...In Step Two, elements of the organization’s strategy, including Strategic Results, Strategic Themes, and Perspectives, are developed by workshop participants to focus attention on customer needs and the organization’s value proposition.Step Three: Objectives In Step Three, the strategic elements developed in Steps One and Two are decomposed into Strategic Objectives, which are the basic building blocks of strategy and define the organization's strategic intent. Objectives are first initiated and categorized on the Strategic Theme level, categorized by Perspective, linked in cause-effect linkages (Strategy Maps) for each Strategic Theme, and then later merged together to produce one set of Strategic Objectives for the entire organization. | | | Step Four: Strategy Map In Step Four, the cause and effect linkages between the enterprise-wide Strategic Objectives are formalized in an enterprise-wide Strategy Map. The previously constructed theme Strategy Maps are merged into an overall enterprise-wide Strategy Map that shows how the organization creates value for its customers and stakeholders.Step Five: Performance Measures In Step Five, Performance Measures are developed for each of the enterprise-wide Strategic Objectives. Leading and lagging measures are identified, expected targets and thresholds are established, and baseline and benchmarking data is developed. | Step Six: Initiatives In Step Six, Strategic Initiatives are developed that support the Strategic...
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...plan is imperative to survive in today's highly competitive, global marketplace. At ArchPoint, one of the best tools we have found for building a strategic plan that resonates with all levels of an organization is the OGSM Model (Objective, Goals, Strategies and Measures – see Figure 1). The process of creating an OGSM allows your company to 1) clearly define its objectives (both in purpose and financially), 2) crystallize key strategies & initiatives, 3) assign owners and due dates, and finally, 4) build a one-page living document that can be the roadmap for OGSM Model: Framework for all future planning reviews. Alignment & Management If you have not done an OGSM session with ArchPoint Consulting, it may seem like the proverbial “black box”. What exactly is it and how will it help my organization? Since over 50% of our consulting engagements involve OGSM work, this article condenses what happens over the course of a few months into a few paragraphs to give you a better understanding of the process and to let you judge for yourself if it might be worthwhile for your business. Figure 1 The first question: When do you need an OGSM session? If your organization is lacking a sustainable strategic planning process or if your goals and objectives do not align with an existing strategy, OGSM can be a powerful tool. It is powerful because first it harmonizes and priorities the company’s goals. And secondly, it transforms those strategic goals into a clear, executable plan that...
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...Unit 1 – Business Environment P4 - Explain how their style of organisation helps them to fulfil their purposes In this task I will be explaining the McDonalds business, covering how their organisational structures and strategic planning process has helped them to fulfil their purposes and aims. How the structure of McDonalds have helped them to achieve their aims and purpose: McDonald’s organisational structure is hierarchical. This structure consists of multiple levels which means that McDonalds business structure would have a chain of command in the diagrammatic representation of a pyramid, with a large base of workers, who are then supervised by the smaller level above them, who are then supervised by the level above them, until it goes all the way to the top of the pyramid. Basically, anything that can be broken down into layers of levels which range from broad to specific can be considered hierarchical. This organisational structure is best for McDonalds because they are a worldwide fast food restaurant and they need a secure control over the whole business and the hierarchical structure lets that happen. This has helped McDonalds to fulfil their purposes and aims because without a secure control, McDonalds would not be able to function properly. The hierarchy also shows the clear division of work and the lines of control and communication. McDonalds have different functional areas like: finance, marketing, production, customer service, sales and human resources. In these...
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...This therefore mobilizes and motivates the entire organization, and ensures that all employees know how their individual performance can help make the company successful. In this way, each employee concentrates on implementing the strategy. Strategy execution becomes everyone’s everyday job. STEP 3: IMPLEMENTATION - Successful implementation requires continuous monitoring and early response when activities get off-target. The only way to ensure accuracy in achieving the designated goals is to first define objective metrics with the aid of which the respective degree of accuracy can be continuously calculated. That’s why strategy operationalization as described above is an absolute prerequisite for successful execution. Monitoring Implementation – The company requires an activity-based system of monitoring that clearly indicates the level of execution and the success achieved through the measures and actions being taken at every level of the company. This operational transparency enables senior managers, supervisors, and their staff to detect deviations from the plan at any time, at every corporate level, and in every...
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...Leadership in Organizations Ashley Rivers LDR 531 November 17, 2011 Dr. Rickie Baldwin Leadership in Organizations Many organizations are created from the thoughts, motivation, and determination of a leader. A leader is an individual who has the traits, abilities, and behavior to influence followers and accomplish task objectives. These leadership skills can help an organization achieve the strategic goals and objectives of the organization. The term leadership is defined as “the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives” (Yukl, 2010, p. 8). Many researchers have focused on the concept of leadership. Some researchers “define leadership according to their individual perspectives and the aspects of the phenomenon of most interest to them” (id. at p. 2). Research has also distinguished the different views of leadership, and other forms of leadership. The other forms of leadership include direct and indirect leadership. This paper will review the views of leadership, the other forms of leadership, and the behavior approach of leadership. The strengths and weaknesses of the behavior approach will also be discussed. Many researchers have argued whether leadership should be viewed as a “specialized role or as a shared influence” (id. at p. 3) process. Leadership as a specialized role focuses on the relationship...
