...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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...CORE COMPETENCIES AND DISTINTIVE CAPABILITIES A core competency is a skill or expertise the organization has or anything that a firm can do well and use to gain a competitive advantage over it competitors. Hamel and Prahalad (1990) suggested that a core competency should meet the following three criteria. 1. Customers should benefit. 2. Competitors should find it difficult to imitate 3. The core competence can be transferred to many products and markets. One of Tesco’s core competencies is its customer focused strategy. The clubcard reward scheme allows Tesco to collect, analyze and understand their customers very well. Tesco uses the information and adapt their services to the local market, thus adding value to the customer experience. Tesco’s club card gave them a distinctive capability of observing customers preferences thus, enabling them to predict customers buying behaviour and arranging their stocks accordingly in stores giving them an edge over competitors. Tesco has also designed and implemented supply systems that effectively link existing shops with Tesco.com. While online shopping is a feature of its competitors, Tesco was able to design a good user interface which personalizes online shopping resulting in its customers valuing the Tesco.com experience highly. This has helped to improve the performance of the company in different markets. Further, the strong Tesco brand has led to an increase in the number of customers, sales and profits and has helped the...
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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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...[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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...Business-Level and Corporate-Level Strategies Christie Jones Christopher Zapalski Business Admin. Capstone 5-15-15 I am going to be discussing about corporate and business level strategies for C Company. The paper will also talk about valuing the organization, long-term success, differences in fast and slow cycle. C company was an organization in which they gather, valid, electronic data, automat 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...
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...Strategy………………………………………………………..p. 7 Porter Airlines Business Level Strategy………………………………………………..p. 9 Core Competencies …………………………………………………………….p. 9 Competitive Advantage………………………………………...………………p.12 Low Cost Business Level Strategy………………………………………...…..p. 13 Low Cost Business- Level Structure………………………………………………….p. 15 Conclusion…………………………………………………………………………….p. 17 Appendix……………………………………………………………………………...p. 18 References…………………………………………………………………………….p. 20 Executive Summary Porter asserts that their secret to success relies in combining a low-cost business-level strategy with a focus on higher yield passengers who value premium service (Preville, 2014). The company has been profitable for the last two years, and as a result has been focusing efforts on expanding their domain and customer base. After conducting an interview with an operations manager at the company, Ashley Hammill, I was able to acquire information about the company’s expansion plans, business strategy and structure (See Appendix A). I will be using the information provided by her primarily, with some secondary sources allowing me to go into further detail about the company. This paper will analyze through their expansion plan, how Porter Airlines will effectively utilize their low-cost business level strategy to increase their customer base. Furthermore I will conduct an in-depth analysis on Porters’ core competencies and coordination abilities used to establish a competitive advantage; expanding into how Porter matched...
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...Challenges at the North Australian Pastoral Company Introduction. NAPCO (North Australian Pastoral Company) which is a leading privately owned company in the Australian cattle industry. Company’s main business is high quality beef production due to its experienced manage methods relevant to its long history, about 150 years. Animal husbandry is highly depending on climate and relevant conditions, while in Australia almost all of these conditions can be satisfied which can give NAPCO a good foundation to development. Asian market is firm’s focus not only because Australia is close to it but also associated with other business issues. External environment Demographic Asia and America is two major export destinations of NAPCO’s high quality beef. These area own over one forth of earth population which means they can provide giant market and requirement to company. Although these countries like China Japan and America are more likely have aging population structure, it may hardly influence the beef market due to beef is suit for everyone. Australia is surround by sea and close to Asia which means it’s easy for company to export by ship or plane. According to the income level of the target market like Japan, US, Koear and china, there are stable requirement of high quality beef and no ethic issue can impact people choose beef. Economy After the global economic crisis in 2008, Asian and America has get rid of the negative impact of it step by step, especially Asia. In that...
