...STRATEGIC PLAN (20142019) School of Business and EconomicsMoi University The global business school of choice; excellent in education, research and innovation Submitted by: NAME: KIMANI ABRAHAM KAMAU REGISTRATION NUMBER: BBM/2614/12 COURSE: Business Policy& Strategy (BBM 472) INSTRUCTOR: DR. MUGAMBI 12/24/2013 Contents LIST OF FIGURES AND TABLES .................................................................................................................. 3 TABLES ................................................................................................................................................ 3 FIGURES .............................................................................................................................................. 3 EXECUTIVE SUMMARY ............................................................................................................................. 4 VISION..................................................................................................................................................... 5 MISSION .................................................................................................................................................. 5 CORE VALUES .......................................................................................................................................... 5 CHAPTER ONE ...............................................................................
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...highlight major strengths and weaknesses while offering some explanation for observed changes. The report will comment on the prospects of the company and make recommendations that would improve Avery Dennison Ltd’s current performance. These observations do have limitations which will be noted. This report will explain how a management can be effective for the better enhancement of the company outcome. Avery Dennison is a recognized industry leader that develops innovative identification and decorative solutions for businesses and consumers worldwide. Every day, everywhere. Avery Dennison is a much planned organization which uses long and short term planning in their strategy. Avery Dennison has a rich history and humble beginnings, remarkable growth and a history of satisfied customers. Following are highlights of the many milestones the Company has achieved during its more than 70 year history. Avery Dennison Retail Branding & Information Solutions is passionate about the apparel industry and our mission to help you elevate your brands and accelerate your performance throughout the global supply chain. 1.2 Objectives of the report 1.2.1 Broad Objective: To complete our MBA degree it is a must. To match our academic knowledge with the real corporate business set up. To enlarge our experienced from a real corporate exposure. To enhance our adaptive quality with the real life situation 1 1.2.2 Specific Objective: To Introduce ourselves to the Avery Dennison (BD) Limited ...
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...UNIVERSITY OF NICOSIA SCHOOL OF MANAGEMENT ORGANISATIONS & HUMAN RESOURCE MANAGEMENT MBAN-609DE IKECHUKWU KINGSLEY NWAFOR R1405D126364 August 10, 2014 Page 1 of 26 Table of Contents GLOSSARY .................................................................................................................... 4 QUESTION ..................................................................................................................... 4 OVERVIEW ..................................................................................................................... 5 HR AS A STRATEGIC PARTNER .................................................................................. 5 A GLANCE AT STRATEGIC HUMAN RESOURCE MANAGEMENT ............................. 7 VARIOUS HR STRATEGIES EMPLOYED BY ORGANIZATIONS ................................. 7 Fig 1 Strategic Framework for Human Resources .......................................................... 8 LOYAL SOLDIER (INTERNAL/COST HR STRATEGY) .............................................. 8 BARGAIN LABORER (EXTERNAL/COST HR SRATEGY) ......................................... 9 COMMITTED EXPERT (INTERNAL/ DIFFERENTIATION STRATEGY) .................. 10 FREE AGENT (EXTERNAL/DIFFERENTIATION HR STRATEGY) .......................... 10 ALIGNING HR STRATEGIES WITH COMPETITIVE BUSINESS STRATEGIES ......... 11 Table 1 Compitetive strategies and HR strategies ........................................................ 11 SHRM & ORGANISATIONAL PERFORMANCE...
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...E 16 – Business Management Strategy “A pattern or plan that integrates an Organization’s major goals policies & action sequences into a coherent whole” (Quim) Mintzberg distinguish b/w a strategy as 5 P’s:‐ Plan: Forward looking / Purposive deliberate Ploy: Plan Designed to deceive/confuse Pattern: Consistencies of behavior whether intended or not Position: In the market; relative to the Competition Perspective: Values attitudes Cultures of Managers Dimensions of Strategy Process ‐ Analysis Choice Implementation Content ‐ Environment in which the Organization exists & cope with ‐ PESTEL ‐ 5 forces ‐ Life Cycle Model ‐ KsFs / CsFs model ‐ Competition Analysis Content ‐What strategic decisions should be made by the organization ‐Missions ‐Objectives ‐Stakeholders ‐where to compete? ‐how to compete? ‐Means & methods Content is about the decision the organization makes with its context ‐ ‐ All 3 interact with one another ICAF |Lecturer: Bilal Khalid 2 3 E 16 – Business Management Strategy Process Central to Strategy is positioning 3 Processes of Strategy are: Analysis Choice Implementation In the Real world all the stages are not sequential and are not easily distinguished from one another. Three types of strategic management methods:‐ 1. Rational/Structured Approach or model 2. Incrementalism 3. Emergent Strategy ICAF |Lecturer: Bilal Khalid ...