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...success. Any possible source of uncertainty is now treated as a risk that might need managing. However, risk management isn't that new, there were always Uncertainty, Priorities and even Practicalities. More than that, it's evolving. In fact, there are ones that defines risk management as "a process, effected by an entity’s board of directors, management and other personnel, applied in strategy setting across the enterprise, designed to identify potential events that may affect the entity, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives", others find it as "the process of understanding and managing the risks that the organization is inevitably subject to in attempting to achieve its corporate objectives. Both definitions have a major point in common, that the achievement of corporate objectives is ensured by risk management. Risk management has focused more on operational issues than strategic ones; therefore strategic risks have been managed reactively rather than proactively. Managers should be aware of the inter-linked risks relatively to inter-linked operations activities by developing an UP thinking which facilitates the comprehension of an inter-relationship. In the other hand, we shouldn't neglect the importance of a performance management consisting of a set of management and analytic processes, supported by technology, that enable businesses to define strategic goals and then measure...
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...BUSINESS RESOURCE STAFFING NEEDS Objectives 1. Importance of staff 2. Determining Importance of staffing Staff is important to a business for the following reasons: 1. They complete the work that the business has been set up for. 2. They help each other when there is need to in order to complete certain task. 3. A business will have a variety so as to ensure smooth operation. 4. They make decisions that help them do the work within the business. 5. They play a public relation role as they represent the owner of the business to external stakeholders DETERMINIG STAFF LEVELS 1. The work to be done will dictate the number of staff needed, the higher the amount of work, the more the workers needed; however this may not apply for businesses that are capital intensive. 2. The skills of the workforce may mean that the business has fewer workers if they are multiskilled. However with limited skills can only perform a limited range of tasks meaning that the business will need more workers. 3. It may be expensive especially for small business to acquire the right workforce,, this may limit the number of staff it has. However businesses will be willing to pay huge sums in salaries to acquire the right staff. 4. Work with a dateline means that at the end of that period, the workers will no longer be needed; at the same time it may mean that a business has more for the duration in order to meet the dateline. 5. Bigger businesses can afford and may need more workers however...
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...LEGAL ASPECTS OF BUSINESS The next big reform – GST Submitted to – Prof. I. Sridhar By, Ashwin R Golapkar Section E 2012PGP120 TABLE OF CONTENTS Introduction ....................................................................................................................................................... 3 Objectives of Tax reforms ............................................................................................................................. 5 Implementation of the Existing System .................................................................................................. 11 Shortcomings of the Existing Tax Structure .......................................................................................... 13 Alternatives Available in the implementation ....................................................................................... 18 Tax base and Rates ........................................................................................................................................ 25 Implementation of GST in other countries......................................................................................... 37 Data Analysis and Interpretation........................................................................................................... 38 BIBLIOGRAPHY ............................................................................................................................................. 40 LEGAL ASPECTS OF...
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...Management by objectives has several advantages. Observable, results-oriented goals replace the difficult to observe, subjective traits that are sometimes used in other measures of performance. According to Fisher, Schoenfeldt, & Shaw, (1999) management by objectives can encourage innovation and creativity, since employees are free to determine how they will meet their goals. This approach also can lead to performance improvement, particularly if goals are specific, moderately difficult, and accepted by employees (1999). A coordination advantage also can result; top managers set goals with those immediately below them in the hierarchy, who in turn help set the goals with those below them in the hierarchy, who in turn help set the goals with those below them; and, this cascading effect may help coordinate the activities of the entire organization, with all employees engaged in activities related to the organizations overall objectives and strategy stated by Fisher et. al, (1999). Performance appraisal is an important tool for motivating and improving employee performance. Unfortunately, its potential is seldom fully realized (1999). Appraisals can be improved by careful development of an appropriate appraisal instrument, by training raters to use the system properly, and by providing feedback to raters as to how well they are performing their appraisal and development functions with their own subordinates (1999). When giving performance feedback to subordinates, supervisors...
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...Baderman Island Web 2.0 Enhancement Learning Team A WEB/431 November 26, 2012 Mario Martinez, Jr. Baderman Island Web 2.0 Enhancement The purpose of this paper is to provide a detailed implementation plan for the addition of Web 2.0 functionality to Baderman’s existing website. The discussions in the paper will cover are the implementation plan objectives and justification for the changes, a high-level diagram or flowchart that illustrates the information, processes, and interfaces associated with developing the Web 2.0 enhancement, the information flows, the system design including information on how the code will be used, a description of the project logic, description of interfaces to external websites, and screen mock-ups for the Web 2.0 enhanced Baderman’s website. Implementation Plan Objectives and Justification for Changes Learning Team A will assist the marketing department of Baderman Island Resort in the addition of Web 2.0 functionality to the existing website to help introduce Baderman Island Resort to a younger internet savvy generation of guests. This Web 2.0 addition functionality would include features such as interface to social networking sites, RSS feeds, mobile access, and Flickr. It is our opinion that the site would benefit from the addition of videos. The team is also able to give suggestions on how to upgrade the resort’s current version of Microsoft Word. (Huddleston, 2008) Companies should always update their Microsoft Word so they can take...
