...Contemporary Issues in Information Management BIN3010-N Block Delivery 2013 - 2014 Jim Innerd & Steve Pattinson [pic] Microsoft launches Office in the cloud Source: http://www.bbc.co.uk/news/technology-13943437 (9/9/2011) Contents Module aim 1 Module team 1 Module learning outcomes 1 Module delivery pattern 2 Learning strategy 2 Module timetable 3 Assessment strategy 4 Key texts 5 Assessment Referencing 6 Module Assessment Feedback 7 Assessment Marking Criteria & Feedback Grid 8 Module aim This module provides an insight into the development of technology, current issues and how it effects organisations. It provides students with an opportunity to explore the relationship between Information Management and the strategic formulation of technology in businesses and its implications/consequence for support of business change processes. Module team • Jim Innerd (module leader) • Steve Patterson (module tutor) Block delivery tutors: |Group |Tutor |Contact details* | |ML |J Innerd |Email: Jim.Innerd@tees.ac.uk | |MT |S Pattinson |Email: S.Pattinson@tees.ac.uk | * Please check the module VLE for a definitive list of group tutors. Module learning outcomes ...
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...Accounting is tools for business decision making. The use of management accounting information is a key for organizational success. This essay will explain on the importance of managerial accounting process in organization to successfully carrying out the day to day as well as long term activities and goals. First, it describes how the evolution and change in managerial accounting. Second, the essay looks at the role of managerial accountants. Third, it explains several function of managerial accounting that tend to contribute the adds value to organization. 2.0 INTRODUCTION According to the Chartered Institute of Management Accountants ( CIMA ), Management Accounting is defined as the process of identification, measurement, accumulation, analysis, preparation, interpretation and communication of information for both financial and operating used by management to plan, evaluate and control within an organization and to assure use of and accountability for its resources. The Institute of Management Accountants ( IMA ) defined Management Accounting is a profession that involves partnering in management decision making, devising planning and performance management system and providing expertise in financial reporting and control to assist management in the formulation and implementation of an organization’s strategy. Managerial accounting applies to all types of business such as service, merchandise and manufacturing. It also applies to all forms of business organizations such...
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...WHAT IS GLOBALIZATION? Four Possible Answers Simon Reich Working Paper #261 – December 1998 Simon Reich holds appointments as a Professor at the Graduate School of Public and International Affairs and in the Department of Political Science at the University of Pittsburgh. In fall 1997 he was a Visiting Fellow at the Kellogg Institute. His publications include The Fruits of Fascism: Postwar Prosperity in Historical Perspective and The German Predicament: Memory and Power in the New Europe (with Andrei S. Markovits) both published by Cornell University Press. His most recent coauthored book is The Myth of the Global Corporation (Princeton University Press, 1998). Reich has also published many book chapters and articles in journals such as International Organization, International Interactions, The Review of International Political Economy, and German Politics and Society. He has received fellowships from the Sloan Foundation and the Kellogg Institute and was awarded an International Affairs Fellowship from the Council on Foreign Relations. His current work is on the issue of the definitions and central propositions of globalization. This paper was written during my stay at the Kellogg Institute. I wish to express my appreciation to the fellows and staff of the Institute for all their help on this project, notably to Scott Mainwaring who is now director of the Institute. Introduction The end of the Cold War provided a major shock for scholars of politics and policy in at...
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...The Origins of Managerial Thought Pre-Industrial Revolution Influences 1000 BC perceptive officials in China were writing about how to manage and control organized human activity Egyptians and Romans implemented management systems as well late Middle Ages (15th and 16th centuries) Venice and Florence were managing with ‘modern’ procedures Industrial Revolution in England beginning of the end of the domestic production system= steam engine (1765) factories established themselves in England and to create maximum efficiency, division of labor began (championed by Adam Smith, a founder of modern econ) aside from how to divide up work efficiently, another issue was how to manage these factories’ entrepreneurs or factory owners began to implement management systems (ex. Robert Owen and Charles Babbage) Industrial Revolution in America America flourished during IR due to abundance of raw materials and natural resources also gained an advantage from the early trail and error of their English counterparts revolution began in textiles Railroads=first systematic thinking emerged about how to manage a company more effectively since RR has to organize, coordinate, and supervise multiple operations in widely geographical locations * Pioneers: The Scientific Management Approach rapid growth in # and size of factories in 1865 resulted in increased attention to the issue of how to improve industrial efficiency pro engineers began to address problem in 1880s Henry R. Towne and...
