...on in recent times on the issue of competency mapping. A lot of resource is spent and consultants are invited to do competency mapping. Competency mapping is gaining much more importance and organizations are aware of having good human resources or putting the right people on right job. Competency mapping is important and is an essential exercise. Every well managed firm should have well defined roles and list of competencies required to perform each role effectively. Such list should be used for recruitment, performance management, promotions, placements and training needs identification. In performing or carrying out work, it is essential that the required job skills first be articulated. This information not only helps to identify individuals who have the matching skills for doing the work but also the skills that will enhance the successful performance of the work. Yet often to perform well, it is not enough just to have these skills. It is also critical to complement the skills with the necessary knowledge and attitudes. For e.g. the necessary knowledge will enable an individual to apply the right skills for any work situation that will arise while having the right attitude will motivate him to give his best efforts. These skills, knowledge and attitudes required for the work are usually collectively referred as competencies. How Is “Competency” Defined in the Context of This Article? Many definitions of the term “competencies” have arisen over the past decade...
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...[pic] Managing Strategically Case No.47: “The Apollo Group” TABLE OF CONTENTS Sections 2 Section a 2 1 Introduction 2 2 Core Competencies 3 2.1 Developing core competencies 4 2.2 Uses of core competencies 4 3 Core Competencies of the Apollo Group Inc 4 3.1 Skilled Workforce 4 3.2 Good Market Share 4 4 Key Success Factors 4 4.1 Product 4 4.2 Customer service 4 5 Strategy Implementation 4 6 Conclusion 4 7 references 4 8 Table Of Figures 4 Sections This report is divided into three sections Section A – Introduction, core competencies Section B – Key Success Factors and alternative strategies Section C – Strategy implementation and conclusion Section a Introduction According to Apollo Group Inc, Corporate Information, “Apollo Group, Inc. was founded in 1973 in response to a gradual shift in higher education demographics from a student population dominated by youth to one in which approximately half the students are adults and over 80 percent of whom work full-time. Apollo's founder, John Sperling, believed and events proved him right that lifelong employment with a single employer would be replaced by lifelong learning and employment with a variety of employers. Lifelong learning requires an institution dedicated solely to the education of working adults. Today, Apollo Group, Inc. through its subsidiaries, the University of Phoenix (including University of Phoenix Online), the Institute...
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... collections, and retrieval system. The company develop and design, personal computer, electronics and software. They have had success and continue to do so. The business strategy for the company is cost leadership. They want to have success and ensure the competitiveness. C company has a competitive edge with products and prices. They also care about the business – level strategy by success, cost efficiency, and sustainability make this company part of who they are. Differentiation is another business-level strategy. They try and provide different characterizations and features for their products. They would make it low cost while still having high quality products. This all can be done with teho features, image, products reviews and features of the products etc, Theses business-level strategies would help have service, quality of control with production, cost of sales, develop and research, and a place where they could advance the arts that go into the products if you know what I mean. You need business level as well as corporate-level strategy for a company to help with it running smoothly. Every little bit to help is a great thing if you want success. Corporate-level strategy covers the strategic scope of an organization as a whole. Most of the time this is the only one needed. Corporate-level through management is helpful to gain a completive advantage. It was implemented and developed for multi-business strategy of the...
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...increasingly competitive mobile device market. Therefore, thorough analysis of feasibility and compacts of JRD should be done, in terms of pros and cons. Due to limited space, most relevant and significant factors will be discussed. For the positive aspect, JRD can benefit Nokia in the following aspects: Effective Cost and Higher Efficiency: By making use of the competitive advantage for the low labor price in China and Taiwan, Nokia can achieve more effective resource allocation: with less investment to obtain higher efficiency, just as mentioned in the HBR case. Foxconn has a series of advantages Nokia can make use of to achieve higher quality and faster speed to market. Focus on Core Competencies: By outsourcing to Foxconn, Nokia will have more resource to target on core competencies. For the cons, JRD might jeopardize Nokia in the following aspects: Overlooked Costs: The reduced cost from labor wage saving is somewhat overemphasized while other tangible or intangible costs are overlooked. For instance, the training for engineers in Foxconn. The process will take time and man power, and the high turnover could make the cost much higher. Other costs include quality inspection, supplier management, custom compliance and so on. Failure to consider these costs can be hazardous, as in Boeing’s case for 787 Dreamliner. Off-shore Supplier Management: proper amount of internal resource should be allocated for off-shore supplier management. Poor communication and lack of proper...
