...Integration vs Generic Approach Sandra Kokke Kaplan University College Composition Integration vs Generic Approach When it comes to human services there are two different approaches that are mainly used. The approaches that are basically used are integration and generic. A lot can be said for integration, but not as much can be said for the generic approach. We will start with integration since that is the topic with the most information. Integration offers a significant opportunity to improve the services that we provide to the people in our communities. Cities now have the authorization and experience to take on integration. We are at the point where we can start to learn from each other. The main committee that decides priorities which is called the steering committee believes that the issue of integration has been talked about so much that now it is time to take action. The committee needed to use an earning process, these implications were reinforced when the research showed that there is little literature on human services integration. There are no “models” to show any evidence of this either. Integration in human services is a system of different services that can be offered to families. They are coordinated to try to fit the needs of the people. The services are supposed to help people maximize their potential, improve the quality of their lives and make contributions to their community. To develop an understanding to peoples’ needs and their participation...
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...Integration and Generic Approach to Human Services Name College Human Services The field of Human Services is broadly defined, uniquely approaching the objective of meeting human needs through an interdisciplinary knowledge base, focusing on prevention as well as remediation of problems, and maintaining commitment to improving the overall quality of life to service populations. The Human service profession is one which promotes improved service delivery systems by addressing not only the quality of direct services, but also by seeking to improve accessibility, accountability, and coordination among professionals and agencies in service delivery. Integration In the last decade, greater coordination and integration of human service programs have been addressed through legislation, local innovations made possible by radical changes in welfare administration, and pilot studies taken with private foundation support, often with gains being small in scale and out of reach. Implementation and sustainability claims are attributed to “politics” or “personality conflicts” with administration, but researchers search more systematic causes focusing on organizations, technology, or resources. One way to understand systematic impediments to integration is to analyze work context of the front line. This can be hard to do in the human service industry where the “raw materials’ are human beings. This type of setting requires formalized rules and regulations, but generally can...
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...nutritional supplements, personal care items, and organic produce” (UNFI, 2012, para. 1). UNFI started out as Mountain People’s Warehouse in 1976, when people started becoming interested in natural product. In 1996, Mountain People’s Warehouse and Cornucopia Natural Foods merged and formed United Natural Foods, Inc. Today the company employs 6,900 individuals throughout the United States and Canada. This paper is going to evaluate the best value discipline, generic and grand strategies, and the recommended strategy UNFI should implement in the organization. Best Value Discipline Value disciplines are strategies that center on delivering customer value through operational excellence, customer intimacy, and product leadership (Pearce & Robinson, 2011). Operational Excellence Operational excellence is the approach to the production and delivery of products and services. Using this approach the organization leads the industry in price and convenience by focusing on lean and efficient operations. Organizations using this approach work hard to minimize costs by reducing overhead costs, eliminating unneeded production steps, reducing transaction costs, and optimizing business processes (Pearce & Robinson, 2011). To implement this strategy organizations generally restructure their delivery processes and use information systems to focus on efficiency and low-cost transactions. Customer Intimacy Customer intimacy is a strategy in which the organization continuously tailors and shapes...
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...ATLANTIC INTERNATIONAL UNIVERSITY A Model Theory for Generic Schema Management Models Kinan M Al Haffar UM4699SIT10550D 07/08/2007 Abstract The core of a model theory for generic schema management is developed. This theory has two distinctive features: it applies to a variety of categories of schemas, and it applies to transformations of both the schema structure and its integrity constraints. A subtle problem of schema integration is considered in its general form, not bound to any particular category of schemas. The proposed solution, as well as the overall theory, is based entirely on schema morphisms that carry both structural and semantic properties. Duality results that apply to the two levels (i.e., the schema and the data levels) are established. These results lead to the main contribution of this paper: a formal schema and data management framework for generic schema management. Implications of this theory are established that apply to integrity problems in schema integration. The theory is illustrated by a particular category of schemas with object-oriented features along with typical database integrity constraints. 1 Introduction This paper presents the core results of a model theory for generic schema management, by which we mean schema and database transformation capabilities that are independent of a particular data model. Such transformations require major database programming tasks, such as integrating source schemas when building a data warehouse...