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...Any organization or business needs to have a strategic plan and carefully implement it inorder to strive the marketplace and gain competitive advantage over the others. All organizations have a specific business strategy set in place helping them to monitor their daily activities and operations, generate and retain customers, gain the competitive advantage and achieve their organizational goals and objectives (Kourdi, 2003). The question of a company winning or loosing in the market place can be attributed to the fact that decides how effectively the organization strategy is implemented and how well it is being carried out (Ulwick, 1999). Hence, it is necessary to give al lot of importance when it comes to laying out strategies for the organization to compete and survive in the market place. In this paper, I will be analyzing the circumstances and the strategic issues facing Alpha Toiletries, a company which produces, market and sell a huge variety of toiletry products to many large retailers and department stores. Their main clients included Marks and Spencer and Superdrug along with Proctor and Gamble (Williamson et al., 2004). The products range from shampoos, aftershaves, shower gels, etc. In addition, Alpha develops their customers own brands and manufactured from free issue basis. Order Qualifiers and Order Wining Criteria: Order qualifiers are the factors or elements that a firm must atleast have inorder to be considered for competition in the market place (Davis et al...
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...hospitality research, notably relating to hospitality studies, in the context of Kuhn’s (1962) evolution of scientific theory. The paper highlights the development of the ‘hospitality lens’ by Lashley, Lynch and Morrison (2007) and suggests it can facilitate the study of hospitality in any social situation from a strengthened social scientific perspective. It is argued that the study of hospitality should be not just for understanding hospitality but also society itself. Such an approach is suggested as both logical and healthy for the subject development with adoption of more critical perspectives on hospitality. The considerable implications of adopting a ‘new’ hospitality research agenda are described with reference to the conceptualization of hospitality, the nature of research and the research community, subject implications including journal publication outlets, and the higher education context. Keywords: Hospitality lens; ‘new’ hospitality; subject development. INTRODUCTION This paper moves beyond any pre-occupation with the vocational roots of hospitality higher education debate as it is considered that that debate has had its day. Rather, the content is framed within the discourse commenced by Kuhn (1962) who argues that the evolution of scientific theory does not emerge from the straightforward accumulation of facts, but rather from a set of changing intellectual circumstances and possibilities. The adoption of Kuhn’s model allows for the charting of hospitality subject development;...
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...BUSINESS STRATEGIES Strategic management involves the formulation and implementation of the major goals and initiatives taken by a company's top management on behalf of owners, based on consideration of resources and an assessment of the internal and external environments in which the organization competes.[1] Strategic management provides overall direction to the enterprise and involves specifying the organization's objectives, developing policies and plans designed to achieve these objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision making in the context of complex environments and competitive dynamics.[2] Strategic management is not static in nature; the models often include a feedback loop to monitor execution and inform the next round of planning.[3][4][5] Harvard Professor Michael Porter identifies three principles underlying strategy: creating a "unique and valuable [market] position", making trade-offs by choosing "what not to do", and creating "fit" by aligning company activities with one another to support the chosen strategy.[6] Dr. Vladimir Kvint defines strategy as "a system of finding, formulating, and developing a doctrine that will ensure long-term success if followed faithfully."[7] Corporate strategy involves answering a key question from a portfolio perspective: "What business should we be in?" Business strategy involves answering the...
