...Critical Appraisal of 10 References 1.1 Butt, I., Kumar, U., Kumar, V. 2009. “Achieving alignment between manufacturing and marketing through strategy.” Indian Journal of Economics and Business. p83 http://0-go.galegroup.com.prospero.murdoch.edu.au/ps/i.do?action=interpret&id=GALE%7CA280093139&v=2.1&u=murdoch&it=r&p=AONE&sw=w&authCount=1 (accessed September 27, 2012). Summary: This article indicates that the competitive capability and success of a firm is directly linked to the manufacturing strategy and marketing objectives; which are inadvertently linked by understanding market requirements. It described positioning as the backbone of a business plan also used to combat competition in the market. Critical Evaluation: The positioning conceptual framework proposed in this article is crucial for manufacturing firm’s success. The set variables identified in the concept work in harmony and the organization’s performance are also measured and discussed. Rating: 3 out of 5 1.2 Landow, Y., 2012. “A Brand Positioning Nightmare.” Pharmaceutical Executive 32 (6): 60 – 62. http://0-search.proquest.com.prospero.murdoch.edu.au/docview/1041092781 (accessed on September 27, 2012). Summary: This article talks about a drug that has received a new indication within a short period of time and how the brand director approached an action plan to help the drug thrive in multiple targets with different needs and mindsets. Critical Evaluation: The situation in this article is useful...
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...A3907508034 IMBA A-16 (2008- 2012) Amity School of Business e- Mail – shubhangi_singh@live.in INDEX SERIAL NO. PARTICULARS PAGE NO. 1. Abstract 03 2. Introduction 04 3. Methodology 07 4. Literature review 08 5. Discussion 14 6 Conclusion 15 7. Suggestions 16 6. Appendices 17 7. References 18 ABSTRACT Confronted by the globalization of markets, increasing competition, deregulation and rapid technological developments, speed and flexibility become key sources of competitive advantage for organizations. This calls for radically different management approaches and a new breed of leaders. New mindsets and new sets of learning skills will be key factors of success in the knowledge intensive corporations of the future. The research field of cross-cultural management suffers from an absence of theory capable of explaining the...
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...HR Managers’ Roles & Contributions in Merger Processes Khalil Al Jerjawi Faculty of Business School of Management University of Western Sydney, Australia E.mail: mr.jerjawi@gmail.com Accepted: August 12, 2011 DOI :10.5296/ijhrs.v1i1.896 As companies have engaged in domestic and international mergers over the last few years in order to match the macroeconomic trends operating on a worldwide and more recently to cope with the current global financial crisis, human resource managers have been encouraged to play a more strategic role in their organizations, especially in the case of extensive and radical organizational change such as merging process. This study addresses and works on the existing research gap by investigating the roles of HR managers among the different roles which were defined at the fist by Dave Ulrich. This paper demonstrates that HR managers are an essential part of merger and that HR practices should be given an extensive emphasizing throughout such organizational change “the merger process”. Keywords: HR practices; HR manager roles; Merger process. 64 www.macrothink.org/ijhrs 1. Introduction In recent years human resource managers have been triggered to play a more strategic role in their organizations, especially in making strategic decisions and going through radical organizational changes such as merging process (Bjorkman & Soderberg, 2003). Nowadays this requirement is even more urgent and acute due to the fact that past decade has been characterized...
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...Business Performance Measurement At the Crossroads of Strategy, Decision-Making, Learning and Information Visualization February 2003 Vince Kellen CIO & Faculty,School of CTI DePaul University Chicago, IL U.S.A. http://www.depaul.edu Abstract Business Performance Measurement (BPM) systems have grown in use and popularity over the past twenty years. Firms adopt BPM systems for a variety of reasons, but chiefly to improve control over the firm in ways that traditional accounting systems have not allowed. Several approaches, or frameworks, for building and managing BPM systems have evolved with the balanced scorecard as the dominant framework in use today. Despite the growing use of BPM systems in organizations of all kinds, significant problems cause firms to experience difficulty in implementing BPM systems. The problems range across a variety of topics: excessive diversity in the field of study, data quality and information system integration problems, lack of linkage to strategy, fundamental differences in how a strategy is formulated and executed in the firm, ill-defined metrics identification processes, high levels of change in BPM systems, analytical skills challenges, knowledge as a social and non-deterministic phenomenon, judgment and decision biases (from prospect theory literature) and organizational defenses that can undermine successful BPM systems use. To help address these problems, a set of critical...
