...Situation Analysis – 1-1 Situation Analysis – An Approach and Method for Analyzing the Context of Projects and Programme j:\cc69\nmm\website docs\situation analysis\situation analysis approach and method.doc Global M&E Initiative 1-2 An Approach and Method for Analyzing the Context of Projects and Programme Notes: j:\cc69\nmm\website docs\situation analysis\situation analysis approach and method.doc Global M&E Initiative An Approach and Method for Analyzing the Context of Projects and Programme 1-3 TABLE OF CONTENTS 1. THE RATIONALE FOR SITUATION ANALYSIS IN IUCN ............................................ 5 2. THE BASIC STEPS INVOLVED IN SITUATION ANALYSIS ......................................... 6 3. GUIDING PRINCIPLES FOR GOOD PRACTICE............................................................. 7 PARTICIPATORY ........................................................................................................................... 7 OUTWARD LOOKING..................................................................................................................... 7 LEARNING FROM OTHERS ............................................................................................................. 7 USING THE FRAMEWORK OF PEOPLE AND ECOSYSTEMS ................................................................ 7 DATA BASED NOT ANECDOTAL..................................................................................................... 7...
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...Chapter 1 Introduction to Operations and Supply Chain Management 1-1 Lecture Outline • Why do we need to study Production & Operations Management? • What Operations and Supply Chain Managers Do? • The Operations Function • Evolution of Operations and Supply Chain Management • Globalization • Productivity and Competitiveness • Strategy and Operations • Learning Objectives for This Course Copyright 2011 John Wiley & Sons, Inc. 1-2 Why do we need to study POM? • It is not my major?!! You’ll be able to use the ideas in this course to organize work, ensure quality, and manage processes. • Regardless of your major, you can still apply some aspects of operations management to your future career. • In general, operations brings together many disciplines and provides an integrated view of business organizations. Copyright 2011 John Wiley & Sons, Inc. 1-3 Why do we need to study POM? • Understand how some of the giant companies like Apple and Toyota manage their operations in order to remain competitive in today’s global market. $153 billion Copyright 2011 John Wiley & Sons, Inc. $21.8 billion What Operations and Supply Chain Managers Do • What is Operations Management? • It is the study of processes directly related to the creation and distribution of goods and services. • What is Operations? • A function or system that transforms inputs into outputs of greater value. • Operation is often defined as a transformation process. • What is a Transformation...
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...MGT 449 – Administrative Policy Determination Syllabus Semester: Fall 2012 Section Number 05 – Class Number: 2528 Class Meetings: Mondays and Wednesdays 5:35-7:00 p.m. ------------------------------------------------- Location: Centennial Hall – Room 2212 Instructor Dr. Kareem M. Shabana Assistant Professor of Management Contact Information Office: C. Wimberly Hall – Room 418B Email: kshabana@uwlax.edu Phone: (608) 785-6664 Office Hours Mondays & Wednesdays: 1:30-2:00 p.m. Tuesdays & Thursdays: 1:30-3:30 p.m. And by appointment ------------------------------------------------- ------------------------------------------------- Syllabus Revisions ------------------------------------------------- The instructor maintains the privilege to make revisions to this syllabus at his discretion. All changes and revisions will be posted on the course’s page on D2L. It is the responsibility of each student to keep abreast of all changes and revisions. Course Description Course Overview MGT 449, Administrative Policy Determination, is primarily concerned with the study of the determinants of overall firm performance. This study aims at answering the fundamental question of strategic management: Why do some firms perform better than others? The study of the determinants of overall firm performance is conducted through the examination of the relationship between the firm and its environment and the analysis of multifunctional problems that confront...
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...Strategic Management: SWOT analysis’ advantages and disadvantages Decision-making and problem-solving techniques Strategic Management is defined as a set of managerial decisions and actions that determines the long-run performance of a corporation. It includes a variety of tools and analysis which help implement, evaluate and control the general strategy of a company. Strategy formulation begins with a situational analysis and it emphasises the monitoring and evaluating of external opportunities and threats in light of a corporation´s strengths and weaknesses (Wheelen and Hunger, 2006; Saloner et al., 2001). Objective The objective of this report is to describe, analyse and discuss advantages and disadvantages of a concept named SWOT which is an acronym for Strengths, Weaknesses, Opportunities and Threats. These concepts are frequently used as tools for analyzing the external environment of an organisation as well as the internal factors that constitutes its structure (Wheelen and Hunger, 2006). History SWOT analysis came from a research conducted at Stanford Research Institute in the 1960´s. The creation of the SWOT analysis comes from the need to find out why corporate planning failed. The research was funded by the fortune 500 companies to find out what could be done about this. Albert Humphrey together with his team began testing this tool and it suddenly became a corporate planning trend, which seemed to appear first at Du Pont in 1949 (Morrison, 2009; Friesner...
