...AirAsia Strategic Analysis of AirAsia Berhad Strategic management process refer to a way by which managers build and choose a set of strategies for the organization in order to respond quickly to new challenges and achieve better performance. Hence, the organization will be able to achieve its mission, vision and objectives. In additional, the strategic management of an organization entails three ongoing processes: strategic analysis, strategy formulation and strategy implementation. Strategic analysis is the key stage as the information collected in this stage will shape the next two stages. This is because the analyzed information and data gathered can affect an organization’s goals and objectives. The focus of the analysis should be on the understanding the needs of the business as a sustainable entity, its strategic direction and identifying initiatives that will help the business to grow. Next, leaders must make strategic decisions by review the information gleaned from completing the analysis stage. It is a process to decide the best course of action in order to achieve organizational goals and objectives. The issues facing the organization must be prioritized by their importance to an organization success as well. It is critical in this stage to develop alternative approaches that target each step of the plan due to the fluidity of business and economic situations. Lastly, firms must take necessary actions to implement their strategies and this requires leaders to allocate...
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...external environment. * Reasons for failure or under-achievement: * Transforming strategic thinking into action * Implementation treated as an add-on & a lower-level employee task. * Strategy achieved best when those in charge of implementation also involved in strategic analysis & formulation process from the start. * Managers who implement are usually too busy with everyday running of operations to become involved in planning process or may be excluded. * Failing the 3Cs of communication, commitment & coordination * Poor communication & lack of commitment & inability to manage change effectively. Poor or vague strategy. Lack of buy-in & ownership from key manager & employees. * Lack of coordination or alignment between an organisation’s strategy & its functional units, processes & systems. * Lack of a model, inadequate information sharing, unclear lines of responsibility & accountability, unsupportive power structure. * Paralysis by analysis * Too much focus on analysis & formulation, relaxing on way resources are allocated & way in which operational decisions are made. Leaders trained to formulate not implement. * Important not to combine financial & budgetary processes with strategic intent & direction. * Risk that strategic planning will stifle creativity & innovation. * Politics & resistance ...
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...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 be familiar with the use and application of Porter’s five forces model. Those candidates who have studied Strategic Management Accounting will note a number of concepts...
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...anticipate the future and to use this anticipation in conjunction with an analysis of our organization--its culture, mission, strengths and weaknesses--to define strategic issues, to chart our direction by developing strategic vision and plans, to define how we will implement these plans and to specify how we will evaluate how well we are implementing these plans. The fact that the world is changing as we move forward in the future demands that the process be an iterative one. Strategic Management Strategic management is a technique you can use to create a favorable future and help your organization to prosper. To create this favorable future, you must involve your organization's stakeholders (i.e., anyone with a vested interest in achieving your organization's goals) in envisioning the most desirable future and then in working together to make this vision a reality. The key to strategic management is to understand that people communicating and working together will create this future, not some words written down on paper. Strategic management does not replace traditional management activities such as budgeting, planning, monitoring, marketing, reporting, and controlling. Rather, it integrates them into a broader context, taking into account the external environment, internal organizational capabilities, and your organization's overall purpose and direction. Each organization's experience with strategic management is unique, reflecting the organization's distinct culture, environment...
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...that is choosy and critical. In order to succeed in this chaotic environment, companies have to compete for business. A high-quality business must be committed to performance excellence. Employees must have clear performance standards, receive the proper training and be innovative. In order to maintain performance excellence, the organizational leadership must be both inspiring and supporting. Mangers must also remain focused on planning, both short and long term. The organizations customers must become a top priority and their satisfaction must be a constantly calculated metric. The last required constant is performance measurement and analysis. Performance excellence is a multifaceted approach that encompasses leadership, strategic planning, customer focus, measurement and analysis. Leadership is such a hard commodity to find in adequate supply. So few individuals are inspirational to their people; they don’t lead by example. “Research has unequivocally demonstrated that when leadership inspires trust and confidence in the future, and managers recognize and respect employees, ensure they are growing and developing, and match them to assignments for which they are well suited, employee engagement is higher” (KINEXA). The majority of people will follow a leader that exemplifies the mission oriented posture and selfless motives of an inspirational guide. The success of an organization is basically dependent on the skillful actions of its leaders. The leader must lead the engagement...