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...Requiements of business Management Systems: A Delineation of the Comprehensive Set of Criteria Bartłomiej NITA* 1 Introduction There are organizations which have serious problems with transforming their strategies in-to actions and achieving good performance, so the major purpose of modern management accounting is to support the strategy execution. However, for fulfilling this goal it is essential to design and implement effective performance measurement and management system in order to asses, control, and finally improve organizational performance. Unfortunately, still a lot of companies today use financial and accounting-based calculations as the ultimate measures of company performance although exclusively financial approach to performance is not sufficient any longer. The aim of the paper is to figure out the requirements that should be fulfilled by modern performance management systems. Thus, in the first part of the article the short review of contemporary approach to performance management was described, in the following part different opinions and discussions from the relevant academic literature were depicted and finally the comprehensive set of ten requirements was proposed. 2 Contemporary Approach to Performance Management In 1965 R. N. Anthony published his seminal work titled “Planning and Control Systems”, in which he introduced the concept of management control. His classic definition of management control...
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...Global Journal of Human Resource Management Vol.3, No.3, pp.58-73, May 2015 Published by European Centre for Research Training and Development UK (www.eajournals.org) HISTORY, EVOLUTION AND DEVELOPMENT OF HUMAN RESOURCE MANAGEMENT: A CONTEMPORARY PERSPECTIVE Kipkemboi Jacob Rotich1, Moi University, School of Human Resource Development, Department of Development Studies, P.o Box 3900-30100, Eldoret, Kenya. ABSTRACT: Various attempts have been made towards tracing the historical development of the discipline of Human Resource Management (HRM). However, these initiatives have largely been concentrated on certain specific periods of time and experiences of specific countries and regions such as Australia, the USA, the UK and Asia (Nankervis et.al, 2011; Kelly, 2003; Ogier, 2003). This paper attempts to document the entire history of the discipline of Human Resource Management from a holistic perspective. The evolution and development of HRM will be traced right from the pre-historic times through to the postmodern world. Major characteristics in the evolution and development of HRM will also be examined and documented. KEYWORDS: Human Resource Management (HRM), evolution, history INTRODUCTION Defining Human Resource Management (HRM) According to Armstrong (2006) Human Resource Management (HRM) is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively...
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...................................... 12 Some Basic Concepts and Definitions ................................................................. 15 Transactional Vs. Transformational Leadership .................................................. 18 Theories of Change in Organisations................................................................... 21 Life Cycle Theory ................................................................................................ 22 Teleological Theories of Change ......................................................................... 25 Dialectical Theories of Change............................................................................ 27 A Dialectical Approach to Organisational Strategy and Planning ....................... 29 Limitation of Dialectics; DA and DI.................................................................... 31 Theories of Change in Organisations................................................................... 33 Application of Evolutionary Theory .................................................................... 35 Further Application of Evolutionary Theories..................................................... 36 Greiner’s Model of Organisational Evolution and Revolution...
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...Relevance: Reasons for concentrating on the history of thought General historic interest (assumed!) Developing a sense for connections between political/technical history and the emergence of new economic ideas Many recently discussed topics in economics have ancestors in previous decades and centuries; many ‘brand-new’ approaches actually possess long beards (however often forgotten). Hans-Walter Lorenz (FSU Jena) A Short History of Economic Thought Winter 2012/13 3 / 93 Outline, Relevance, and Contents Outline, Relevance, and Contents Contents The Classics – Quesnay, Smith, Ricardo, Say, Malthus, Marx The Neoclassics – Marshall, Walras, Menger, Gossen The Keynesian Revolution The Neoclassical Synthesis and the New Classical School Strategic Behavior and Game Theory Evolutionary Economics Hans-Walter Lorenz (FSU Jena) A Short History of Economic Thought Winter 2012/13 4 / 93 The Classics The Classics The Most Influential Classical Writers: Francois Quesnay (1694 - 1774) ¸ Adam Smith (1723 - 1790) David Ricardo (1772 - 1823) Jean-Baptiste Say (1767 - 1832) Robert Malthus (1766 - 1834) Karl Marx (1818 -...
