...QUOTED AT THE NSE | GEORGE MARTIN NZIVE KASYOKA | THE USE OF STRATEGIC POSITIONING TO ACHIEVE SUSTAINABLE COMPETITIVE ADVANTAGE AT SAFARICOM LIMITED | MUTIE PETER KIOKO | RELATIONSHIP BETWEEN PRIOR PERIOD DIVIDENDS AND FINANCIAL PERFORMANCE OF FIRMS LISTED AT THE NSE | EVANS ODHIAMBO OYIEYO | BALANCE SCORE CARD AS A STRATEGIC MANUFACTURING INDUSTRY IN KENYA | SAMBA STEPHEN MIDEGA | INVESTIGATION OF CAPACITY MANAGEMENT STRATEGIES AND THEIR INFLUENCE ON SERVICE QUALITY: CASE OF NAIROBI SUPERMARKETS. | LUCY MUTHEU KIILU | CAUSES OF INDUSTRIAL DISPUTE IN GARMENT FACTORIES AT THE ATHI RIVER EXPORT PROCESSING ZONES, KENYA | JENIFFER N. MULI | THE RELATIONSHIP BETWEEN HOUSE PRICES AND MORTGAGE CREDIT IN KENYA | LOISE KINYUA WANJIRU | STRATEGIC RESPONSES OF EQUITY BANK TO FRAUD RELATED RISKS | DOMSIANA ANYANGO ONYANGO | THE RELATIONSHIP BETWEEN FINANCIAL PERFORMANCE AND INVESTMENT STRATEGIES OF PENSION FUNDS IN KENYA | MARGARET W. GICHANE | ADOPTION OF SOCIAL MARKETING CONCEPT BY PRIVATE HOSPITALS IN NAIROBI. | SHIUNDU OGUNJA MIRRIAM | CHALLENGES OF EMPLOYEE EMPOWERMENT...
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...Implementation of the Human Resource Development Strategy for South Africa ANDREW WILLIE BARTLETT 21936048 Mini-dissertation submitted in partial fulfilment of the requirements for the Master’s degree in Development and Management at the Potchefstroom campus of the NorthWest University SUPERVISOR: MS LUNI VERMEULEN 2011 i ACKNOWLEDGEMENTS I wish to hereby express my sincere gratitude and appreciation towards the following persons for their support and assistance throughout this study: My Heavenly Father who blessed me with the opportunity, ability and strength to try to make a difference through this study. My wife, Elaine, without whose support, encouragement and assistance this study would not have been possible. My children, Elandre and Jade, for their support and understanding; may this achievement motivate you in your studies and development. My personal mentor and supervisor, Ms Luni Vermeulen, for her highly professional guidance, motivation, continuous support and patience. To all the respondents at the various institutions for their participation and valuable contributions. Thank you very much for your selfless assistance. ii ABSTRACT In 2001 the first Human Resource Development Strategy of South Africa (HRDSA) was implemented. The lack of institutional arrangements, structures, procedures, processes and capacity and the location of the HRDSA, 2001, at both the then Departments of Education...
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...I will require the stakeholders to meet twice a week for one hour every meeting, for a total period of three months to develop such protocol. The following report will describe the below points: * Challenges, Transition Process & Change strategy * Hierarchy of Needs Analysis, Implementation Analysis, Loss Management * Successful Implementation and Celebration Strategies Our company is currently facing tough economic times. We cannot afford to continue losing market share to our competitors due to inefficient manufacturing processes when introducing new product to the market. I believe that this project will be a milestone for the company which encompasses the mission of exercising continuous improvement towards excellence. Table of Contents Executive summary 2 1. Part A - Challenges, Transition Process & Change Strategy 4 1.1. Challenges 4 1.2. Transition Process 5 1.3. Change Strategy 6 2. Part B - Hierarchy of Needs Analysis, Implementation Analysis, Loss Management 7 2.1. Hierarchy of Needs Analysis 7 2.2. Implementation Analysis 8 2.3. Loss Management 10 3. Part C - Successful Implementation and Celebration Strategies 10 3.1. Successful Implementation 10 3.2. Celebration Strategies 11 1. Part A - Challenges, Transition...