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...Strategic Plan Overview: American Management Association Jennifer Socorro Strategy Formulation and Implementation – MGT 578 Sharon Palmitier – Facilitator July 2, 2007 Overview The following strategic plan overview will focus on the American Management Association (AMA), where I am employed as an eMarketing Strategist. AMA “is a world leader in professional development and performance-based learning solutions” (AMA, About AMA, 2007). The bulk of our business is focused on corporate training via public seminars. As a member-based not-for-profit organization, we are devoted to helping the business community by ensuring that businesspeople are equipped with the skills necessary to thrive in today’s challenging and dynamic business environment. We offer over 170 seminars which can be attended at locations throughout the United States or delivered on-site at any organization. As was mentioned above, our customers are businesspeople interested in career development and organizations interested in developing their human resources in order to gain a competitive advantage and help them prosper within their industry. A company’s mission statement “answers the question “What business are we in?” (Pearce & Robinson, 2005, p. 37). Pearce and Robinson describe the following components as those to be included within an effective mission statement: customer market, product service, geographic domain, technology, concern for survival, philosophy, self-concept, and concern for...
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...INTERNATIONAL MONETARY FUND AND THE WORLD BANK Managing Public Debt: Formulating Strategies and Strengthening Institutional Capacity Prepared by the Staff of the IMF and World Bank Approved by Christopher Towe, Danny Leipziger, and Kenneth Lay March 3, 2009 Contents Page Acronyms...................................................................................................................................3 I. Introduction ............................................................................................................................5 II. The Financial Crisis: Implications for Debt Managers .........................................................6 III. Work Program Linkages ......................................................................................................7 IV. Medium-Term Debt Management Strategy.........................................................................8 A. Developing the Framework.......................................................................................8 B. The Guidance Note..................................................................................................10 C. The Cost-Risk Analytic Tool ..................................................................................11 D. Preliminary Results from Early Application of the Framework .............................13 V. Debt Management Performance Assessment (DeMPA).....................................................15 A. The DeMPA Framework........
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...evaluating his strategic approach and its ability to drive desired results for 3M during the upcoming year. He has asked you to prepare a report assessing strategic performance during 2006 and to make recommendations for enhancing strategic competitiveness in 2007. You will have a 10 minute meeting with Buckley to highlight your findings, so you should prepare 3-5 Power Point slides to provide an overview of your written report and to summarize the results of your analysis and supporting exhibits. Your report and overview should address the following key strategic issues: 1. Establish criteria for judging strategic performance by comparing past successes and strategies. Use a Balanced Scorecard framework to make sure that both financial and strategic controls are used to assess performance. 2. Define the company's core competency. 3. Determine if the company has a sustainable competitive advantage. If you determine that a sustainable advantage exists, support your claim. If you find it lacking, recommend actions that would secure a sustainable competitive advantage. 4. Identify any external environmental forces that have strategic implications in the future. 5. Evaluate the success of 3M's strategy in 2006 based on the criteria identified for judging strategic performance. 6. Evaluate 3M's Acquisition strategy. 7. Recommend an integrated and coordinated set of commitments and actions which will exploit the company's core competencies, strengthen its...
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...[pic] Student Guide for Performance Based Service Acquisition And The Seven Step Process (ACQ 265) Nov 2009 Table of Contents UNIT 1 Introduction UNIT 2 Form the Team, Review Current Strategy, Market Research Step 1: Form the Team Step 2: Review the Current Strategy Step 3: Market Research UNIT 3 An Industry Perspective: Approaching an Acquisition UNIT 4 Requirements Definition Step 4: Requirements Definition UNIT 5 Develop your Sourcing Strategy Step 5: Sourcing Strategy UNIT 6 Execute the Strategy Step 6: Execute the Strategy UNIT 7 Performance Management Step 7: Manage Performance Appendices I Acronym List II Glossary | | | |Course Title |Performance Based Service Acquisition (ACQ 265) | | | | | | | |Lesson Title | Course Introduction | | ...