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...Management Practice and Theory Student’s name: Instructor’s Name: Class Name and Code: University: Date of Submission: TABLE OF CONTENTS Executive Summary …………………………………………………………………… iii Introduction ……………………………………………………………………………. 4 Organisation Effectiveness ……………………………………………………………. 5 Team Effectiveness …………………………………………………………………… 6 Management Theories ……………………………………………………………….... 8 Command and Control ………………………………………………………………… 9 Scientific Management ……………………………………………………………….. 10 Bureaucratic Organisation ……………………………………………………………. 11 Subordination to Community ………………………………………………………… 11 Management as a discipline ………………………………………………………….. 12 Conclusion …………………………………………………………………………… 12 References …………………………………………………………………………... 13 Executive summary A professional manager will acknowledge the contribution of team effectiveness to overall organizational success. Teams will often require leaders to ensure delegation and coordination of group activities for a team to attain the desirable results. This paper seeks to establish influence of management theories on a professional manager both at team and organisation level. The management theory adopted by a leader will determine their style of leadership thus their relationship with employees and other key stakeholders. Introduction A team is a small group of workers with complimentary expertise who share common goals whereby group interests precede over individual interest. Teamwork is essential in organisations...
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...Lush, the scent of success Passionate commitment and clarity of values ensures Lush communicates a coherent brand message that bonds customers and their friends to the brand. Angus Jenkinson Professor of Integrated Marketing Luton Business School angus.jenkinson@luton.ac.uk Branko Sain Research Fellow in Integrated Marketing Luton Business School branko.sain@luton.ac.uk The Centre for Integrated Marketing has been funded by industry to research best practice and develop intellectual and other tools on behalf of leading marketers and their agencies. Contents Integrated Marketing learning points Background Leadership team Global brand The Lush experience The drive of passion 3D Worthwhileness Iconoclasm attracts Everything belongs together Success Executive takeaway Notes 11 6 4 4 3 4 5 5 7 9 10 10 Permission is given for this paper to be copied, forwarded, distributed or quoted from provided that the authorship is acknowledged. © Centre for Integrated Marketing, University of Luton 01/04/2003 Page 2 Lush is about passion and iconoclasm: passionate for natural products, fresh handmade cosmetics, seductive perfumes, growth and profit, and iconoclastic about everything else. Born from the ashes of Cosmetics to Go, Lush opened its first shop in Poole in 1994 and mushroomed into a chain of more than 130 shops worldwide. The humus for this growth was the interplay the ideas of freshness, nature and fun. These ideas are the heart and soul of Lush and everything...
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...variables, it will be clear that Sandra, Michael’s wife, opinion that the ISM position is a better fit for Michael is a reasonable statement. Although the role of Deputy Principal Head of IT is a closer match for Michaels expertise and passion, it will be proposed that this role will have to overcome greater factors of potential dissatisfaction and that the Principal postion contains motivators that will sustain for a longer period. This analysis will provide an insight into the internal thought processes and relationship to the discussed theories which will be summarized into a conclusive judgement. ‘Motivation can broadly be divided into two types namely internal or intrinsic motivation and external or extrinsic motivation’ (Indian Streams Research Journal, 2013, p1.). Motivation is a critical driver of any organisations intellectual capital and underlies what employees choose to do, the quality and quantity of such tasks and how long for. In other words, motivation is strongly linked to job satisfaction. Job...
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...INTRODUCTION – ‘Intrapreneurism is a form of management which, potentially, offers the venture a way of combining the flexibility and responsiveness of the entrepreneurial with the market power and reduced risk of the established organisation’ Gifford Pinchot, in the mid-80s, created the word “intrapreneur” which described employees of large businesses who were hired to behave and think like entrepreneurs. Pinchot defined intrapreneurship as “behaving like an entrepreneur when you’re employed at a large corporation for the benefit of the corporation as a whole” and believed that being appointed as an intrapreneur before giving a shot at entrepreneurship is a great method developing management skills and techniques before stepping into the entrepreneurial world. Apart from just a set of skills and great techniques there are also personality and character qualities that make up a successful intrapreneur or entrepreneur. “The most successful are risk takers who are driven by a vision of something that is better in the world,” Pinchot says. “They are honest and use a balance of intuition and analysis to make their decisions.” Other scholars have defined intrapreneurship in many different of ways. Expressions such as corporate entrepreneurship (Burgelman, 1983, Vesper, 1984; Guth and Ginsberg, 1990; Hornsby et al., 1993, Stopford and Baden-Fuller, 1994), corporate venturing (MacMillan, 1986; Vesper, 1990), and internal corporate entrepreneurship (Schollhammer, 1981, 1982; Jones...
