of British foods it sells while also boosting the provision of fairly traded products. It’s also aimed to drive down energy use in supermarkets, doubling the amount of British food sold from the current £4 billion a year and increasing the sales of fairly traded products. This plan costs up to £1 billion and was launched back in 2011. Since then they have managed...
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...Achieving Goals Through Planning Elizabeth Smith ORG300 – Applying Leadership Principles Colorado State University – Global Campus Dr. Bradly E. Roh January 30, 2016 Achieving Goals Through Planning Planning is essential for organizations to reach their vision and goals. When an organization does not take the time to plan, they consent to putting the company’s future in jeopardy for the present. It also shows many of the present important issues that need attending to now are implications of insufficient planning in former times (Stryker, 2012). A vision can be communicated and achieved by execution of goals, objectives, and strategies (CSU-Global, 2016a). These three components are part of the planning process. Types of Planning During the planning stages of a company, goals can be set utilizing strategic and objective planning. They can be defined as desired concerns an organization wants to become consciously aware of; desired outcomes an organization wishes to accomplish and focuses upon. Without goals, a company will find difficulty in organizing activities and predicting what is in store for future events. Goals help employees maintain focus; they provide long-term vision and short-term inspiration (Schniele, 2007). Strategic Planning Strategic planning is one way to help an organization reach their goals. It guides the organization and helps them realize what is most important to the company; therefore, prioritizes the order of tasks...
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...developed this strategic planning tool using data from the top companies in America at the time. A SWOT Analysis looks at the strengths, weaknesses, opportunities and threats that are relevant to an organization in a new venture. A SWOT Analysis is a tool which allows users to look at the direction a company or organization may wish to move towards in the future. A SWOT Analysis is a useful tool, which in conjunction with others can help make informed decisions. Definition of SWOT Many people see SWOT as synonymous with strategic planning. In fact, a SWOT analysis is only one of many tools that can be used in an organization’s strategic planning process. SWOT is short for “Strengths, Weaknesses, Opportunities and Threats”. By specifying clear objectives and identifying internal and external factors that are either helpful or not, a short and simple SWOT analysis is a useful resource which may be incorporated into an organizations strategic planning model. Strengths Internal attributes those are helpful to the organization to achieving its objective Weaknesses Internal attributes that are harmful to the organization to achieving its objective Opportunities External factors that help the organization achieve its objective Threats External factors those are harmful to the organization to achieving its objective. After identifying the SWOT’s, identification of the factors and their interdependence helps clarify the steps needed to achieve the ending objectives. Internal...
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...A few examples of objectives are: * Expand sales to existing customers (build on a strength) * Introduce existing products into a new market (build on a strength) * Develop an incentive plan for research and development staff who are slow to innovate (correct a weakness) Objectives are needed for each key area the company deems important to success. From a company perspective, there are distinct types of objectives: Financial Objectives Financial objectives focus on achieving acceptable profitability in a company’s pursuit of its mission/vision, long-term health, and ultimate survival. Financial objectives signal commitment to such outcomes as good cash flow, creditworthiness, earnings growth, an acceptable return on investment, dividend growth, and stock price appreciation. (Thomas Strickland, p.7) The following are examples of financial objectives: * Growth in revenues * Growth in earnings * Wider profit margins * Bigger cash flows * Higher returns on invested capital * Attractive economic value added (EVA) performance * Attractive and sustainable increases in market value added (MVA) * A more diversified revenue base Strategic Market Objectives Strategic market objectives focuses on the company’s intent to sustain and improve the organization’s competitive strength and long-term market position through creating customer value. Strategic objectives focus on winning additional market share, overtaking key competitors on product...
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...said to have developed this strategic planning tool using data from the top companies in America at the time. A SWOT Analysis looks at the strengths, weaknesses, opportunities and threats that are relevant to an organization in a new venture. A SWOT Analysis is a tool which allows users to look at the direction a company or organization may wish to move towards in the future. A SWOT Analysis is a useful tool, which in conjunction with others can help make informed decisions. Table of Contents History of SWOT Definition of SWOT 1 1 Internal and 2 External Factors Guides for using SWOT 2 Potential Uses of 3 SWOT Strengths & Weaknesses of the method 3 Example: SWOT 4 of British Airway Definition of SWOT By specifying clear objectives and identifying internal and external factors that are either helpful or not, a short and simple SWOT analysis is a useful resource which may be incorporated into an organizations strategic planning model. Strengths- Internal attributes that are helpful to the organization to achieving its objective Weaknesses – Internal attributes that are harmful to the organization to achieving its objective Opportunities – External factors that help the organization achieve its objective Threats - External factors that are harmful to the organization to achieving its objective A SWOT Analysis Can be Used for: Workshop sessions Brainstorming meetings Problem solving Product evaluation Strategic planning Competitor evaluation...