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...villages. The overall efficiency of other business has increased as an aftermath of the government's decision of deregulating the telecommunications sector, which until the late 1980s had been a state monopoly. Privatization of the telecommunications sector began in 1989, when Sheba and BRTA were awarded 25-year licenses to install and operate fixed-wire lines and wireless services in rural areas. The same year, Pacific Telecom Bangladesh got the government's permission to launch the country's first cellular phone and paging service sold under brand name CityCell in collaboration with a Hong Kong-based company. The company targeted only the higher class of the society. During that time price of mobile was above Tk 50,000/=. Naturally, the growth of the industry was too slow. CityCell had a virtual monopoly until 1996, when the government gave licenses to three more companies to operate cell phones in Bangladesh. So, the government decided to bring more companies in the market and break the monopoly.After careful evaluation the government decided to provide three licenses to GrameenPhone, TM International (Robi), and Sheba Telecom (Banglalink). Only CityCell is using Code Division Multiple Access (CDMA) technology, Robi, GrameenPhone, Banglalink these three companies are using GSM (Global System for Mobile) technology. GSM is the most popular mobile telecommunication technology in the world. About 60% of...
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...Contribution of the Automotive Industry to the Economies of All Fifty States and the United States 3005 Boardwalk Drive Ann Arbor, MI 48108 www.cargroup.org January 2015 All statements, findings, and conclusions in this report are those of the authors and do not necessarily reflect those of the Alliance of Automobile Manufacturers. Contribution of the Automotive Industry to the Economies of All Fifty States and the United States Center for Automotive Research Report Prepared by: Kim Hill, Director, Sustainability & Economic Development Strategies Group Director, Automotive Communities Partnership Associate Director, Research Debra Maranger Menk Joshua Cregger Michael Schultz Report Prepared for: Alliance of Automobile Manufacturers 1401 Eye Street, N.W., Suite 900 Washington, DC 20005 January 2015 ©Center for Automotive Research 2015 i ACKNOWLEDGEMENTS The Center for Automotive Research (CAR) would like to thank the Alliance of Automobile Manufacturers for support of this work. This study is the result of a group effort. The authors would like to thank our colleagues at CAR for their assistance with this study, in particular, Bernard Swiecki for his assistance with organizing and conducting interviews and Yen Chen for his input and guidance on economic ...
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...WP/04/01 Bank of Uganda Working Paper Recognising the Role of Micro Finance Institutions in Uganda Justine Nannyonjo and James Nsubuga _________________________________ Bank of Uganda 2 WP/04/01 BOU Working PAPER Research Department Recognising the Role of Micro Finance Institutions in Uganda By Justine Nannyonjo and James Nsubuga February 2004 Abstract This paper shows that micro finance is an important part of the growth strategy in Uganda and has in the recent years gained increasing recognition. This is evidenced by initiatives and strong commitment by government, donors and practitioners towards supporting micro finance activities in Uganda, and the rapid expansion of the micro finance industry. Integration of Micro Finance Institutions (MFIs) into the formal financial system has been established, while measures have been taken to build capacity and enhance coordination in the micro finance industry, as well as expand the outreach of sustainable micro finance. The paper, however, identifies a number of challenges to the development of the micro finance industry: There is need to strengthen the capacity of MFIs to build their management information systems, and to rebuild infrastructure in underserved areas as well as strengthen capacity for identifying potential market structures, which could serve as the basis on which to build sustainable micro finance services. Other challenges include restoring peace in conflict areas and strengthening...
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...EJISDC (2004) 18, 1, 1-24 E – GOVERNMENT FOR DEVELOPING COUNTRIES: OPPORTUNITIES AND CHALLENGES Valentina (Dardha) Ndou Department of Business Administration University of Shkoder, Albania ndou@hotmail.com 1. INTRODUCTION The explosion of digital connectivity, the significant improvements in communication and information technologies and the enforced global competition are revolutionizing the way business is performed and the way organizations compete. A new, complex and rapidly changing economic order has emerged based on disruptive innovation, discontinuities, abrupt and seditious change. In this new landscape, knowledge constitutes the most important factor, while learning, which emerges through cooperation, together with the increased reliability and trust, is the most important process (Lundvall and Johnson, 1994). The competitive survival and ongoing sustenance of an organisation primarily depend on its ability to redefine and adopt continuously goals, purposes and its way of doing things (Malhotra, 2001). These trends suggest that private and public organizations have to reinvent themselves through ‘continuous non-linear innovation’ in order to sustain themselves and achieve strategic competitive advantage. The extant literature highlights the great potential of ICT tools for operational efficiency, cost reduction, quality of services, convenience, innovation and learning in private and public sectors. However, scholarly investigations have focused primarily on the...