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...Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Bojack, H. (2010). New perspectives on blended HTML, XHTML, and CSS: Introductory (2nd ed). Mason, OH: Cengage Learning. Gosselin, D. (2011). JavaScript (5th ed.). Mason, OH: Cengage Learning. Software Dreamweaver CS5 provided through Toolwire ® ® All electronic materials are available on the student website. Week One: Introduction to HTML and XHTML Details Objectives 1.1 Identify basic HTML tags and attributes. 1.2 Compare basic XHTML tags and attributes to DHTML and HTML. 1.3 Explain the importance of viewing and testing markup code in various web browsers. 1.4 Develop HTML code that displays content...
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...smaller aims, and objectives. Strategic planning is of importance in giving directions to organizations. A strategic plan is drawn up for relatively long period of time, typically by senior managers. The plan will cover a five year period of time or longer. The plan needs to be shaped by the mission and the values of the organization. Mission and values Most organization set out two statements that guide their action, these are; * A mission statement; setting out the purpose of the organization, usually in one or a small number of sentences. It needs to be clear to communication key purpose of the organization to stakeholders. * A value statement; setting the core values of the organization and what it believes in. These values should shape all of the relationships between the members of the organization and other stakeholders Development of strategic plans and objectives While the mission of an organization sets out its purpose and the values that it stands for , its aims set out in board terms what the organization seeks to archive through its strategic plan. The aims of an organization are closely tied to the mission, and give a general sense of direction for planning. The aims of an organization can be broken down in to more specific objectives. The objectives are goals the organization wants to archive during the period of the strategic plan. Cascading objectives Objectives that are set for an organization as a whole cascade down into objectives set for the...
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...only 17 months; however, the usual delivery schedule as per our bench mark for such strategic project around 22 months till the mechanical completion at minimum. There was not option to reject and execution plan to be in placed on urgent basis to meet the COMPANY overall strategic plan; hence, I have started to draw project path forward and clear plan for the next phase in view of my obligation to meet COMPANY expectations. First of all we have drawn the main billers/objectives for the final product in term of schedule, budget, safety and Quality in view of our stake holders’ expectations and the project overall objectives as elaborated in scope management plan on engineering, procurement and construction basis (EPC). Second, searching for qualified candidate forming the Project management team where I had chosen and hired strong arms for driving the project in all project phases. Third, we have hired EPC contractor accepting COMPANY term and condition and meeting the project over all objective as drawn in mentioned billers. Third, developing methodology for monitoring and controlling all project activities as elaborated in project measurement system where we have assigned owners and targets for all activities with certain float considering any associated risks. Forth, keeping the open dialog with project main stake holders thru weekly update reports, monthly video conference call and quarterly face to face meeting for updating purpose and secure all needed...
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...To seek out and utilise alternative resources. 8. To manage our people effectively. 9. To fully develop risk reduction planning. 10. To develop effective partnership working. 11. To develop our workforce into effective and empowered people. Within the aims they are then translated into specific SMART objectives. The voluntary sector consists of charities, which may represent local, national or international causes. Ultimately, a charity may set itself a range of objectives, such as to: 1. Raise money to purchase equipment or services for a given cause (for example, providing protection against malaria in Africa or carers for disabled people in the local community) 2. Raise awareness of a given cause, which may in turn result in more money raised to support the cause 3. Create a surplus – for example, to generate more money than it takes to operate its fund-raising activities, which can be spent on the supported cause. Marketing objectives Marketing and business objectives are both different however both will be SMART marketing objectives may be based on factors besides survival and growth. Although they both support business’s overall objective of growth. -Market leadership Market leadership is the position of a business with the largest market share in a given market for goods and services. Market share may be measured by either the volume of goods sold or the value of those goods. For example, Tesco is the market leader in the UK supermarket marketplace...
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...Introduction to Web Applications Unit 3 Homework The following homework is designed to cover the course objectives for this unit. Assignment 3.1: For the following questions, fill in the blank or name the thing described. 1. This color palette displays in a similar manner in the Mac and PC platforms: _________ 2. CSS selector that applies to one and only one object on a Web page: _________ 3. CSS rules are comprised of ____________ and declarations. 4. CSS property that configures the background color: _________ 5. CSS property that configures the text font typeface: _________ 6. CSS property that configures the text color: _________ 7. CSS selector that configures and applies styles to one or more specified elements: _________ 8. Acronym for Cascading Style Sheets: _________ 9. Type of CSS configured in the header section of a Web page: _________ 10. XHTML element associates a Web page with an external style sheet: _________ 11. XHTML element that configures inline areas on Web pages: _________ 12. CSS styles coded as an attribute of an XHTML tag: _________ 13. XHTML element that contains embedded CSS: _________ 14. XHTML element configures an area or division on a page: _________ 15. XHTML element attribute that configures inline styles: _________ 16. CSS property that configures the alignment of the text: _________ 17. Color specified with red, green, and blue values: _________ 18. Base 16 numbering system: _________ ©ITT Educational Services, Inc. 25 Date:...
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