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...A Forrester Consulting Thought Leadership Paper Commissioned By IntraLinks Trends, Challenges, And Technology Use In A Changing M&A Environment M&A Management Tools — The Missing Link To Institutionalize M&A May 2010 Forrester Consulting Trends, Challenges, And Technology Use In A Changing M&A Environment Table Of Contents Executive Summary ............................................................................................................................................................................................2 The M&A Management Tools Market Is Still Nascent ...........................................................................................................................3 Trends And Challenges In A Changing M&A Environment ................................................................................................................4 Criteria For Successful Corporate M&A ......................................................................................................................................................8 Technology Use And Satisfaction In M&A .............................................................................................................................................. 12 Capabilities Of The Next-Generation M&A Management Tool ....................................................................................................... 15 Key Recommendations .........................................................
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...Strategic Choice and Evaluation Paper Target Firm: Hamilton Sundstrand is a subsidiary of United Technologies Corporation and is among the largest global suppliers of technologically advanced aerospace and industrial products. With more than 50 major facilities worldwide, Hamilton Sundstrand designs and manufactures aerospace systems for commercial, regional, corporate, and military aircraft, and is a major supplier for international space programs. Introduction A company is continuously faced with decisions to select among the factors that would make the business more attractive and focus on the ones that defines and aligns with its visions of “what it would like to be”. A company can overextend itself by attempting to have the best service or delivery time, the highest quality product, and the lowest cost; and could possibly result in failure. Therefore, it is inherent that a company use strategic planning to focus on primary objectives for long-term preparation and success. Hamilton Sundstrand and its sister companies are already market leaders in many established and mature markets; however, in order to continue its growth in the near future an examination of its long-term objectives is necessary. According to Pearce and Robinson, Strategic Management: Formulation, Implementation, and Control, there are seven common categories of long term objectives: profitability, productivity, competitive position, employee development, employee relations, technological leadership...
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...OTASC_2-2_Layout 9/8/05 11:30 am Page 83 Journal of Organisational Transformation and Social Change Volume 2 Number 2 © 2005 Intellect Ltd Article. English Language. doi: 10.1386/jots.2.2.83/1 Towards a generic international human resource management (IHRM) model Jie Shen University of South Australia Abstract Keywords Reflecting the prevailing Western literature and based on an empirical study in Chinese multinational enterprises (MNEs), this study develops an IHRM model and argues that it can be widely applicable. The model indicates that an MNE’s IHRM policies and practices are the interaction of the home HRM system, firmspecific factors and host-contextual factors. The firm-specific and host-contextual factors have a differentiated, changing and concurrent impact on IHRM policies and practices. There is also interplay between IHRM policies and practices. Intervening factors and their impact may vary over time and in different contexts. IHRM IHRM model intervening factors Chinese IHRM multinational enterprises (MNEs) Internationalization and the effective use of international human resources are two major issues facing firms in today’s global economy. As more and more firms operate internationally, there is a clear need to develop an understanding of how to manage human resources that are located outside the domestic environment. An IHRM system is a set of distinct activities, functions and processes that are directed at attracting...