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...Intarnational issues in strategy implementation Some obstacles to effective execution The road to effective strategy execution is full of potholes and dangers. What are some of them? * Planning and execution are interdependent. Strategy formulation and implementation are separate, distinguishable parts of the strategic management process. Logically, implementation follows formulation; one cannot implement something until that something exists. But formulation and implementation are also interdependent, part of an overall process of planning-executing-adapting. This interdependence suggests that overlap between planners and “doers” improves the probability of execution success. Not involving those responsible for execution in the planning process threatens knowledge transfer, commitment to sought-after outcomes, and the entire implementation process. * Execution takes time. The successful implementation of strategy takes more time than its formulation. This can challenge managers’ attention to execution details. The longer time frame can also detract from managers’ attention to strategic goals. Controls must be set to provide feedback and keep management abreast of external “shocks” and changes. The process of execution must be dynamic and adaptive, responding to unanticipated events. This imperative challenges managers responsible for execution. * Execution involves many people. Strategy implementation always involves more people than strategy formulation. This presents...
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...Global Strategy and Leadership is the capstone segment for the CPA Program professional level. This segment consolidates your learning in the other three compulsory segments, Ethics and Governance, Financial Reporting and Strategic Management Accounting. In the increasingly complex business environment in which organisations operate, characterised by change, uncertainty and escalating competition, the disciplines of strategy and leadership have become critical to successful organisational performance. The aim of this segment is to link the knowledge of management and financial accounting to the concepts of strategy and leadership. Accountants use a variety of technical information to make decisions for the future of the business within an ethical framework of operation. This segment shows that accounting information, ethics, strategy and leadership are applicable to accountants working throughout the world in diverse organisations. As discussed in Ethics and Governance, accounting as a profession is respected internationally and CPAs are employed worldwide. The segment materials address the needs of candidates operating in different international markets in varying roles. This segment builds upon knowledge gained in the other three compulsory segments of the professional level. The concepts of professional ethics and good governance underpin the segment. Candidates who have previously undertaken the Advanced Audit and Assurance or Strategic Management Accounting segments will...
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...department has to be strengthened through hiring of extra staffs which is an action plan that has been developed. This will address the challenges in the delays and subsequently resulting in poor service to the patients. This move will deliver genuine action plan to tackle the difficult issues within the admitting department. Upon hiring the new stuffs should be oriented to adapt to the new culture faster. I will also ensure that there is constant reinforcement of the strategy by the leaders. Some new stuff will a bit resist to the new culture in the hospital but I will ensure that proper staff education is in place before hiring. Next is to provide the new staffs with the capability and to carry out the hospitals new strategy. Then adopt post implementation adjustments reflecting on the new stuffs recommendation. Then finally is to foster new team environment. 2. To ensure success to the strategy I will ensure I first collect a robust data and after that provide good evidence for the need of this action plan to be facilitated and also demonstrate to the hospital leaders and top staffs and this move is very critical in securing executive champion. I should also in preparation for the process anticipate for ht challenges because it is common that changes come with challenges and I have to take steps earlier to forestall them. In the course of implementation also should constantly share results as it will create a culture of transparency and openness in the recruiting process. I will...
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...1. What challenges does Thomas Schmall face upon becoming CEO of Volkswagen do Brasil (VWB)? Thomas Schmall was appointed as CEO by VWAG in 2007, but he already knew the business, because he had subsequently held different managerial positions in the company in different countries (South Africa, China and Mexico). He did not want to continue VWB’s strategy of cost reduction, capacity downsizing and employee layoffs. With the model of the German technology in mind to produce small, reliable vehicles, he had the vision to format a high performance team and let VWB become the automotive industry leader in sales, profitability, quality and innovation in a sustainable way. From 1999 until 2007, VWB faced a declining market share and financial losses, so Schmall and his new VWB management team started to introduce the balance scorecard. One of the main challenges of this introduction was to create a high performance spirit and to introduce the different aspects of the balanced scorecard internally. VWB also struggled continuing their export-led strategy and keeping their production minimum due to the Brazilian currency, relative to the euro and the dollar along with rising labor and material costs. Due to stiff competition in the auto industry world-wide, VWB faced the problem that they could not increase prices on shipped products. This resulted in excessing capacity costs and these would not be covered by the insufficient export margins. Although this was a challenge for Thomas...