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...Asian Journal of Business Management 2(4): 110-120, 2010 ISSN: 2041-8752 © M axwell Scientific Organization, 2010 Submitted date: August 30, 2010 Accepted date: October 09, 2010 Published date: December 10, 2010 Strategic Innovation Management in Global Industry Networks: The TFT LCD Industry Guenter Boehm and 2 L.J. Fredericks Strategic Marketing, Samsung Electronics Co. Ltd., Yongin-449-711, South Korea 2 The Center of Poverty and Development Studies, Faculty of Economics and Administration, University of M alaya, Kuala Lumpur-5060 3, M alaysia 1 1 Abs tract: This study examines the strategic innovation management of the business creation process across the technology industry value chain in the global thin-film-transistor (TFT) liquid-crystal-display (LCD) industry based on an anonymous online survey of employees in the industry value chain and outside exp erts (universities, consultants, etc.). The study confirms that technology strategy formulation and a strategic center position are key industry concerns. It also affirms the utility of the industry value chain framework to manage technological innovations transcending that of a single company, and that strategic innov ation m anag eme nt in global high technology industries incorporates a shared business creation process structure involving as many industry value chain partners as possible. Key words: Global high technology industry networks, strategic innovation manageme nt, TFT L CD industry INTRODUCTION Globalization...
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...http://crs.sagepub.com/cgi/content/refs/34/1/51 Downloaded from http://crs.sagepub.com at LA TROBE UNIVERSITY on April 21, 2008 © 2008 SAGE Publications. All rights reserved. Not for commercial use or unauthorized distribution. Critical Sociology 34(1) 51-79 http://crs.sagepub.com Corporate Social Responsibility: The Good, the Bad and the Ugly Subhabrata Bobby Banerjee University of Western Sydney, Australia Abstract In this article I critically analyze contemporary discourses of corporate social responsibility and related discourses of sustainability and corporate citizenship. I argue that despite their emancipatory rhetoric, discourses of corporate citizenship, social responsibility and sustainability are defined by narrow business interests and serve to curtail interests of external stakeholders. I provide an alternate perspective, one that views discourses of corporate citizenship, corporate social responsibility, and sustainability as ideological movements that are intended to legitimize and consolidate the power of large corporations. I also problematize the popular notion of organizational ‘stakeholders’. I...
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...International marketing Introduction to Global Marketing (polycopié 1) fidéliser les clients : to build customer loyalty un ensemble de : a set of Définition d'un marché : A market is a set of actual and potential customers. Actual customer is the customer that the company already have. One product is design for one market. One product is design for a set of customers. Market are customers. The marketing process : 1 – Analysis => SWOT analysis - company strenghs & weaknesses (internal analysis) - market opportunities & threats (external analysis) 2 – Planification => setting goals => designing strategies 3 – Implementation => implementing Marketing mix strategies 4 Ps : Product, price, place, promotion 4 – Control => making sure strategies have delivered expected results Global marketing Global marketing is the coordination of marketing activities across various countries that satisfy customers needs. To go global : selling products on a worldwide basis. A) Why do firms go global ? Brand image : a set of mental representations that customers have about the brand. Survival and growth - limited growth in domestic markets eg (équivalent de exemple : exempli gracia en latin) : Nestlé - High growth potential in emerging markets emerging markets : have a fast growth eg China's growth rate around 8 %, BRICS Gaining increased competitiveness - Achieving economies...
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...The Role of Resources and l Organizational Capabilities Classifying Capabilities The Architecture of Capability l Appraising Resources and Capabilities Establishing Competitive Advantage Sustaining Competitive Advantage Appropriating the Returns to Competitive Advantage l Putting Resource and Capability Capabilities in Strategy Formulation Basing Strategy on Resources and Capabilities Resources and Capabilities as Sources of Profit l The Resources of the Firm Tangible Resources Intangible Resources Human Resources Analysis to Work: A Practical Guide Step 1 Identify the Key Resources and Capabilities 123 CSAC05 1/13/07 9:21 Page 124 124 PART II THE TOOLS OF STRATEGY ANALYSIS Step 2 Appraising Resources and Capabilities Step 3 Developing Strategy Implications l Developing Resources and Capabilities The Relationship between Resources and Capabilities Replicating Capabilities Developing New Capabilities Approaches to Capability Development l Summary l Self-Study Questions l Appendix: Knowledge Management and the Knowledge-based View of the Firm l Notes Introduction and Objectives In Chapter 1, I noted that the focus of strategy thinking has been shifted from the...
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