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...Republic of the Philippines Department of Education DepEd Complex, Meralco Avenue Pasig City K to 12 Curriculum Guide ENGLISH (Grade 10) K to 12 Curriculum Guide ENGLISH (Grade 10) December 2013 THE FRAMEWORK I. PHILOSOPHY AND RATIONALE Language is the basis of all communication and the primary instrument of thought. Thinking, learning, and language are interrelated. Language is governed by rules and systems (language conventions) which are used to explore and communicate meaning. It defines culture which is essential in understanding oneself (personal identity), forming interpersonal relationships (socialization), extending experiences, reflecting on thought and action, and contributing to a better society. Language, therefore, is central to the peoples’ intellectual, social and emotional development and has an essential role in all key learning areas1. Language is the foundation of all human relationships. All human relationships are established on the ability of people to communicate effectively with each other. Our thoughts, values and understandings are developed and expressed through language. This process allows students to understand better the world in which they live and contributes to the development of their personal perspectives of the global community. People use language to make sense of and bring order to their world. Therefore, proficiency in the language enables people to access, process and keep abreast of information, to engage with...
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...The Change Plan PROPOSALS BY THE CHANGE MANAGEMENT TEAM TO THE SECRETARY-GENERAL United Nations NEW YORK, DECEMBER 2011 The Change Plan TABLE OF CONTENTS Acknowledgement ........................................................................................................................................ 01 1. Executive Summary ................................................................................................................................. 02 2. Introduction ........................................................................................................................................... 09 3. Context ................................................................................................................................................... 10 4. The Secretary-General’s Vision ................................................................................................................ 12 5. Deliverable One – Enhancing Trust and Confidence: Towards a more stakeholder and client-oriented organizational culture ............................................................................................. 13 6. Deliverable Two – Engaging Staff: A global, dynamic, adaptable, meritocratic and physically secure work force. .......................................................................................................... 19 7. Deliverable Three – Improving Working Methods: A more open and accountable UN with streamlined procedures...
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...Claudio Rizzo 665131 Analysis of IA accompanying the Proposal for a Directive on the prevention of the use of the financial system for the purpose of money laundering and terrorist financing 1. Introduction The aim of the proposal published in 2013 and generally known as the fourth anti-money laundering directive, is to review previous regulation, 3th AMLD (Directive 2005/60/EC). European Commission needs to update it to hinder incoming threats and keep pace with the new international standards. My interest into this topic arose from mafia stories. When I was very young and I listened to tales about heroes such as Giovanni Falcone, Paolo Borsellino, Carlo Dalla Chiesa, I realized I wanted to try fighting, even just in my small way, criminal organizations. From 70’s until the early 90’s Italy was affected by continuous acts of violence carried out by terrorists and organized crime, which contributed to spread terror and uncertainty in a context which saw our country weakened by corruption. Things change and criminals’ ways to operate do too, but there is a need that never goes out of fashion for them: the attempt to conceal or disguise the true nature, source and ownership of the proceeds which have a criminal or illicit origin and transform those into seemingly legitimate income. Consequences would be a very strong negative impact on national GDP and, therefore, undermined stability and reputation of the financial sector. That is to say criminals will always try to...
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...managers and leaders to engage in self-discovery and self-reflection. Recorded statements from philosophers about the need for self-awareness and reflection for those in leadership positions goes back thousands of years to ancient philosophers and teaches like Confucius, Socrates, Plato, Jesus and Mohammed. However, research has shown that self-reflection is possibly a manager’s least favourite activity. While much has been written on the need for self-reflection and for selfunderstanding by managers, little is available that points the way forward for managers on how to commence self-reflection, what are the processes involved and how one commences on the road to self discovery. In this short article, I will endeavour to assist you to commence learning about yourself. There are two good reasons why managers and leaders should be concerned about learning about themselves. First, while some people, because of personality flaws, like narcissism, Machiavellianism and psychological personality disorders should never be allowed to lead others, most people can improve their leadership potential and performance by engaging in self-reflection. Second, research has shown there is no better bedrock for effective leadership than a secure understanding and sense of oneself. Self-understanding also provides a sound basis for understanding other people – how could a leader be conscious of another’s need or have empathy with others without first having awareness of their own...
