...Introduction Administration is the function of industry concerned in the determination of corporate policy, the co-ordination of finance, production, and distribution, the settlement of the compass of the organization, and the ultimate control of the executive. Meanwhile, management is the function in industry concerned in the execution of policy, which is within the limits set up by administration, and the employment of the organization for the particular objects set before it. Although literature on the field of business management dates back to the late nineteenth century, the study of human service management and administration is relatively recent. Most of the literature has come from the field of non-profit management such as social work, the arts, education, research, science, religion, philanthropy, and other such activities. It can be seen through some evidences of buildings from which many of them we can admire nowadays. These includes Egyptians pyramids, Colosseum, Chinese great wall, Taj Mahal, cathedrals, and many others great buildings. These buildings must have been built by a thousands of workers or slaves, which is certainly leaded by someone. Therefore, managerial activity has...
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...Management of Public & Private Participation | 5. | HMPRBA 305 | Marketing Research | 6. | HMPRBA 306 | Financial Management | 7. | HMPRBA 307 | Operations & Supply Chain Management | 8. | HMPRBA 308 | Innovation Management | 9. | HMPRBA 309 | Current Business Affairs & Soft Skills | 10. | HMPRBA 310 | Minor Project (8 weeks) & Viva - Voce | HMPRBA-301: Strategic Management The objective of this course is to acquaint students with the concepts, methods and tools of strategic management and their application in industry. UNIT I: Strategic Management-Basic process of strategic management; Benefits and limitations of strategic management; Goals and objectives, Business Vision, Mission and Objectives. UNIT II: Environment and Resources Analysis: Environmental Analysis, Industry and Competitive Analysis, the External Factor Evaluation (EFE) Matrix, Competitive Profile Matrix (CPM), Internal Analysis; Internal Factor Evaluation (IFE) Matrix, Porter’s Five Forces Model, SWOT Analysis and VRIO framework. UNIT III: Strategy Formulation: Porters Value chain - Generic competitive strategies - Portfolio Analysis and its limitation - BCG matrix and GE matrix - Building competitive - advantage for a firm - Strategy versus tactics and making a Strategic Choice - ‘Blue Ocean Strategy’. UNIT IV: Strategy Implementation and Control: Corporate Strategy - Business Strategy - Functional Strategy and Global Strategy - Issues in Strategy Implementation...
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...4-MAT BOOK REVIEW Name Course Date 4-MAT Book Review Abstract In her book, Practicing Greatness, McNeal demonstrates how successful spiritual leaders are devoted consciously to seven spiritual disciplines, customs of mind and heart that profile their character and competence.[1] The book serves as a reminder to the spiritual leaders that they will either self-select into or out of greatness. The seven disciplines distilled by McNeal are; 1. Self-awareness- the most imperative body of information possessed by a leader 2. Self-management- the ability to handle difficult emotions, mental vibrancy, physical well-being, expectations and temptations 3. Self-development-a life commitment to growing and developing one’s strength 4. Mission-enjoying-the consent of upholding the sense of the purpose of God in your life and leadership 5. Decision-making-learning from failure and knowing the aspects of good decision 6. Belonging-the willpower to cultivate relations and to live in the community with other people including one’s family, mentors, friends and followers 7. Aloneness-the premeditated exercise of soul-making solitude and meditation McNeal speaks to leaders and managers on leadership strengths. He endorses a modest philosophy change that can assist the staff members of a church or business evade the problems that arise from people living in an environment that takes advantage of their weakness...
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...critically acclaimed movies, such as The Incredibles, Cars, Monsters Inc, Wall-E and Finding Nemo. Pixar is a very interesting company to study when it comes to innovation, and many other companies can take lesson from them on how to be creative. After reading the book you can draw the conclusion that the major key factors to Pixar's success of creating a innovative environment are the leadership style and teamwork spirit. For people to be able to involve in processes that leads to innovation the following criteria are essential: problem understanding, seeing opportunities and the desire to do something. Connected to the desire to do something is the performance. There is much talk about skills and knowledge in society. But skilled employees is not the same as high-performing employees. To have high-performing employees the culture is of big importance, which Pixar has understood. The book discusses how the Pixar culture has been formed and how the employees, called the pixarians, work in the organization. As the title indicates, ”the world's most creative corporate playground”, the main topic in the book is ”dream like a child”. In this book review I will discuss Pixar as a playground, the team dynamics and the impact of leadership style on the culture and the employees. A corporate playground Throughout the book Pixar is defined as a corporate playground, where the most important thing is to dare to dream like a child. At Pixar...
