...Paper University of Phoenix Good Sport, Inc manufactures and sells fitness equipment such as treadmills, exercise bikes and other exercise equipment. The company was founded by an ex-basketball player Jason Poole in Coral Springs Florida. The company has created a hierarchy organizational structure which includes a span of control. “Span of control is the number of people directly reporting to the next level in the organizational hierarchy,” (McShane & Von Glinow, Chpt. 15 pg 17) which includes team members, team managers, vice presidents, Chief Executive Officer (CEO), and other management officials, for Good Sport. Within the span of control there are various subsections creating a form of departmentalization. “Departmentalization specifies how employees and their activities are grouped together. It is a fundamental strategy for coordinating organizational activities because it influences organizational behavior in the following ways: (1) Departmentalization establishes the "chain of command," that is, the system of common supervision among positions and units within the organization. It establishes formal work teams (2) Departmentalization usually creates common measures of performance. (3) Members of the same work team, for example, share common goals and budgets, giving the company standards against which to compare subunit performance and (4) Departmentalization encourages coordination through informal communication among people and subunits. With common supervision and...
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...Strategy Formation in Former South African Firms' London Headquarters and in Their South African Your title should be not more than 16 words, must include “South Africa” and/or other relevant countries and should not refer to the methodology (eg A case study of . . .”). Don’t start each word with a capital letter – use ordinary sentence case and only capitalise proper nouns. Operations Sxxxx Cxxxxx Student number: 1234567 Tel: 089 555 5555 Student.wbs@hotmail.com A research proposal submitted by Proposed Supervisor: Dr Txxxx Mxxxxx Your proposal is the plan of your research. You must NOT do any actual research, eg interviews, before the panel. Wits Business School 2nd March 2009 The final Research Report resulting from this proposal was 116 pages long, including references and appendices, excluding the beginning section – dedication, declaration, Table of Contents, etc (see Research Report template at www.wbs.ac.za). This is just about exactly the length expected. TABLE OF CONTENTS LIST OF TABLES .............................................................................. LIST OF FIGURES ............................................................................III 1 1.1 1.2 1.3 INTRODUCTION........................................................................1 PURPOSE OF THE STUDY ................................................................................ 1 CONTEXT OF THE STUDY.................................................................
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...Country Factbook Comparing the IT industries of Ireland and Portugal Instructor: Mr. Ritsema Date: 12.03.2015 Group 2.03 Niklas Binter S2555611 Josef Richarz S2535688 Table of Content: 1. Introduction 2. Methodology 2.1 Prime Theories and Approaches 3.2.1 Hofstede´s model of national culture 3.2.2 Porter´s diamond 3.2.3 Porter´s five forces of competition 3.2.4 The PESTEL framework 3.2.5 National Innovation Systems 3.2.6 Varieties of Capitalism Framework 2.2 Data Collection 3. The IT Industry 3.1. Description of the IT-Industry 4. Country Comparison 4.1 Macro- Level Indicators 4.1.1 Geographic Indicators 4.1.2 Demographic Indicators 4.1.3 Macro- Economic Indicators 4.2 Historical Developments relevant to the IT industry 4.3 Socio Cultural Conditions 4.3.1 Cultural Systems 4.3.2 Level of Education 4.3.3 Labor Market Regulations 4.3.4 Protectionism of Intellectual Property 4.3.5 Tax Regulations 4.4 Market/ Industry Conditions 4.4.1 Bargaining Power of Buyers and Subsidiaries 4.4.2 Bargaining Power of Suppliers 4.4.3 Threats of New Entrants 4.4.4 Competitive Rivalry 4.5 Other Contextual Conditions 4.5.1 Related and Supporting Industries 5. Major Findings of Comparison 5.1 Conclusion 5.2 Trends 5.3 Recommendation 1. Introduction In general, factbooks are conducted by decision makers within the fields...