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...Strayer University Strategic Management-BUS 599 Dr. Gary B. Shelton July 15, 2012 Abstract What can a business professional implement that would help a company to be successful? In an effort for a company to be successful, business professionals should create and execute strategic planning models which outline specific results that are to be achieved and by establishing es a course of action for achieving them. In our current failing economy, business professionals are becoming more aware of the how challenges ing it is in to starting a business and remaining successful. While most would agree that failures are personally painful and could have been conceivably too often prevented, ??????? consensus dissolves around how to take action to the problem.?????? Some business owner’s may believe think that a successful business’ is based solely on luck; while other’s business owners believe may think that their success is based on the location. of their business. Although, both concepts could be attributed to success, in this report I provide a solution that could help business owners ????? transit ??? a business toward its success. In this paper, as a business professional for Take the Time and Time it Right Greetings Card Company, I argue in support of and focus on the importance of implementing a strategic plan for the success of this business. Several business owners might disagree with my argument, because they might feel that documenting a strategic plan can could...
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...The 5 steps in the strategic process: “A strategic planning process is a systematic or emerged way of performing the strategic planning in the organisation through initial assessment, thorough analysis, strategy formulation, its implementation and evaluation.” In this essay I will discuss the strategic planning process which involves the development of a strategic vision, mission and values, setting objectives, crafting a strategy to achieve the objectives, executing the strategy and evaluating the outcomes. I will look at how each section is inter-related and why it is important for a company to manage this process. Developing a strategy to gain sustainable competitive advantage and ultimately grow profits is fundamental to achieving success for a company. Without it, a company has no road map to follow when pursuing opportunities and running daily operations, the consequences of which can be severe. The first step in developing a strategic plan is to outline the company’s vision (why we exist), mission (what we want to be) and goals (what we must achieve for success). The mission provides a road map showing the route a company intends to take to develop and strengthen in business. It paints a picture and describes the company’s rationale for going there. While the vision statement will outline an image of what success looks like and the mission statement will identify the firm’s product or service. It also clarifies the firms business to stakeholders as well as...
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...create and execute strategic planning models which outline specific results that are to be achieved and by establishing es a course of action for achieving them. In our current failing economy, business professionals are becoming more aware of the how challenging it is in to starting a business and remaining successful. While most would agree that failures are personally painful and could have been conceivably too often prevented, consensus dissolves around how to take action to the problem? Some businesses owners may believe think that a successful business’ is based solely on luck; while other’s business owners believe may think that their success is based on the location of their business. Although, both concepts could be attributed to success, in this report I provide a solution that could help business owners transit a business toward its success. In this paper, as a business professional for Right Greetings Card Company, I argue in support of and focus on the importance of implementing a strategic plan for the success of this business. Several business owners might disagree with my argument, because they might feel that documenting a strategic plan can could be a time-consuming and costly process. This paper outlines the importance of documenting and implementing a strategic plan. Additionally, this paper provides vital explanations as to why a strategic plan is important for the success of the business. Crafting and Executing Strategy What is a strategic plan, and why...
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...RUNNING HEAD: STRATEGIC MANAGEMENT PROCESS Strategic Management Process Marty Carbajal MGT/498 Strategic Management F. Everett Hardee June 24, 2013 The purpose of this paper is to illustrate and discuss the components of the strategic management process and to indicate why such a process is necessary for an organization. Strategic management involves several steps, one of which most fundamentally is strategic planning as the organization needs to determine where in the business environment it exists and where it is going. Strategic Management Strategic management involves a series of management decision, plans, and actions that involve the long run performance of the organization. These actions include environmental scanning (both external and internal), strategy formulation (strategic or long-range planning), strategy implementation, and evaluation and control. The study of strategic management, therefore, emphasizes the monitoring, and evaluating of external opportunities and threats considering a corporation’s strengths and weaknesses (Wheelen & Hunger, 2010). Strategic management is a method of recognizing and executing the mission of the organization by matching its capabilities with the demands of its environment. It is to identify the organization’s strengths and weaknesses while exploiting its strengths and minimizing its weaknesses. These steps are used to create competitive advantages and advance toward a vision created for the organization. Phases...