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...value of localisation 17-20 Approaches to strategy (rational vs.processual) and assumptions 21-22 Evolutionary, systemic and fuzzy approaches, implications 22-25 Strategy process, mission & vision, external & internal env. 25-27 Strategic thinking, strategic planning (3 Q’s and 3 issues), criticism, value of both 27-30 Strategic stretch and fit, strategy equation (Bendigo bank) 30-32 Levels of strategy (corporate, business, functional) 32-34 Strategic leadership, approaches to leadership (traits, behavioural, situational, transformational & transactional) 34-36 Importance of leadership (Q. 1.7) 36-39 Leadership and Ethics (questions, classical and socioeconomic views of ethics) 39-40 CSR, strategy, leadership and ethics MODULE 2: The external environment 4-5 Definition, reasons of difficulty in analysis, analysing an industry 6-13 Sources of data for analysis, 1. Defining the industry, industry value chain (pharmaceutical) 13-16 Music industry, 2. Industry segmentation, information needed 17-18 3. Industry life cycle (start-up, growth, maturity, shake-out, decline/renewal) 19 4. Remote and industry env. Analysis 20-39 Remote env. Analysis, factors influencing growth (TEMPLES), eg. Australian pulp & paper 40 Industry env. Analysis,...
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...Criteria for Performance Excellence The foundation for the SMART Self-Assessment [pic] The Criteria for Performance Excellence Table of Contents: A Critical Look at the Criteria 3 Core Values and Concepts 4 The Criteria Framework 10 The Criteria 11 A Critical Look at the Criteria Businesses are facing increasing marketplace challenges everyday. Businesses can assess their readiness to respond to those challenges by assessing themselves against these Criteria. Companies that embrace the Criteria for Performance Excellence and incorporate them into their business practices can expect to achieve more than their competitors. (See NIST study.) Why should businesses use these Criteria? The Criteria provide an assessment framework for performance excellence. It will help measure performance on a wide range of key business performance indicators: customer, product and service, operational, and financial. All key stakeholders processes and results are examined: customers, employees, owners and public. Assessment against the Criteria allows the company to identify company strengths and target key opportunities for improvement. Company communication and performance will improve, with resources aligned to achieve common goals. Why should companies conduct a Management Self-Assessment The Self-Assessment is just one application of the Criteria...
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...individual chosen to be a member of my team that will help them achieve the strategic goals for the company. To assess training needs and develop a plan to meet those needs, an analysis needs to be performed on four levels. Analysis needs to be done organizationally to determine what training is needed by employees to accomplish the strategic goals of the company. The next analysis is done on the demographics of the workers. This analysis will ask the question, are there any groups of employees that need specialized training to help them meet the goals. The next analysis should be done on the operation. This aspect will help assess what job specific requirements the employees need to be trained on. The final analysis is done on the individual level and will assess how each individual performs their job and what specific training may be necessary to help them do the job better (Casio, 2005). Organizationally, the strategic goal for InterClean is to become a global leader in providing products and solutions for all their customer’s sanitation needs. For the demographics portion of the analysis, there is no group that needs specialized training. In regards to the operations portion, the focus will be on training for customer service, critical thinking, diversity training, market research, and problem solving techniques. To determine which of the training is required by which employee, the final analysis will be done on the individual level to determine what strengths and weaknesses...