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...and Sterman at the Conference on Transforming Organizations, Sloan School of Management, MIT, May, 1990. Specifically, they have said: “For systems theorists, the source of poor performance, organizational failure, and inability to adapt is often to be found in the limited cognitive skills and capabilities of individuals compared to the complexities of the systems they are called upon to manage. A vast body of experimental work demonstrates that individuals make significant, systematic errors in diverse problems of judgment and choice. Training and repeated experience often do not help. Market mechanisms and financial incentives do not eliminate the errors.” They go on to say “Regardless of the tools employed the most important result of the mapping stage is to uncover critical assumptions and set the stage for challenging them”. This and subsequent statements emphasize success lies in emerging the Reality or Truth as stated by Senge later in his book “The Fifth Discipline”. York & Nicolaides echo this argumet in their paper in Human Resource Development & Review (May, 2012)...
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...Higher Education Quality Enhancement Project HEQEP Operations Manual for Innovation Fund Second Edition evsjv‡`k wek¦we`¨vjqgÄyixKwgkb University Grants Commission of Bangladesh Ministry of Education Government of the People’s Republic of Bangladesh Operations Manual for Innovation Fund (2nded.) IFOM Preparation Committee: Professor Abdul Mannan, Chairman, UGC Professor Dr Mohammad Mohabbat Khan, Member, UGC Professor Dr AbulHashem, Member, UGC Professor Dr Md. AkhtarHossain, Member, UGC Professor Dr M. Yousuf Ali Mollah, Member, UGC Professor Dr DilAfroza, Member, UGC Dr Gauranga Chandra Mohanta, ndc, Project Director, HEQEP Mr Md. Korban Ali, AIF Coordinator, HEQEP Professor Dr M. MuhiburRahman, AIF Management Specialist, HEQEP Professor Dr AbutaherM.Ziauddin, AIF Management Specialist, HEQEP Mr Md. Gazi Nazrul Islam, Program Officer (Innovation), HEQEP Published by: Higher Education Quality Enhancement Project (HEQEP) Dhaka Trade Centre (8th Floor), 99 KaziNazrul Islam Avenue Karwan Bazar, Dhaka 1215, Phone: 8189020-24, Fax 8189021 E-mail: pd.heqep1@gmail.com, Web: www.heqep-ugc.gov.bd University Grants Commission of Bangladesh (UGC) UGC Bhaban, Plot No. E-18/A, Agargaon, Sher-e-Bangla Nagar, Dhaka 1207 Phone: 8128172,8128174,8128175,8128177; Fax: 8181615, 8181617, 9114707 E-mail: chairmanugc@yahoo.com, Web: www.ugc.gov.bd Disclaimer This Operations Manual (2nd ed.) should not be considered as a final document that cannot be revised, modified or updated...
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...V DOI:10.1145/1629175.1629189 viewpoints Michael Cusumano technology strategy and Management the evolution of platform thinking How platform adoption can be an important determinant of product and technological success. n s e VeRA L o F I my prior publications, including my Communications columns on Microsoft, Apple, and Google, I have argued that companies in the information technology business are often most successful when their products become industrywide platforms. The term “platform,” though, is used in many different contexts and can be difficult to understand. I am currently finishing a book on best-practice ideas in strategy and innovation, and include a chapter on how platform thinking has evolved.1 This column summarizes some of my findings. Most readers have probably heard the term platform used with reference to a foundation or base of common components around which a company might build a series of related products. This kind of in-house “product platform” became a popular topic in the 1990s for researchers exploring the costs and benefits of modular product architectures and component reuse.2 32 communicATio ns o f TH e Acm I was among this group, having studied reusable components and design frameworks in Japanese software factories, reusable objects at Microsoft, and reusable underbody platforms at automobile manufacturers.3 Product versus industry Platforms In the mid- and late 1990s, various researchers and industry observers, including...