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...PEARSON BETEC – LEVEL-5 HIGHER NATIONAL DIPLOMA IN BUSINESS – MANAGEMENT/ HUMAN RESOURCE MANGMENT (organisations and behavior) On (Unit 03 & organization and behavior) by ISMATH SAMANUL FARIS Human Resource Management Institute 23, Vijaya Kumararathunga Mawatha ( polhengoda Rd) ,Colombo 5 Sri Lanka SUBMITTED ON 24.01.2016 LO1 Understand the relationship between organizational structure and culture. Introduction What is an organization? A social unit of people that is structured and managed to meet a need to pursue collective goals. All organizations have a management structure that determines relationships between the different activities and the members, and subdivides and assigns roles, responsibilities...
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...KNOWLEDGE OBJECTIVES 1. Define competitors, competitive rivalry, competitive behavior, and competitive dynamics. 2. Describe market commonality and resource similarity as the building blocks of a competitor analysis. 3. Explain awareness, motivation, and ability as drivers of competitive behavior. 4. Discuss factors affecting the likelihood a competitor will take competitive actions. 5. Discuss factors affecting the likelihood a competitor will respond to actions taken against it. 6. Explain competitive dynamics in slow-cycle, fast-cycle and standard-cycle markets. CHAPTER OUTLINE Opening Case Competition Between Hewlett-Packard and Dell: The Battle Rages On A MODEL OF COMPETITIVE RIVALRY COMPETITOR ANALYSIS Market Commonality Resource Similarity DRIVERS OF COMPETITIVE ACTIONS AND RESPONSES Strategic Focus Who Will Win the Competitive Battles Between Netflix and Blockbuster? COMPETITIVE RIVALRY Strategic and Tactical Actions Strategic Focus Using Aggressive Pricing as a Tactical Action at Wal-Mart LIKELIHOOD OF ATTACK First-Mover Incentives Organizational Size Quality LIKELIHOOD OF RESPONSE Type of Competitive Action Actor’s Reputation Dependence on the Market Popped the Top? COMPETITIVE DYNAMICS Slow-Cycle Markets Fast-Cycle Markets Standard-Cycle Markets SUMMARY REVIEW QUESTIONS EXPERIENTIAL EXERCISES NOTES LECTURE NOTES Chapter Introduction: The competitive landscape of the twenty-first century will be...
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...Organizational Behavior in the Military Christian Milarion, Monique Prado, Brian Eschan, Darien O’Neal Brandman University Business & Professional Studies Organizational Dynamics Professor Daniel C. Brake February 15th 2012 Military Organizational Behavior The purpose of this in-depth analysis is to analyze organizational behavior using a theory based approach, that will compare and contrast organizational behavior experiences in the military from the perspectives given in motivation, communication, power base, and conclude with researching and applying practical application from findings to address organizational issues to include cultural integration techniques needed for recommendation’s and strategies to facilitate better organizational practices. Background Analysis This report will deliver its fair share of analysis with organizational problems that need to be addressed, this report seeks to apply the theories of OB and apply the principles to the military Addressing relevant issues with the design and implementation of military customs and traditions established working conditions of night check versus day, working at night or during normal working hours. People who put in more work hours versus people who work less hours and receive the same compensation. The issues of group dynamics between the aviation mechanic and the aviation technician such as exploring the foundations of group’s behavior, to include shop fighting/unequal treatment/ to policies...
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...Association for Information Systems AIS Electronic Library (AISeL) ECIS 2000 Proceedings European Conference on Information Systems (ECIS) 1-1-2000 Best of Breed IT Strategy: An Alternative to Enterprise Resource Planning Systems Ben Light University of Salford Christopher P. Holland Manchester Business School, c.hollan@fs2.mbs.ac.uk Sue Kelly Manchester Business School Karl Willis IT Consultant Follow this and additional works at: http://aisel.aisnet.org/ecis2000 Recommended Citation Light, Ben; Holland, Christopher P.; Kelly, Sue; and Willis, Karl, "Best of Breed IT Strategy: An Alternative to Enterprise Resource Planning Systems" (2000). ECIS 2000 Proceedings. Paper 180. http://aisel.aisnet.org/ecis2000/180 This material is brought to you by the European Conference on Information Systems (ECIS) at AIS Electronic Library (AISeL). It has been accepted for inclusion in ECIS 2000 Proceedings by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact elibrary@aisnet.org. search Best Of Breed IT Strategy: An Alternative To Enterprise Resource Planning Systems Ben Light Information Systems Institute, University of Salford - b.light@salford.ac.uk Christopher P. Holland and Sue Kelly. Manchester Business School - c.holland@fs2.mbs.ac.uk Karl Wills IT Consultant * Abstract - Enterprise Resource Planning (ERP) software has become the dominant strategic platform for supporting enterprise-wide business...