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...Disadvantages of core competency 6 The concept of Icarus Paradox and its comparison with core competencies 7 Conclusions 8 References 9 Executive Summary This report takes an account of Core competencies that were introduced by C. K. Prahalad and Gary Hamel in 1990. Evaluating this business concept, its advantages and disadvantages are examined. The report also examines another concept of Icarus Paradox identifying reasons for failures of highly successful businesses. The disadvantages of core competencies and Icarus Paradox business concept have similarities. Introduction Several companies are still struggling to identify the most highly effective approach to compete in global competition. Back in the 1980s, top executives were expected to rebuild and de-layer the organization as a capability to successfully survive in the organization (Harvard Business Review 1990, p. 1). 1990s was the era where these executives were expected to demonstrate their capability of recognizing, harvesting and exploring those competencies that can result in business growth and sustainability. This clearly means that these executives should be capable of rethinking and reconceptualising the organization, altogether. However within a period of last 10 years, there are few examples of companies such as GTE that have successfully positioned themselves in developing as a major player within the ever unfolding industry of information technology (IT) (Harvard Business Review 1990, p. 1)...
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...Lacey Smith January 20, 2015 CJ 233: Forensic Psychology Professor Araujo Unit 9 Final Project I have a client in which has been committed to the psychiatric facility for a restoration of competency. This was after the judge in his case determined that he was not competent enough to stand trial and was sentenced to the psychiatric facility for treatment. The client has been here at the facility for three months now and the judge has ordered for a new competency evaluation to be completed. In order to complete the evaluation I need to know exactly why my client has been brought here. I understand that he was on trial for murder but I need to know more about the case so I need to read his file because I feel as though I should familiarize myself with the entire case. According to the police report the incident occurred on February the fourth of last year. The police officers were responding to a reported shooting at the home of John and Jane Wilson. The police officers arrived to the scene they found the body of John Wilson leaning against the house on the steps that enter into the kitchen. The police also found Jane Wilson lying with her head in her husband’s lap. The bodies were covered in blood and there were not any pulses on either of the bodies. The witnesses who had discovered the bodies of the Wilson’s were family friends in which upon their arrival to the Wilson home they were meet by the Wilson’s son Edward who came out of the house and told them to leave because...
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...STAFF COMPETENCY FRAMEWORK July 2006 The Charles Darwin University Staff Competency Framework This booklet contains the Staff Competency Framework for Charles Darwin University. The Competency Framework outlines the range of knowledge, skills and attributes required of employees of the University for proficient workplace performance. Application of the framework occurs in the context of an individual’s role, and the recognition that different competencies, and different levels of competency, are necessary to perform a given set of activities. DEFINITION Competency is defined as the ability to perform tasks and duties to the standard expected in employment. A competency standard is an industry-determined specification of performance which sets out the skills, knowledge and attitudes required to operate effectively in employment. Standards are made up of units of competency, which are themselves made up of elements of competency, together with performance criteria, a range of variables, and an evidence guide1. A competency framework describes a set of competency standards for employees and makes the expected knowledge and capabilities of employees explicit for those within and outside of the University. This set of standards has been determined by the University through a process of consultation and benchmarking. Competency frameworks are used by organisations to: • • • • • • Focus workplace performance on the organisation’s vision and values Align workplace behaviours...