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...Paper Management 5000 – OGF1 2010 Management Statement of the Problem From the perspective of strategic planning and leadership, how could British Petroleum Company (BP) have minimized the risk of the deepwater oil drilling incident of April 20, 2010, and done a better job of crisis management after the fact? This environmental emergency was the result of the Deepwater Horizon drilling rig explosion which killed 11 workers, injured 17 others, and resulted in a sea-floor oil gusher leaking 185 million gallons of crude oil into the Gulf of Mexico. The media is filled with stories criticizing BP for not taking proper precautions to prevent the accident, and for their public response immediately following it. The following are representative of the headlines covering media outlets across the country and internationally: “BP touts itself as ‘green’, but faces PR disaster with BP oil spill” (Farhi, 2010), “Another Torrent BP Works to Stem: Its C.E.O.” (Krauss, 2010) “BP contingency plans for dealing with oil spill was riddled with errors” (Clark, 2010), “BP’s failures made worse by PR mistakes” (Weber, 2010), “BP oil spill: Leadership and IT failure (Krigsman, 2010). Statement of major relevant principles to be applied The major relevant principles to be applied to this analysis are strategic planning and leadership as they relate to crisis management. Strategic Planning Strategic planning is the process by which organizations define their strategy and make decisions on allocating...
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...Module Handbook [Strategic Management] [19-6B02-00L] Module Leader: Deborah FitzGerald-Moore 2008-2009 Level [6] Undergraduate (September Intake) Faculty of Organisation and Management Events Management Subject Group Faculty of Organisation and Management Sheffield Hallam University, Howard Street, Sheffield, S1 1WB Contents WHAT’S THIS MODULE ABOUT? 1 MODULE TEAM CONTACT DETAILS 1 MODULE OVERVIEW 2 SCHEDULE OF STUDY 3 READING LIST 6 TASK BRIEF 1 - COURSEWORK 8 TASK BRIEF 2 - COURSEWORK 9 Presentation Assessment Criteria Task 1 11 Assessment Decision - Task 1 -Presentation 15 Assessment Decision - Task 2 - Company Report 16 TASK BRIEF 3 - EXAMINATION 17 What’s This Module About? This module is here to help you better understand how business organisations work. It will help you to consider why certain companies or organizations in your chosen sector are successful and some are not. Whilst it will not give you a crystal ball it will hopefully give you a forward looking perspective on your chosen industry and many of its major companies This module will also allow you to integrate the wealth of knowledge you have gained throughout your course. Strategy is manifest in all the functional activities of the company i.e. marketing, operations, human resource management and finance and at many different levels of the company from the Board of Directors down to Heads of Department. Strategic decision making occurs in all types...
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...Case Analysis # 4 WestJet Airlines – Case WestJet having been established in 1996 operating three used Boeing 737-200s went ahead to become a hugely successful and thriving organization, by 2009 it had thirty-eight % share in the domestic market of Canada that had increased from seven % in 2000. This was possible by the excellent IT systems that were developed in-house by the IT specialists in WestJet and this was done by growing around the business of the airline strategies. The organization going forward wanted to cash-in on the codeshare program that allows alliances of international airlines, this required integration of IT with the international airline reservation systems Sabre so that it could partner with major airlines operating on the same system, WestJet moved to Sabre in 2009, but the transition wasn’t smooth and there were a lot of concerns in regard to the IT Governance and strategy implemented by the corporation. Cheryl Smith was appointed as the new CIO of WestJet to solve the problems on hand. The concerns and further analysis: The concerns that Smith found that were glaringly evident and those which cause serious inconsistencies in the IT governance and also the operations are as follows, firstly the IT staff in the organization which included the IT developers, Business analyst, IT governance and Business Intelligence all worked as a single group and this led to an environment that was a mixture of all the skill sets and also when the Business units...