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...2007‐07‐09 1 Employability in working life: Graduates’ expectations and possibilities after graduation Airi Rovio‐Johansson and Stefan Tengblad Gothenburg Research Institute (GRI), School of Business. Economics and Law at Göteborg University Airi.Rovio‐Johansson@gri.gu.se Stefan Tengblad@gri.gu.se th Nordic Academy of Management Conference, Paper presented at the 19 August 9‐11, Bergen, Norway. Abstract The aim of the study is to investigate graduates’ strategies and attitudes towards employability and career development, and to construct a tentative model of employability by identifying inherent factors. Four theoretical perspectives have been used to discuss the concept employability and the empirical results, i.e., the Human capital theory perspective, Institutional theory perspective, Critical theory perspective, and Actor theory perspective. The research project takes its point of departure in changes of the European and the Swedish labour market during recent years and the ongoing restructuring of Higher Education in Europe. A fundamental principle underlying these movements is the formulation of “Employability” as a thesis that aims at making the European Union the most dynamic and productive Higher Education Area and labour market. A higher degree of “employability” is attainable if the relation between the employee and the employer depend more on market based contracts limited in time, and where the employees are willing to take a higher degree of responsibility...
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...Analysis of customer satisfaction in Prime Bank Limited by using reliability, responsiveness, assurance, empathy and tangibles of Service Quality Management (SERVQUAL) By Sumaiya Monir 0910231 Indepe ndent University, Bangladesh IUB 1 Letter of Transmittal April 25th 2013 Parvej Ahmed Sharif Lecturer, MIS School of Business Independent University Bangladesh, IUB Dhaka, Bangladesh. Subject: Submission of the internship working report. Dear Sir, With due respect, I would like to inform you that, it is a great pleasure for me to submit the working report on ‘Prime Bank Limited’Banani Branch, Dhaka, Bangladesh. As a requirement to complete my BBA program. My internship period started from January29th to April 15th 2013. It was a great pleasure for me to have the opportunity to work on this bank. I endeavor my best to come up with a good report. I would be very happy to provide you with any clarification regarding the report. Please contact with me if you have any query and please kindly accept my paper and oblige me thereby. Thank you, Sincerely yours, Sumaiya Monir 0910231 2 Acknowledgements The successful accomplishment of this working report of Internship is the outcome of the contribution and involvement of a number of people, especially those who took the time...
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...BUSINESS RESEARCH PROJECT BRP BP Business Research Report Content I. Corporate Profile …………………………..…1 II. Management…………………………………..2 III. Financial Statement Analysis……….……3 IV. Marking Strategy ……………………………..8 V. Cross-cultural Issues………………………..10 VI. International Business……………………11 VII. Human Resources Issues………………..12 VIII. Gulf of Mexico Oil spill…………………..16 IX. Conclusion……………………………………..18 X. Appendix ..………………………………………..20 1 BP Business Research Report I. Corporate profile BP, a public limited company in the industry of oil, natural gas and alternative fuels, runs its business in the exploration, production, refining, trading and distribution of energy. The products are mainly BP petroleum and derived products serving an area worldwide. BP was founded in 1909 as the Anglo-Persian Oil Company and renamed as British Petroleum Company in 1954. A merger of British Petroleum and Amoco in 1998 modeled the greatest petroleum company all over the world---BP. Headquartered in London, UK, BP launched its new green, white and yellow logo in 2000 which is designed to show the company's commitment to the environment and solar power. Bob Dudley performs BP’s CEO since Oct. 2010 and Carl -Henric Svanberg is chairman of the group. BP’s vision “A force for good” underlines all its activities worldwide. All BP’s 79,700 employees live under its corporate culture Slogan—Different people, common goals. BP ranked 4th in Fortune Global 500 in...
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...Master thesis for the attainment of the academic degree of ‘Master of Business Administration in Small and Medium-Sized Enterprise Development’ International SEPT Program, University of Leipzig THE ROLE OF HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES AND SERVICE BEHAVIOUR IN SERVICE QUALITY IN VIETNAM’S TOURIST HOTELS Name of Student: Email of student: Matriculation Number: SEPT ID Number: Mai Hung Manh manhmhvnpt@gmail.com 2182281 VN05-14 First supervisor: Second supervisor: Prof. Dr. Utz Dornberger Dr. Nghiem Sy Thuong 20th May 2012 22nd June 2012 Date of assignment of topic: Date of submission: TABLE OF CONTENT LIST OF FIGURE.............................................................................................. 4 LIST OF TABLE ............................................................................................... 5 ACKNOWLEDGEMENT.................................................................................. 7 ABSTRACT....................................................................................................... 8 CHAPTER 1: INTRODUCTION ....................................................................... 9 1.1. Background ............................................................................................. 9 1.2. Rationale of the research........................................................................ 10 1.3. Research objectives ..............................................................................