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...CPA PROGRAM GLOBAL STRATEGY AND LEADERSHIP STUDENT SUPPORT SLIDES Semester 1, 2016 MODULE 1 AN INTRODUCTION TO STRATEGY AND LEADERSHIP NEED TO MEET MODULE OBJECTIVES • • • • • • • • Explain the development of the evolution of strategy Outline the ethical responsibilities and challenges that leaders of organisations are confronted by Discuss the different approaches to strategy, and how they differ from one another Identify the strategy process and describe the purpose of each step Explain the concepts of strategic thinking and analysis Describe the various levels of strategy and the links between them Explain the drivers, challenges and benefits of globalisation Discuss the role of the accountant in the strategy process PRACTICE • • • Have you completed the questions in the Study Guide? Have you completed the Learning Examples in the Student Notes? Have you completed the knowledge check questions from this module? Key revision areas: • The different approaches to strategy: rational, processual, evolutionary, systemic • The levels of corporate strategy and the scope/content of each • The drivers, challenges and benefits of globalisation • Evolution of corporate strategy as a concept – Porter, Mintzberg • Operational effectiveness v. strategic positioning • Developing the strategy – see Focus slide • Ethics in leadership: classical and socioeconomic views Strategy and leadership Approaches ...
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...IT SYSTEM IMPLEMENTATION CHALLENGES AND SOLUTION. Introduction: Information Technology (IT) is a branch which has recently been derived from computer science. It simply refers to the use of computer and other technologies for the management of vast information (Answer Corporations, 2012). Information technology in modern business is considered to be an easier and convenient way of doing things. Many organizations have long ago forgotten the issue of bulk files and enormous document within work environment. Transactions are also completed these days on the internet thereby avoiding transaction delays and waste of relevant time. What is responsible for the aforementioned is the advent of information technology. Organization considered the relevant of IT and indeed incorporate it’s within their operations and can be refers to as IT System. It is one thing to consider IT system development, it another thing to think of how to go about the implementation of the system to arrive at desired result. Using IT systems to capture and analyze information can have a significant impact on a firm’s performance (Chopra and Meindl, 2010). Slack and Lewis 2008, argued that information processing and computing power has undoubtedly had a major impact on almost all technologies but there are still limits to what computers can do. Following the positive result of successful implementation of IT System, It is pertinent to not that such implementation are not free from difficulties. Although...
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...management: an approach for improving strategy implementation [[missing key: loadingAnimation]] The full text may take 40-60 seconds to translate; larger documents may take longer. Cancel Migration management employs two core perspectives to achieve better strategy implementation - a future state description that considers identity and a migration path charts action. With the intermediate future state and the overall migration path as guides, managers can translate the migration path programs into specific projects and initiatives. [[missing key: loadingAnimation]]Jump to first hit Most strategies don't deliver the results promised. Many line executives explain the problem by reminding us that "strategy is easy, but execution is hard." The challenge of strategy implementation is that after top management endorses a strategy concerted action by line management never develops. This because of five critical challenges: * Synchronizing the long time horizon of strategic thinking with the short-term focus required for action planning. * During business planning, distinguishing between strategic "fit" and what's most important to do next. * Maintaining the distinction between strategic ends and tactical means. * Balancing constancy of purpose with the reality of business cycles and market perturbations. * Coping with the fact that strategy implementation is both deterministic and emergent. To resolve these challenges, migration management employs two...
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...COMMENTARY Implementation Strategies in the Market-Driven Strategy Era David W. Cravens Texas Christian University The very insightful analysis of marketing strategy implementation by Piercy (1998 [this issue]) points to several key issues concerning the role of marketing in the 21st century. Perhaps most compelling is his assessment of the potential threats to the role of marketing in the organization and implementation in particular. He examines several important concerns presented by the lean enterprise paradigm (Womack and Jones 1996). While I am more optimistic about the future of the discipline, relevant dimensions of change promise to significantly alter the nature and scope of marketing strategy and its implementation. Business strategy has entered a new market and competitive environment, appropriately designated as the market-driven era because of its central focus on the market as the basis for strategy design and implementation (Cravens, Greenley, Piercy, and Slater 1998; Day 1994). A pervasive dimension of this era is the pivotal role of the market in guiding strategic change. While the paradigms based on the market-driven era continue to evolve, it is apparent that markets provide the focus of strategic thought and practice. This focus offers an array of challenges and opportunities to the marketing discipline. Many academics and executives are examining the fundamental assumptions and guidelines underlying strategy formulation. An extensive array of strategy paradigms...