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...Abstract Firms or companies today face a broad array of risks, problems and issues internal to them and external factors relative to increased international competition due to globalisation. Thus, strategic management is an activity necessary to be undertaken by firms who want to sustain their existence in today’s highly competitive environment. Firms need to develop strategies as they are managements’ game plan for growing the business, staking out a market position, attracting and pleasing customers, competing successfully, conducting operations, and achieving targeted objectives. Strategic management is the set of managerial decisions and actions that determines the long-run performance of a firm. The question however arises as to whether strategic management is an art or a science or that it is simply a mixture of luck and good judgement. Introduction Firms or companies today face a broad array of risks, problems and issues, be they strategic, operational, financial, customer, vendor, competitor, to name a few. Moreover, concerns about increased international competition brought about by the rapid globalisation phenomenon abound not only in the US but also in Europe with the further expansion of the European Union and in Asia and Latin America due to increased economic integration in these regions. Management experts therefore have argued time and again that firms or companies should respond to environmental changes, such as increased competition, by engaging in more...
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...A Mixture Of Luck And Judgement, Opportunities And Design, Or More Of An Art Than A Science? Abstract Firms or companies today face a broad array of risks, problems and issues internal to them and external factors relative to increased international competition due to globalisation. Thus, strategic management is an activity necessary to be undertaken by firms who want to sustain their existence in today’s highly competitive environment. Firms need to develop strategies as they are managements’ game plan for growing the business, staking out a market position, attracting and pleasing customers, competing successfully, conducting operations, and achieving targeted objectives. Strategic management is the set of managerial decisions and actions that determines the longrun performance of a firm. The question however arises as to whether strategic management is an art or a science or that it is simply a mixture of luck and good judgement. Introduction Firms or companies today face a broad array of risks, problems and issues, be they strategic, operational, financial, customer, vendor, competitor, to name a few. Moreover, concerns about increased international competition brought about by the rapid globalisation phenomenon abound not only in the US but also in Europe with the further expansion of the European Union and in Asia and Latin America due to increased economic integration in these regions. Management experts therefore have argued time and again that firms or companies should...
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...HZ University of appllied sciences | Company “Delta OTS” inside out | Research assignment | | Authors: Charles Carrain 63011, Thibaud Ciaravino 65047, Ieva Rituma 62138 | Date of submission 17.12.2012 | This is a research assignment written according to the advices and under the guidance of study course “Organization Inside out”, CU03859, lectured by professor C. J. du Pon, written during autumn semester 2012/2013. | Contents 1 Introduction 3 2 Description of the company 4 2.1 Delta NV 4 2.2 Delta OTS 4 3 Strategy of the company 5 3.1 Theory 5 3.2. Expectation 6 3.3 strategy in practice 6 4 Culture of the company 6 4.1 Theory 6 4.2 Expectation 7 4.3 Practice 7 5 Structure and teams 7 5.1 Theory Structure 7 5.2 Expectations Structure 8 5.3 Theory Teams 8 5.4 Expectations Teams 10 5.5 Practice 10 6 Leadership & power 10 6.1 Theory Leadership 10 6.2 Expectation Leadership 11 6.3 theory of power 11 6.4 expectation of power 12 6.5 Practice 12 7 Organizational Change 12 7.1 Theory 12 7.2 Expectation 13 7.3 Practice 13 8 Motivation 13 8.1 Theory 13 8.1.1 Herzberg’s “Hygiene/Motivation theory” 14 8.1.2 Alderfer’s “erg” theory 14 8.2 Expectation 15 9 Decision making 16 9.1 Theory 16 9.2 Expectation 17 9.3 Practice 17 10 Outcome 17 10.1 Conclusion 17 10.2 Recommendations 17 Appendix 1 17 Interview A 18 Interview B 18 1 Introduction Delta NV is a local company in Zeeland, which provides...
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