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...Globalization and the Information Economy: Challenges and Opportunities for Africa1 Derrick L. Cogburn, Ph.D. University of Michigan School of Information and Global Information Infrastructure Commission – Africa Catherine Nyaki Adeya, Ph.D. United Nations University Institute for New Technologies Prepared as a working paper for the African Development Forum '99 24-28 October 1999, United Nations Conference Centre United Nations Economic Commission for Africa Addis Ababa, Ethiopia 1 Copyright © 1999 Derrick L. Cogburn (dcogburn@umich.edu) and Catherine Nyaki Adeya (nyaki@intech.unu.edu). This paper reflects the opinions of the authors and not necessarily those of the institutions represented. Comments on the paper are welcome, and an updated version can be found at: www.si.umich.edu/~dcogburn/info_econ.htm. and www.intech.unu Derrick L. Cogburn and Catherine Nyaki Adeya ii ACKNOWLEDGEMENTS The authors would like to thank the officers and staff at the United Nations Economic Commission for Africa for their untiring patience and assistance on the st preparation of this paper. Special thanks to the team organising the 1 African Development Forum. Dr. Cogburn would like to thank his colleagues at the Global Information Infrastructure Commission for their assistance and support on the paper. Also, at the University of Michigan, he thanks his friends and colleagues at the School of Information, the Alliance for Community Technology, and the Centre for AfroAmerican...
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... The Forces for Change is a framework to help you understand today’s radically changing world and synthesize the breadth of complex, fast changing, interdependent factors Are all changes bad? Change can be uncomfortable and awkward but it can also be positive. FORCES OF CHANGE AND THEIR ACCOMPANYING VALUES FORCES OF CHANGE & ACCOMPANYING VALUES Turbulence Intellectual capital, Intellectual propert, ,information sharing Networking, innovation, R&D INFORMATION AGE K-Economy GLOBALIZATION DEVELOPMENT Autonomy, Pride, Dignity Independence, Indigenization “CultureBound” Customer Focus; Speed, Responsiveness; Continuous Learning; Accurate & Up-To-Date Information Quality; Value Added; Cost Effectiveness; Humanization; Ecological Specialisation; Objectivity; Materialism; SystemsOrientation MODERNIZATION WESTERNIZATION Individualism; Secularism; Freedom Of Expression; Consumerism INDUSTRIALIZATION Mechanization; Rational Thinking; Bureaucracy; Efficiency; Productivity; Mobility; Discipline; Mechanical Time Orientation; Reliability Stable 1800 AGRICULTURAL Revolution Time line Simple division of labor, labor intensive, Collectivism, sharing 2000 FORCES OF CHANGE & ACCOMPANYING VALUES Turbulence Intellectual capital, Intellectual propert, ,information sharing Networking, innovation, R&D INFORMATION AGE K-Economy GLOBALIZATION DEVELOPMENT Autonomy, Pride, Dignity Independence, Indigenization “CultureBound” Customer Focus; Speed...
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...The Transformation Continues QANTAS SUSTAINABILITY REVIEW 2013 This page has been intentionally left blank TABLE OF CONTENTS Page Introduction Governance − − − − Corporate Governance Business Resilience Group Security Group Risk and Audit 2 4 4 9 10 11 13 15 19 22 31 38 45 49 56 57 Stakeholder Engagement Financial Safety and Health Customer People Environment Procurement Community Measures Glossary The Group Strategy, supported by environment, procurement and community strategies, underpins the identification and reporting on material items. To support the Group’s core goal of delivering sustainable returns to shareholders, areas of focus are used to measure, monitor and report on the Group’s performance. Areas of focus and measures are reviewed and updated to ensure that they remain relevant. The Group Strategy drives sustainable outcomes Governance Corporate governance is core to ensuring the creation, protection and enhancement of shareholder value. Stakeholders We are committed to communicating effectively with our stakeholders. Financial Safety and Health To be recognised as the world’s leading airline group in air, ground and people safety and health. Customers Our Customers are the core of everything we do. The Group is continually striving towards providing exceptional customer experiences. Vision We strive to build a strong viable business capable of delivering sustainable returns...
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