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...strategic significance of pricing decisions in marketing strategy understand the approaches to pricing of the economist and accountant, together with their contributions and limitations in the context of the price setting process n apply a framework to pricing decisions based around the key inputs to these decisions n understand the main pricing methods and their relative advantages and disadvantages 160 Pricing strategies INTRODUCTION The price of a company’s products and services represents the vehicle for that company to achieve its financial objectives. It is through price and volume that revenue is generated. Price equates to the financial sacrifice that the customer is willing to make to purchase the product or service desired. The important criterion of pricing is problematical to marketers. This is attributed to the uncertainty associated with pricing decisions as it is a complicated area of decision making. It is with a view to examining this problem and the ways in which it can be resolved that his chapter is framed. The pressures of today’s market environment place increasing burdens on management. It is important, therefore, that the decision maker has a framework for making pricing decisions. We start by examining the traditional economist’s view of price to illustrate both the shortcomings and potential contributions of this approach as a prelude to discussing more strategic pricing approaches for the decision maker. THE ECONOMIST’S VIEW OF PRICING Traditionally the...
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...shareholder wealth maximization paradigm and the stakeholder theory. The stakeholder theory challenges the basic premise built into corporate finance theory, teaching and practice. Corporate finance theory, teaching and the typically recommended practice are all built on the premise that the primary goal of a corporation should be shareholder wealth value maximization. Extant theoretical and empirical research in financial economics also generally accept shareholder wealth maximization as the normative and ideal goal on which all business decisions should be based. This paradigm assumes that there are no externalities and all the participants engaged in transactions with the firm are voluntary players competing in free, fair and competitive markets. A very different view is offered by what is loosely called stakeholder theory. The stakeholder theory posits that the focus on shareholders and firm value is misplaced and managers should be concerned with all stakeholders of the firm. The paper attempts to address what is felt as a lack of dialogue between the two camps. INTRODUCTION Corporate finance theory, teaching and the typically recommended practice at least in the US are all built on the premise that the primary goal of a corporation should be the maximization of shareholder value. Extant theoretical and empirical research in financial economics also generally accepts shareholder wealth maximization as the normative and ideal goal on which all business decisions...
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...3122-prelims.qxd 10/29/03 2:20 PM Page i International Human Resource Management 3122-prelims.qxd 10/29/03 2:20 PM Page ii 3122-prelims.qxd 10/29/03 2:20 PM Page iii second edition International Human Resource Management edited by A n n e - Wi l H a r z i n g J o r i s Va n R u y s s e v e l d t SAGE Publications London l Thousand Oaks l New Delhi 3122-prelims.qxd 10/29/03 2:20 PM Page iv © Anne-Wil Harzing and Joris van Ruysseveldt, 2004 First published 2004 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers. SAGE Publications Ltd 1 Olivers Yard London EC1Y 1SP SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320 SAGE Publications India Pvt Ltd B-42, Panchsheel Enclave Post Box 4109 New Delhi 100 017 British Library Cataloguing in Publication data A catalogue record for this book is available from the British Library ISBN 0 7619 4039 1 ISBN 0 7619 4040 5 (pbk) Library of Congress Control Number...
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...breakthroughs, Chinese companies are finding new ways to innovate that reduce lead times and speed up problem solving. Companies elsewhere should take notice. Chinese companies are reengineering new product development in ways that reduce lead times. Chinese companies are opening up a new front in global competition. It centers on what we call accelerated innovation — that is, reengineering research and development and innovation processes to make new product development dramatically faster and less costly. The new emphasis is unlikely to generate stunning technological breakthroughs, but it allows Chinese competitors to reduce the time it takes to bring innovative products and services to mainstream markets. It also represents a different way of deploying Chinese cost and volume advantages in global competition. Silicon Valley and other technology hotbeds may be able to match the speed of Chinese innovation in particular sectors such as electronics and Internet-based services. However, what’s distinctive about the strongest Chinese competitors is their capability to combine accelerated innovation with rapid scale-up to high volume at low cost, and to apply these techniques across a wide variety of traditional industries. We saw accelerated innovation being deployed in Chinese industries ranging from pharmaceuticals, telecommunications and information technology to medical and industrial equipment, consumer electronics and e-business. Although it may not impact companies that are consistently...