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...Question With respect to hypothetical Business Organisation, Develop strategic intent and implementation after critical analysis of the environment. Case Study: SS SECONDARY SCHOOL Strategy is a unified, comprehensive and integrated plan relating strategic advantages of the firm to challenges of the environment. The strategy designed to ensure that the basic objectives of the enterprise are achieved. Strategic business management refers to a set of managerial decision and actions that determine the long run performance of a business or corporation, which is basically a process of achieving organisational objectives, by establishing a framework to perform various processes and focusing on relating the organisation to its external environment, that there is continuous interaction between the organisation and its environment. There are various limitations to strategic business implementation which includes complex and dynamic environment, rigidity, inadequate appreciation of strategic business management, limitation in implementation and seldom corporate strategy. Strategic management process involves three stages which includes strategy formulations, strategy implementation and strategic control. Strategic intent which is part of strategic formulation involves establishing a vision, mission and long term broad objectives. It is a big hairy and audacious goal that set by the organisation to be achieved at a certain period, which stipulate the kind of environment an organisation...
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...there.' The purpose of strategy is to maintain a position of advantage bycapitalising on the strengths of an organisation and minimising its weaknesses. To do this, an organisationmust identify and analyse the threats and opportunities present in its external and internal environments. What is strategic management? Strategic management is the process whereby managers establish an organisation's long-term direction, setspecific performance objectives, develop strategies to achieve these objectives in the light of all the relevantinternal and external circumstances and undertake to execute the chosen action plans. The aims of strategicmanagement are to help the organisation to achieve a competitive advantage and to ensure long-term successfor the organisation. Components of strategic management Strategic management involve Strategy formulation - selecting an organisation's mission, or purpose, andkey objectives; analysing the organisation's internal and external environments; and selecting appropriate business strategies, and Strategy implementation - designing an organisation's structure and control systemsand evaluating the selected strategy in achieving the organisation's key objectives. Organisational mission...
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...Pervasive studies regarding strategic management have inundated the business world and have conventionalized strategic management. In order to colonize a successful competitive frontier, leaders should adopt and institutionalize a strategic architecture to outline the components and structure of the strategic process (Mansfield, Fourie & Gevers, 2005). Strategic Architecture The strategic architecture emphasizes the extension and inclusion of the long-term objectives, strategic formation, and the implementation process. These components create the overall direction and success for a corporation (Mansfield, Fourie & Gevers, 2005). Strategic Architecture strives to choreograph a movement between change and stability. Architecture strategy translates business strategy into objectives for building and enhancing business capabilities together to accomplish the implementation puzzle. Development of an effective strategic architecture in an organization increases the probability of developing better strategy solutions and achieving better organization performance. Hamel and Prahalad (1990) developed their explanation of strategic architecture as (O’Shannassy & Hunter, 2009): “Consistency of resource allocation and the development of an administrative infrastructure appropriate to it that breathes life into a strategic architecture and creates a managerial culture, teamwork, a capacity to change, and a willingness to share resources, to protect proprietary skills and to think...
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...Chapter 01 What Is Strategy and Why Is It Important? Multiple Choice Questions 1. | Managers in all types of businesses must address the central strategic question A. | Where are we now? | B. | Where do we want to go from here? | C. | How are we going to get there? | D. | When will we know we are there? | E. | All of these | | 2. | A company's strategy consists of A. | actions to develop a more appealing business model than rivals. | B. | plans involving alignment of organizational activities and strategic objectives. | C. | offensive and defensive moves to generate revenues and increase profit margins. | D. | competitive moves and approaches that managers have developed to grow the business, attract and please customers, conduct operations, and achieve targeted objectives. | E. | its strategic vision, its strategic objectives, and its strategic intent. | | 3. | The competitive moves and business approaches a company's management is using to grow the business, compete successfully, attract and please customers, conduct operations, respond to changing economic and market conditions, and achieve organizational objectives is referred to as its A. | strategy. | B. | mission statement. | C. | strategic intent. | D. | business model. | E. | strategic vision. | | 4. | A company's strategy is most accurately defined as A. | management's approaches to building revenues, controlling costs, and...
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