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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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...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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...Running head: EXTERNAL AND INTERNAL ENVIRONEMNT External and Internal Environment Analysis Bharti Gupta University of Phoenix External and Internal Environment Analysis: Mayo Clinic The purpose of this paper is to analyze the External and Internal environmental factors of Mayo Clinic (MC). Mayo Clinic is a nonprofit worldwide leader in medical care, research and education for people from all walks of life (Mayo Clinic, 2011). Various types of external and internal factors affect the smooth flow of business at Mayo Clinic. External environment analysis is important in determining the strategy that should be adopted by a business and internal environment analysis is critical to identify the core competences of the business. External Environment External environment (EE) can be broadly classified into three types: Remote, Industry and Operating. Remote environment (sometimes called as macro environment) consists of the forces at work in the general business environment which will shape the industries and markets in which an organization competes (Stonehouse, Campbell, Prudie & Hamill, 2008). Industry environment (sometimes called as micro environment) is the competitive environment facing a business. It consists of the industries and markets in which the organization conducts its business competes (Stonehouse, Campbell, Prudie & Hamill, 2008). Operating environment also called the competitive or task environment comprises factors in the competitive situation...
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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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...Competency Based Employee Selection Name Institution Affiliation COMPETENCY BASED EMPLOYEE SELECTION Organizations are evolving in the hiring process of employees. They are hiring new employees based on their competency. This is the ability of the potential employee to perform a certain duty to a certain set standard. Competencies are characteristics of an excellent performance in a specified context. Competencies has different components which all work together to ensure the success of an organization. These components are key competencies, functional competencies, team competencies and leadership & management competencies. This paper will focus on competency based employee selection. The traditional-based selection process was always to have the prospective employee apply for a very specific job by filling out an application, attaching a resume, references, and a background check. From the applicants, normally a committee or at least two human resource or department heads would select those who appeared to have the qualifications for the advertised position. The key focus was on if the person could do the specific open job. Progressively, organizations are shying away from the traditional form of hiring and advancing to the competency-based form of hiring. “Competencies are knowledge, skills, capabilities...
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...Table of Contents Executive Summary 3 Introduction 3 Benefits of Hamel & Prahalad’s concept of Core Competence 4 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...
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...Core competency means that an individual or a company has a strong basis from which to gain additional ability to do so a specific job.it is a fundamental knowledge ability in a specific subject area or skill set.it is something that a firm can do well and it should provide consumer benefit and it is not easy for competitor to imitate though it provides competitive advantage. While cost savings is important to every company, it is no longer the only driving force in an outsourcing decision. Companies today need to take a broader view of outsourcing by isolating their core competencies, and then chipping away at all the functions that do not contribute to them. When a company starts evaluating their activities for outsourcing potential, any products or processes involved in the company’s core competencies should automatically be off-limits. These core competencies are the most important activities to the firm, so they need to stay inside the firm’s control. Rather than outsourcing these core competencies, a company would want to outsource the non-core, but still significant, functions to experts outside the firm. By doing so, skilled employees are freed up to focus on the core operations - the activities that add value to the product or service. Decision to form relationship: When the decision relates to using an external provider of product or service the question arises whether or not the provider’s service will be needed. If firm has the ability to have a core competency...
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...A Database of Competencies, Behaviors, & Interview Questions Interview Generator COMPETENCY WORKSHEET Position: ® Use this worksheet to identify the core competencies that are essential for the job for which you are developing an interview guide. Select only those competencies that truly distinguish superior performance in the role overall (minimum 4; maximum 10). Use the space in the margins of the page for notes that may be helpful in isolating specific behaviors, or levels of expertise that need to be attained in the selected competency areas. Refer to the Job Analysis Process on the reverse side. I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I Ability to Take Initiative/Responsibility Altruistic Orientation Anticipation/Proactive Thinking Skills Big Picture Thinking Ability Cooperate and Collaborate Capacity to Take Accountability Commitment Conflict Management Ability Critical Thinking Ability Customer Focus Delegation Skills Diplomacy Skills Drive Empathy with People Ethical Conduct Feedback Receiving Skills Functional Knowledge Interpersonal Skills Learning Attitude Listening Skills Marketing Ability Organization/Planning Skills Persistence/Perseverance Skills Problem Solving Ability Resourcefulness Risk Taking Ability Sales Ability Service Orientation Teamwork Orientation Time Management Ability I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I Ability to Work Independently Analytical Skills Attention to Detail Business Mindedness Coaching...
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