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...management deals with decisions that fundamentally influence the direction of the organization and effective implementation of the direction chosen. Strategic management addresses the organizational structure, resources & capabilities, and the strategic positioning of the organization to create, capture, and sustain competitive advantage. In addition to economic value creation, management also must make decisions concerning the distribution of this economic value across stakeholders. In BADM 449, you will develop your skills at: • Understanding how firms create, capture, and sustain competitive advantage; • Analyzing strategic business situations and formulating strategy; and • Implementing strategy and organizing the firm for strategic success. Success ultimately depends not only on the soundness of the formulated strategy, but also on effective implementation through appropriate organizational choices. This capstone business course focuses on strategic decisions, and with both the content of those decisions and the processes by which general managers position the businesses and allocate scarce resources (including time and attention) under conditions of uncertainty and competition. This course utilizes various tools, concepts, and analytical frameworks that enhance our ability to define and analyze strategic problems and to...
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...Syllabus Certified General Accountants Association of Canada 100 – 4200 North Fraser Way Burnaby, British Columbia Canada V5J 5K7 www.cga-canada.org © CGA-Canada, 2013 All rights reserved. These materials or parts thereof may not be reproduced or used in any manner without the prior written permission of the Certified General Accountants Association of Canada. Printed in Canada ISBN for an individual volume: 978-1-55219-599-4 About CGA-CANADA _________________________________________ CGA-Canada today The CGA designation focuses on integrity, ethics, and the highest education requirements. Recognized as the country’s accounting business leaders, CGAs provide strategic counsel, financial leadership, and overall direction to all sectors of the Canadian economy. The Certified General Accountants Association of Canada — CGA-Canada — sets standards, develops education programs, publishes professional materials, advocates on public policy issues, and represents CGAs nationally and internationally. The Association represents 75,000 CGAs and students in Canada, Bermuda, the Caribbean, Hong Kong, and China. Mission CGA-Canada advances the interests of its members and the public through national and international representation and the establishment of professional standards, practices, and services. A proud history CGA-Canada was founded in Montréal in 1908 under the leadership of John Leslie, vicepresident of the Canadian Pacific Railway. From the beginning, its objective...
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...“A critical component of any winning business is an HR function that improves business results. I highly recommend this book to HR and business leaders everywhere.” —William S. Allen, Senior VP, Group HR, AP Moller-Maersk AS, Copenhagen, Denmark “Got business? This book does. By asking (and answering) the tough questions about HR relevance for line managers, shareholders, and customers, readers will clearly understand the why, how, and what of HR transformation.” —Rich Baird, Joint U.S. and Global Leader, Advisory People and Change, PwC “Wow, they have done it! Many HR shops need transformation but don’t have the answers. This book is the roadmap, answers the questions, provides the rationale, and describes how HR transformations should unfold. Read it, but better yet—do it!” —Richard W. Beatty, Rutgers University, coauthor of The Differentiated Workforce “A must read for an HR team that wants to add the most value to the business.” —Bob Bloss, HR Executive Vice President, Hallmark “A thoughtful and practical guide that will help leaders navigate some of the most important decisions about building the HR organization of the future.” —John Boudreau, USC Marshall, coauthor of Investing in People and Beyond HR “Two bangs for your hard-earned buck. First, a very strong summary of the key tenets of the most important HR thinking. Second, highly practical examples of what to do and—even more importantly—what NOT to do when embarking upon transformation.” —Reg Bull...
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...Supreme Audit Institutions (PASAI): Strategic Management and Operational Guidelines Foreword The purpose of these guidelines is to provide assistance for Pacific Association of Supreme Audit Institutions (PASAI) members, especially heads of SAIs and managers to carry out their functions strategically, tactically and operationally. They do this by introducing the basics of planning, examining the types of objectives and differentiating the types of plans consisting of the corporate plan, strategic plan, business plan and operational plan for the management of their offices. PASAI recognises the importance of having these strategic management plans as it is top level management’s responsibility to define the SAI’s positions, formulate strategies and guide long term organisational activities. This is one of PASAI’s initiatives aimed at developing SAIs within the region. The guidelines have been produced to assist PASAI members in the effective, efficient and economic planning and management of their resources annually and in the long term. It provides guidance to SAIs in establishing and enhancing their strategic management functions. The guidelines look at: the fundamentals/characteristics of strategic planning; the strategic planning framework and makes reference to relevant legislation and the founding principles for SAIs proclaimed in INTOSAI’s Lima Declaration that underpins these guidelines with the relevant ISSAI Levels 1 and 2 standards; how to develop or evaluate...