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...Terror from the Air Luftebeben: An den Qullen des Terrors, initially a book first written in German by author Peter Sloterdijk. However, the English translation of the book was published by Semiotext(e) in 2009, which we now know of as Terror from the Air. Sloterdijk wrote this book based around terriosm and our atmosphere, he calls this Atmoterrorism. Peter Sloterdijk defined the 20th century as these three things “the practice of terrorism, the concept of product design, and environmental thinking” (reference p.9). And for him, there was one day in particular that marked the beginning of the 20th century; it was on April the 22nd of 1915. On that epoch, the unexpected happened at Ypres in Northern France during World War 1, when the army of Germany attacked using chlorine gas, making this the first act of gas warfare in history. It was this event in which modernity arose, no longer would attacking involve death to only the enemies, but now to their environment and the air they breathe. The evolution of using poisonous gas would cause harm and destruction to everything essential for living, it was also a sign that traditional war was no longer, but more so classed as terrorism. The first one of the three themes that outlines the 20th century is the practice of terrorism, which was when enemy interaction was established on a post- militaristic basis (Sloterdijk, 2009, p.29REFERENCE). During this time of war is when the discovery of the atmosphere and ecosystem transpired...
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...Baumgartner Many organizations make mistakes in their idea review processes that result in rejecting the most potentially innovative ideas in favor of less innovative ones, warns Jeffrey Baumgartner. Here are some ways to avoid this unfortunate fate. Organizational innovation is not just about generating creative business ideas. It is also about reviewing ideas in order to identify those which are most likely to become successful innovations. Unfortunately, many organizations make mistakes in their idea review processes that result in rejecting the most potentially innovative ideas in favor of less innovative ones. In some instances, the idea review process is a simple matter of a manager reading through a batch of ideas and selecting those she believes will work best for her firm. This is most often the case in smaller firms run by a single owner and manager. In most medium to large businesses, however, a structured evaluation process is necessary in order to: Identify the ideas that are most likely to succeed as innovations for the company. Ensure that complex ideas are reviewed by people with the appropriate expertise necessary to understand what would be necessary to implement the idea – and what might go wrong. Enable a middle manager to defend the idea to senior management, stakeholders, and financial officers who may need to grant budgetary approval of the idea. Make it possible to review a large number of ideas in a resource efficient manner. Improve...
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...Subject Outline Subject Name: Managing Entrepreneurial Enterprises Code: LB5207:03 Study Period: SP21, 2014 Study Mode: Internal Campus: Brisbane Subject Coordinator: Dr. Boaz Bernstein Pre-requisites: If pre-requisites apply to your subject, provide link to subject in Studyfinder <https://secure.jcu.edu.au/app/studyfinder/index.cfm> e.g., For prerequisites for EV3010, see https://secure.jcu.edu.au/app/studyfinder/index.cfm?subject=EV3010&year=2013&transform=subjectwebview.xslt Note that where a subject is offered across different campuses and/or modes and/or teaching periods within the one calendar year, the learning outcomes will be the same and, other than in exceptional circumstances, there will be no variation in assessment type or weighting. Any minor variation in assessment type or weighting will be authorised through relevant School/Faculty processes and by Head of School, and documented in the subject outline/s, prior to the commencement of the subject. The design of course content and learning experiences across different campuses and/or modes and/or teaching periods within the one calendar year will ensure equivalent opportunity for students to achieve learning outcomes. This subject outline has been prepared by the School of Business, Faculty of Law, Business and the Creative Arts, James Cook University. Updated 20 March 2014. Q1. This subject is offered across more than one campus and/or mode and/or teaching...