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...“How does the development of core competencies provide both advantages and disadvantages for an organisation? What steps can managers take to prevent core competencies becoming core rigidities?” In today’s world competition among firms becomes globalized and more intense. In order to become superiorly competitive, companies should enhance its competencies in a way that will allow them to achieve dominant position in a market. One way of accomplishing it is by development of core competencies. Competencies are considered core if they are skillfully performed and are principal to company’s strategy and its competiveness (Thompson et al, 2013). They are result of ‘collective learning’ activities (Prohalad and Hamel, 1990), a combination of unique skills, assets and routines (Teese, Pisano and Shuen, 1990), and knowledge sets, which altogether strategically differentiate company (Leonard-Barton, 1992) and by being valuable, rare, inimitable, and non-substitutable by nature they provide basis for sustainable competitive advantage (Hafeez, Zhang and Malak, 2002). To begin with, the development of core competencies provides numerous advantages for an organization. Prahalad and Hamel (1990) in their research ‘Core Competence of the Corporation’ argue that these benefits can be seen as the following: development of new core and diversified products and consequently potential ability to enter new markets. Scholars have also emphasized the importance of the effective competence building...
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...Q1. What are the different approaches to Globalization? Comment on relevance of Swadeshi movement in today’s Globalized environment. Ans. Globalization has become a ‘magic’ word used to express a change in all areas of life from economy to politics or from social politics to culture. Globalization is the growing role of external factors (economic, social and cultural) in the reproduction of all member of a country to form of a single world market(s) without barriers. 'A global shift'; that is, a world being molded, by economic and technological forces, into a shared economic and political arena. Major phase in international relations, which has been established several decades ago, but its formation was not completed by the beginning of the third millennium. However, the public attention it attracted only in 1990. Approaches towards Globalization The Indian companies are adopting the following approaches to globalization- The First Approach is the Reliance approach. Here the Indian company attains global parameters of production but its market focus is mainly domestic. E.g. Bajaj Auto, Hero Cycles, Maruti Udoy, BHEL, Mahindra & Mahindra. The Second Approach is the Sundaram Fasteners route where an Indian Company emerges as a global sub-contractor. The Chennai based Sundaram Fasteners is now a major supplier of radiator to GM. The Third Approach is the one personified by the Tata Tetley deal itself. Taking over foreign companies or investing in the foreign ventures....
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...agencies, hospitals, museums, and churches. In fact, it seems even less tractable in those areas. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that N Feter F. Drucker is the Clarke Professor of Social Science and Management at the Claremont Graduate School in Claremont, California, where the Drucker Management Center was named in his honor. This is Drucker's thirty-first article for HBR. HARVARD BUSINESS REVIEW September-October 1994 95 THEORY OF THE BUSINESS What underlies the malaise of so...
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...agencies, hospitals, museums, and churches. In fact, it seems even less tractable in those areas. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that N Feter F. Drucker is the Clarke Professor of Social Science and Management at the Claremont Graduate School in Claremont, California, where the Drucker Management Center was named in his honor. This is Drucker's thirty-first article for HBR. HARVARD BUSINESS REVIEW September-October 1994 95 THEORY OF THE BUSINESS What underlies the malaise of so...
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...Exam in Corporate Strategy and Organization Design, Exam number: 300872 Question 1 During Roger Paffard’s time as chief executive, Thorntons’ vertical scope on the entire organization was in general to improve efficiency and to cut down costs. These two focus areas was mainly to be promoted through a structural change of the board of directors, a caretaking process with regards to franchised shops and outlets due to the believe that it was essential to maintain an experience of fresh products, and this was best achieved if Thornton chose and controlled their franchisers with care. Moreover the delivery fleet served the company’s outlets through a 48 hour order delivery cycle. Thornton had taken into review whether it was better to outsource physical distribution but due to considerations that included the fragility of some of the product ranges, difficulties of access to city centers and night delivery and shop security the physical distribution network was kept retained. The general network expansion of outlets through closure of 126 shops and opening of 216 which took the total number of shops from 269 to 359 helped this decision, because this was also a factor to reduced distribution costs. According to the statistics Roger Paffard succeeded in this, during his time as chief executive the number of own shops has increased and the number of franchisees has declined in addition both the profit after tax and the operating profit has been increased in his time as chief executive ...