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...Agreement will normally be given, provided that the source is acknowledged. The information contained in this publication is, to the best of our knowledge, true and accurate although the forward looking statements herein are by their nature subject to risk factors which may affect the outcome of the matters covered. Opinions from independent experts are presented as their own views in separate inserts with their approval. None of Shell International The companies in which Royal Dutch Petroleum Company and The “Shell” Transport and Trading Company, p.l.c. directly or indirectly own investments are separate and distinct entities. The expressions “Royal Dutch/Shell Group” and “Group” are used to refer to the companies of the Royal Dutch/Shell Group as a whole. The words “Shell”, “we”, “us” and “our” are used in some places to refer to the Group and in others to an individual Shell company or companies where no particular purpose is served by identifying the specific company or companies. Limited, its affiliates and their respective officers, employees and agents represents the accuracy or completeness of the information set forth herein and none of the foregoing shall be liable for any loss, cost, expense or damage (whether arising from negligence or otherwise) relating to the use of such information. Introducing our Global Business Environment To use the metaphor of air navigation, the work of the Shell Scenarios team is designed to help charter routes across three interrelated...
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...inevitable that the prevailing philosophy would be "produce as much as you can and it will sell." Business goals based on that belief naturally focused on production. Marketing concerns were limited to order taking and product distribution. With the introduction of mass production in the late 1800s, the gap between production and the demand for goods and services began to narrow. By the 1930s, production capacity had caught up with and, in many areas, exceeded demand. In order to maintain or regain production and sales levels, businesses adopted a sales oriented philosophy. This philosophy held that "if you do enough advertising, promotional activities, and direct selling, you can convince the market to buy all of your output." Initially, companies capitalized on the emergence of the radio as an advertising vehicle and the employment of large sales forces to reach prospective customers in new markets. In the 1940s, the introduction of television enabled them to expand sales efforts even...
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...Global and Transnational Business: Strategy and Management Second Edition Global and Transnational Business: Strategy and Management Second Edition George Stonehouse Northumbria University David Campbell University of Newcastle-upon-Tyne Jim Hamill University of Strathclyde Tony Purdie Northumbria University Copyright # 2004 John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex PO19 8SQ, England Telephone (þ44) 1243 779777 Email (for orders and customer service enquiries): cs-books@wiley.co.uk Visit our Home Page on www.wileyeurope.com or www.wiley.com All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London W1T 4LP, UK, without the permission in writing of the Publisher. Requests to the Publisher should be addressed to the Permissions Department, John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex PO19 8SQ, England, or emailed to permreq@wiley.co.uk, or faxed to (þ44) 1243 770620. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold on the understanding that the Publisher is not engaged in rendering professional services...
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...IR and HRM (c) Liberalization, globalization and IR (i) Overview (ii) The relevance of globalization to industrial relations - a summary (iii) The role of multinational corporations (MNC's) (iv) Information technology and IR (v) The impact of other trends (d) The changing nature of IR - a re-definition? 4. IR in Asia and the Pacific (a) The historical context (i) General (ii) Economic development and industrialization (iii) Industrialization and IR policies (iv) IR arrangements - regional divergence (v) Other considerations (b) The current environment (i) Overview 2 (ii) Current responses to liberalization and globalization (iii) Important regional trends 5. Responding to Current and Prospective IR challenges in Asia and the Pacific developing an agenda for employers and their organizations to facilitate transition to the Twenty-first century (a) Overview (b) General issues (i) Achieving competitiveness (ii) Effective IR is a key to improved enterprise performance (iii) The importance of diffusion (c) Specific issues (i) The employers' response (ii) The roles of employers' organizations (iii) The roles of government and trade unions 6. Conclusion References [Top] [Contents] [Previous] [Next] 1 Executive Summary To understand the range of industrial relations (IR) challenges that employers and their organizations are likely to face in Asia and the Pacific...
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