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...|1a. Module Title: |1b. Module Code: | |Crisis, Change and Creativity in Contemporary Business |BP1BS313 | |2a. Module Scheme: |2b. Name of Programme(s): | |Undergraduate |BSc(Hons) in Business and Management | |3a. Module Leader: |3b. Location: | |Ioannis Doukas (Ph.D Candidate) |Business School | |4a. Module Status: |4b. Module Credit Rating: |4c. Module Type: | |Dedicated |20 |Core Module (Compulsory Module) | |5. Programme Stage in which module is offered: | |Year 3, Semester A | |6. Total learning hours: ...
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...deals with propensity to innovate and effectiveness at innovation. It includes the following terms: Formalization: It is the degree to which the firm utilizes rules, procedures, and written documentation to structure the behavior of individuals or groups within the organization. KFC, McDonalds etc., are well known to the world. To maintain their level over the top they follow set of rules and procedures in preparing their recipes, storing them and serving to people. Following these rules and procedures helps the organization to regulate employee behavior by providing clear expectations of behavior and decision making. Standardization: It is the degree to which the activities are performed in a uniform manner. It ensures the quality levels are met. Standardization is similar to that of a benchmark. KFC or McDonalds have many number of branches all over the world. If any branch does a mistake in some process, then whole unit (KFC or McDonalds) has to face the consequences. Hence, each and every branch has to follow the uniform rules and procedures which we call standardization. To be on the top, organizations have to maintain high level standards. This may limit innovation which doesn't mean that organizations cannot be creative. Centralization: It is the degree to which decision-making authority is kept at the top levels of the firm. In this type of organizations employees do not have authority over the work they do. The whole power to make decisions lies in the...
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...Managing Strategy 1 Amazon STRATEGIC ANALYSIS OF AMAZON Submitted for: MBA IN MS (MANAGING STRATEGY) TUTOR: PAUL ANDERSON SUBMITTED BY: C0411672 Managing Strategy 2 Amazon CONTENTS Title..................................................................01 Contents....................................................... 02 Introduction.................................................03 Section 1 Current strategic position......................04 Macro environment.................................... 04 Micro environment......................................07 Strategic Capabilities................................10 Section 2 Current and Future strategy..................13 Bowman’s strategy clock.........................13 Section 3 Implementation issues............................... 16 Cultural web................................................16 Kotters 8 step theory................................18 Conclusion....................................................21 Reference list..............................................22 Appendix..........................................................30 Managing Strategy 3 Amazon INTRODUCTION Amazon is an e-commerce platform based organisation established in 1995 by Jeffrey P. Bezos. Amazon.com is based in Washington, United States. Amazon is recognised as customer centric e-commerce organisation giving wide varieties, low price offers and convenience to its customers by offering services virtually. ...
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...Typesetter: KnowledgeWorks Global, India Cover design: Design Deluxe ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section applicable copyright law of another jurisdiction, without the prior written permission of the publisher. While the publisher has taken all reasonable care in the preparation of this book, the publisher makes no representation, express or implied, with regard to the accuracy of the information contained in this book and cannot accept any legal responsibility or liability for any errors or omissions from the book or the consequences thereof. Products and services that are referred to in this book may be either trademarks and/or registered trademarks of their respective owners. The publishers and author/s make no claim to these trademarks. For product information and technology assistance, contact emea.info@cengage.com. For permission to use material from this text or product, and for permission queries, email clsuk.permissions@cengage.com. The Author has asserted the right under the Copyright, this Work. This work is adapted from Business in Context published by Thomson Learning, a division of Cengage British...
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...Google is a successful company among employees and IT industry that vast candidates want to join into Google and become a ‘Googler’ (Page & Brin, 2012). Based on its success, it is obvious that there are many unique strategies implemented in Google. For example, motivational company value, rigorous hiring practices and autonomic job design principles. This report attempts to explore these main tactics behind Google’s success. Besides, it also analyses many motivational theories to evaluate Google’s practices. While all information within this report has come from vast resources, ranging from academic journals and books, the lack of academic investigations such as survey etc. has to be recognised on analysis of practice of Google. 1. Introduction The known Google was set up in September 1998 by its founders Larry Page and Sergey Brin who created an epoch-making search engine for people and even changed the world...
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