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...studentNational University of Singapore MW5200 MSC SCIENCE COMMUNICATION PROJECT Project Report Strengthening student engagement in the classroom. Course: Msc (Science Communication) Faculty of Science National University of Singapore Ganeshini D/O Sri kanthan A0075383Y Name: Student ID: Project Supervisor: A/P Helmer Aslaksen ABSTRACT The Ministry of Education (MOE) recognizes the importance of student engagement in the classroom. However, keeping students engaged in the classroom is a challenge for many educators these days. Student engagement is a contested concept, theorized in a variety of different ways within academic literature. This projects aims to define and understand the concept of student engagement. The purpose of this project was also to find out the usage of engagement based approaches in the classroom. The survey results in this project indicate that teachers do use these approaches in the classroom but not frequently enough. Usage of engagement based approaches in the classroom can be increased with changes in attitudes of teachers, sufficient support from schools and changes in modes of assessment. i AKNOWLEDGEMENTS I would like to thank the following people who have helped me in making this Masters Project interesting and a memorable one: Associate Professor Helmer Aslaksen for his guidance and patience. Without his constant assurance and encouragement this would not be possible. Colleagues and friends who contributed...
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...Advanced Manufacturing Competency Model Updated April 2010 Employment and Training Administration United States Department of Labor 1 www.doleta.gov Updated April 2010 Advanced Manufacturing Competency Model Table of Contents About the Model 3 Tier One: Personal Effectiveness Competencies 4 Interpersonal Skills 4 Integrity 4 Professionalism 4 Initiative 4 Dependability & Reliability 4 Lifelong Learning 4 Tier Two: Academic Competencies 6 Science 6 Basic Computer Skills 6 Mathematics 7 Reading 7 Writing 7 Communication—Listening and Speaking 8 Critical & Analytical Thinking 8 Information Literacy 8 Tier Three: Workplace Competencies 10 Business Fundamentals 10 Teamwork 10 Adaptability/Flexibility 11 Marketing and Customer Focus 11 Planning and Organizing 12 Problem Solving and Decision Making 12 Working with Tools and Technology 13 Checking, Examining, and Recording 13 Sustainable Practices 14 Tier Four: Industry-Wide Technical Competencies 15 Entry-Level 15 Manufacturing Process Design/Development 15 Production 15 Maintenance, Installation, and Repair 17 Supply Chain Logistics 17 Quality Assurance and Continuous Improvement 18 Sustainable and Green Manufacturing 19 Health, Safety, Security, and Environment 19 Technician Level 21 Manufacturing Process Design/Development 21 Production...
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...CURRICULUM OF BUSINESS ADMINISTRATION FOR BBA, BBS, MBA & MS HIG HER EDUC ATIO N CO MM ISSION (2012) HIGHER EDUCATION COMMISSION ISLAMABAD 1 CURRICULUM DIVISION, HEC Prof. Dr. Syed Sohail H. Naqvi Mr. Muhammad Javed Khan Malik Arshad Mahmood Dr. M. Tahir Ali Shah Mr. Farrukh Raza Mr. Abdul Fatah Bhatti Executive Director Adviser (Academics) Director (Curri) Deputy Director (Curri) Asstt. Director (Curri) Asstt. Director (Curri) Composed by: Mr. Zulfiqar Ali, HEC, Islamabad 2 CONTENTS 1. Introduction……………………………………...........6 2. BBA Programme....................................................11 a. Structure of BBA Programme..……………....12 b. Layout for BBA Programme..........................13 c. Semester-wise Breakup for BBA…...............14 3. Bachelor of Business Studies (BBS)......................15 4. MBA Programme....................................................16 a. Structure of MBA Programme........................17 b. Semester-wise Breakup for MBA...................19 5. MS in Management Sciences................................20 a. Structure of MS Programme...........................20 b. Eligibility for Non-business Degree Holders...21 6. Roadmap for Business Education…………............24 7. BBA Course outlines...............................................25 a. Compulsory Courses for BBA...…….…..........25 b. Foundation Core Courses...........…....…....... 41 c. Major Core Courses........................................59 d. Major...
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