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...3 Introduction 4 Business Environment Analysis 5 Macro Environment 5 Economic Factors 6 Environmental Factors 7 Legal factors 7 Technology Factors 8 Societal values and lifestyles 8 Micro Environment 9 Bargaining Power of Suppliers 9 Bargaining Power of Customer 10 Threat New entrants 10 Rivalry firms 11 Substitute Products 11 Internal environment analysis 12 Core Competencies 12 Strategies and Implementation 14 E-commerce Strategy 14 Pricing strategy 15 Differentiating strategy 16 Location strategy 16 Challenges facing Business environment 17 Uncertainty 17 Unemployment 17 Recommendation 18 Conclusion 19 Executive Summary The purpose of this report is to identify and explain the core concepts of strategic management of a retail industry, David Jones. In conducting this research, academic journals, textbooks, David Jones’ company reports and online news are used as the sources of information. This report analyses the external environments such as macro-environment and industry environment as well as examine the internal core competencies, using PESTEL model and Porter’s Five Factors. Moreover, core strategies and their application will also be addressed in the article. Several key challenges faced by the current business climate and some suggested recommendations for the firm’s future strategy to overcome the challenges will also be taken into consideration. Introduction David Jones Limited (DJs) is a high end Australian...
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...Stick to the Core—or Go for More? “Cut!” Spike Sanchez stomped toward the stage, his arms waving the music to a stop. Wearing black from head to toe, sporting dark glasses, and sweating under the heat of the lights, he was losing his patience. A highly respected music video director, Sanchez was starting to wonder if taking on this advertising gig was such a great idea. “How many times do I have to tell you to point the logo on the can toward the camera during that move?” On stage was Maygan M, a pop singer whose star had risen in the months since she’d agreed to do this ad. She was a sweet-faced, 18-year-old beauty, dressed in a sequined, midriff-baring halter top, a skintight leopard microskirt, and platform shoes that had already tripped her up twice. She sheltered her eyes from the lights and glared at Sanchez. “Like I can even see the stupid logo,” she whined. “Maybe you could fix it on a computer or something?” “Or maybe you should just do what I say,” Sanchez shot back. “Then we might have some hope of airing this 30-second spot before your 15 minutes of fame are up!” He turned abruptly, strode off the stage, and dropped back into his director’s chair. “Let’s try it again from the top.” Maygan pouted at him for a moment and then flipped her long hair, spun around, and went back to her starting position. Sitting next to Sanchez was Ian Rafferty, cofounder and head of creative services for Advaark, a New York–based advertising agency. “Pretty tough to work with, isn’t...
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...Diversification Strategies Diversification strategies are used to expand firms' operations by adding markets, products, services, or stages of production to the existing business. The purpose of diversification is to allow the company to enter lines of business that are different from current operations. When the new venture is strategically related to the existing lines of business, it is called concentric diversification. Conglomerate diversification occurs when there is no common thread of strategic fit or relationship between the new and old lines of business; the new and old businesses are unrelated. Diversification is a market strategy, which is about expanding the business of the company in some way. It stretches from adding new products or services, which in some way are related to the corporation’s previous products or services on the market, too establish oneself with new, on a from the corporation’s point of view, completely unknown market (Grant). Although the idea of diversification as a strategy for growth and risk reduction is rather old, it was only after 1950 it became popular to let the corporation expand over different markets and product lines. This growth strategy continued to attract more and more companies, until it culminated in the 1970s when it became popular to build conglomerates, that is, companies expanding by adding more and more unrelated business to the corporation, often via acquisitions. In the following decades, the...
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