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...Challenges in design and implementation of management control systems Name Student Affiliation (1391 words) Challenges that the top management may face when designing and implementing effective management control systems in organizations. There is always no guarantee that the management control system design and implementation of the top management will always be effective as they, just like any other functions in an organization do face numerous challenges. These management controls are always designed in such a way as to enable continuous monitoring of the involved control activities as this helps identify and provide feedback on the effectiveness of these control systems (Rangaraju and Kennedy, 2012). The implementation of these control systems is carried out both internally and externally in relations to the company involved and the various individuals in the top management are allocated different roles and responsibilities to carry out. These management control systems design and implementation procedures of the top management are always carried out thoughtfully rather than mechanically and consistency in their execution is the major contribution towards the success of any organization (Macintosh and Quattrone, 2010). Just like all the processes in a normal organization, there are various challenges that the involved top management experience in their journey towards the design and implementation of the management control...
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...3. Challenges 3a. Major Challenges In the following major challenges in implementing the proposed HR system are identified (first part) and specific strategies are invoked to overcome those hurdles (secondly). Overall, it must be said that changing an entire HR system needs time and careful planning efforts. Therefore, no firm should just rush into such an implementation without being prepared to cope with the occurring resistances against the change. Consequently, the owners (e.g. shareholders) should be aware of the challenges and need to be committed to see benefits of the new system in a rather long-term view. Below we listed different categories of challenges. Firstly, it is common to see skepticism when practices change or new policies are implemented because we all like to cope with a known environment and it is always a challenge to change one’s mind and attitudes. Employees often feel uninformed about why things are changing and they often get the impression that no one is supporting them with the transformational process. Open-space offices as proposed in the workspace design section or the change to use trust-based working time (job design section) could be two specific practices leading to resistance and skepticism because those practices could be a dramatic change for some employees. Besides, the view that turnover always has negative consequences has been common sense over the last decades and many employees (also those in responsible positions) grew up with this...
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...Purpose of Supply Chain Strategy 4.0 Goals of the Company (FDS) 5.0 Strategic Vision 6.0 Strategic Mission 7.0 Corporate or Company’s Vision 8.0 Abstract 9.0 Developing a Strategic Supply Chain Operations Plan 10.0 Components of the Plan 11.0 Implementations of Defined Strategies 12.0 Avoiding Business Failures 13.0 Recognizing Organization Challenges 14.0 Conclusions 15.0 References 1.0 INTRODUCTION FLETCHER DELIVERY SERVICES (FDS) has just gone into business of parcel and package courier delivery service. Before the coming of FDS, deliveries are not on time, parcels and packages are poorly handled without proper care and the security of packages. The company needs a Supply Chain Operations Plan so as to be able to compete and even have a competitive advantage over the existing delivery companies. There is a need for putting in place, a Supply Chain Strategy that will be interactive enough as to be able to constantly evaluate all the operational components including the costs, the benefits and the trade-offs (Happek, 2005). There is going to be in place a Business Strategy (BS) for FDS that among other things, will prompt its core competencies into achieving a defined goal; put in place a very sound and analytical process of making decision that will in turn define the services, timeliness of the deliveries and a plan that will provide a competitive advantage. This is what will give direction to FDS while the Supply Chain Strategy will drive FDS to meeting...
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...risk factors associated with enterprise-wide/ERP (enterprise resource planning) projects and identify the risk factors in ERP projects which are unique to these projects. Some of the unique challenges in managing enterprise-wide projects which were highlighted through the ndings included the challenge of re-engineering business processes to ‘ t’ the process which the ERP software supports, investment in recruiting and reskilling technology professionals, the challenge of using external consultants and integrating their application-speci c knowledge and technical expertise with existing teams, the risk of technological bottlenecks through client-server implementation and the challenge of recruiting and retaining business analysts who combine technology and business skills. Introduction In the past few years many organizations have initiated enterprise-wide/ERP (enterprise resource planning) projects using such packages as SAP, Peoplesoft and Oracle. These projects often represent the single largest investment in an information systems (IS) project in the histories of these companies and, in many cases, the largest single investment in any corporatewide project. These enterprise-wide/ERP projects bring about a host of new questions because they represent a new type of management challenge. The management approaches for these projects may be altogether different from the managerial approaches for traditional management information systems (MIS) projects. Some of these questions...
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