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...Strategic Quality Management and Customer Satisfaction Team B MGT 449 May 22, 2012 Teresa Knox Strategic Quality Management and Customer Satisfaction Every organization must establish a strategic position at which it wants to enter or maintain in their chosen industry. They accomplish this by developing a quality management approach and customer satisfaction measurements adhered to by all employees. This paper illustrates Apple Inc.’s SWOTT analysis and how the company develops its vision, mission, and guiding principles based on this analysis. This paper also reviews how Apple’s strategic plans and objectives define quality as a core principle. Finally, an assessment of some tools Apple uses to measure customer satisfaction and how these measurements can enhance quality. Apple Inc. Apple designs, develops and markets personal computers, media devices, and portable digital music players. Founded in 1979 by Steve Wozniak and Steven Jobs, Apple has become a world leader in the personal electronic entertainment industry. Apple leads the digital music revolution with its iPods and iTunes online stores. The company reinvented the mobile phone with its revolutionary iPhone and application stores, and has recently introduced its magical iPad that is defining the future of mobile media and computing devices. The organization built this empire by sustaining the Four Basic Values establish from its conception. Honesty; Ensures Apple demonstrate honesty and high ethical standards...
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...to define leadership in the workplace between a boss and his/her reports. Most define it by using one or more characteristics of a leader or something that a leader does such as providing a vision, getting things done through people or challenging the status quo. Those aren’t really definitions, only descriptions of what a leader might be doing. What a particular leader is doing does not provide us an understanding of what leadership is, only of what that leader believes is appropriate to do in order to lead. So, how should we define "leadership"? Leadership is the act of transmitting value standards to employees which most of them then follow/use in the performance of their work. Thus we say that they have been "led" in the direction of those standards. I like to say that leadership is one side of the coin called values, the other side being followership. In contemplating value standards, I found it useful to think of a range or spectrum of standards from –10 to +10 for each value such as from total dishonesty to total honesty, from indolence to industriousness, arrogance to humility, dirty to clean, disorganized to neat, discourteous to courtesy, disrespect to respect, uncaring to caring, ignorant to knowledgeable and so on for all values. Leadership skills are based on leadership behaviour. Skills alone do not make leaders - style and behaviour do. If you are interested in leadership training and development - start with leadership behaviour. The growing...
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...Employment of multiple platforms, sensors, and techniques provides advantages for the analyst to produce valuable strategic intelligence. Collaborative intelligence not only creates accurate and timely information, collaborative intelligence can also reduce wasteful endeavors. For example, a Congressional directed staff committee recently found the IC must increase collaboration among its intelligence systems. On the other hand, information based on a single source is deficient, and does not produce qualitative assessments. According to Anissa Frini, “Stovepiping keeps the output of different collection systems separated from one another and thus, it prevents one discipline from cross-checking another.” The lack of collaborated intelligence can lead to erroneous reporting and deception by the adversary. In order for policymakers to formulate strategic plans, information or rather intelligence gathered must have a holistic and integrated perspective. This paper will begin by highlighting the value of strategic intelligence to policymakers and leadership, the advantages of employing multiple intelligence methods, and will focus on analysis based from an all-source perspective which is necessary for strategic intelligence. The objective of this paper is to define and represent the all-source intelligence capabilities based on an integrated approach. The goal of strategic level intelligence is to provide accurate, timely, and relevant intelligence therefore enabling decision makers...
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...Strategic Plan Part II: SWOTT Analysis University of Phoenix Adventure Cruises is a small ship company that specializes in active and luxury adventures that are designed to provide unique experiences and bring you up close and personal with destinations. With two upscale yachts that hold 35 guests each, cruising with Adventure Cruises is a truly intimate experience. The experience is active and full of adventure, yet in relaxed luxury. Destinations include the Mediterranean, Northern Europe, Tahiti and South America. The small yachts will bring customers to some of the most desirable destinations around the world, including big cities and hidden gems. And internal and external SWOTT analysis will be conducted to determine the factors that have an impact on the success of the company. SWOTT is an acronym for strength, weakness, opportunities, threat, and critical threat. The analysis is used to evaluate and then improve a company’s current situation. Internal features are examined to see the different strengths and weaknesses, and opportunities and threats are examined to reveal external factors facing the business. Once the analysis is complete, it will help Adventure Cruises determine what they can do to stay competitive and successful in the industry. The SWOTT Analysis involves Adventure Cruises answering numerous questions regarding their strengths and weaknesses as well as any threats and trends of the company. There will be assessments of influences...
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