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..., Claydon, T. & Beardwell,J. Human Resource Management: A Contemporary Approach, 5th Edition, Pearson Exploring the Relationship between Strategic Management and SHRM: The Best-Fit School of SHRM The Best-Fit (or contingency) school of SHRM explores the close link between strategic management and HRM, by assessing the extent to which there is vertical integration between an organisation’s business strategy and its HRM policies and practices. This is where an understanding of the strategic management process and context can enhance our understanding of the development of SHRM, both as an academic field of study and in its application in organisations. The notion of a link between business strategy and the performance of every individual in the organisation is central to ‘fit’ or vertical integration. Vertical integration can be explicitly demonstrated through the linking of a business goal to individual objective setting, to the measurement and rewarding of that business goal. Vertical integration between business strategy or the objectives of the business and individual behaviour and ultimately individual, team and organisational performance is at the core of many models of SHRM. Inherent in most treatments of fit is the premise that organisations are more efficient and /or effective when they achieve fit relative to when a lack of fit exists (Wright & Snell 1991:757) . This vertical integration or ‘fit’ where ‘leverage’ is gained through procedures, policies and processes...
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...strategies based on the nature of the culture, status, and people in each country. The factors that must be identified in order for Coca Cola to realize growth are value disciplines, the generic strategies, and the grand strategy. Value disciplines The value discipline model created by Michael Treacy and Fred Wierruna describes three alternative approaches to the generic strategy. Michael and Fred “believe that strategies must center on delivering superior customer value through one of the three value disciplines” (Pearson & Robinson, 2011, p. 185). The value disciplines are operational excellence, customer intimacy, or product leadership (Pearson & Robinson, 2011). Operational excellence is accomplished by a focus on lean and efficient systems, cost efficiency, and convenience so that consumes are provided with products they require at a minimum cost. Customer intimate corporations focus on establishing a long-term relationship with consumers through a focus on products or services. Product leadership focuses on a commitment to continual development and the eagerness to take risks (Pearson & Robinson, 2011). A company must select one of the three disciplines and execute it consistently and vigorously ( Pearson & Robinson, 2011). Coca Cola employs the product leadership approach. The company produces four of the five highest selling carbonated beverages around the...
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...understand whether it is more advantageous to buy a particular part or product from an outside vendor or to produce the part themselves. Keiretsu is a type of supply-chain strategy that focuses on integrating the two strategies of building relationships with a few suppliers and vertical integration. As with traditional make-or-buy decisions, Keiretsu does include purchasing goods from suppliers. However, make-or-buy decisions and Keiretsu would not typically be considered a type of outsourcing. 2. Keeping a product generic as long as possible before customizing is known as __________. postponement Keeping a product generic as long as possible before customizing is known as postponement. This process is very useful when making somewhat generic products (like computers, printers, televisions, etc.). While the external features of these devices will be different, the primary mechanisms that make each device function are similar. Thus, it makes sense for a company to postpone putting the external elements on a computer or television until farther along in the production cycle so that a business can more easily meet customer expectations. Forward and Backward integration are two types of vertical integration. Forward...
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...APPENDIX 6C Strategic Systems Auditing (SSA) Approach to Understanding Business Risk INTRODUCTION This section expands on the business analysis techniques explained in the chapter. The 1990s saw a trend toward developing new audit approaches that apply a technical knowledge of the theory of organizational strategy to evaluating a client’s competitive position and its effect on the client’s business risk. These developments have been referred to as the strategic systems auditing (SSA audits) approach to auditing. An SSA audit can be characterized as a top-down approach that starts with understanding the corporate strategy and the business as a whole to determine the effects on the financial statements. A key innovation in the SSA audit was that the auditor must try to understand the business as management runs it, but with an objective point of view. In contrast, the traditional financial statement audit tended to focus on a bottom-up approach, or gathering evidence on individual transactions and aggregating them to the financial statement level. The strategic systems approach is an application of systems thinking, as discussed in the chapter. The audit team obtains an understanding of management’s strategy by interviewing the senior managers and the managers of the various business units in the organization. The auditors learn about the business objectives (e.g., cost leadership, differentiation, market share) and strategies that management has in place to meet those objectives...
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...Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation. ver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is to develop a...
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...is to carefully analyse the requirement and determine the suitability of the off-the-shelf package. The pros of this option; • If a suitable software can be identified, it is immediately available. There is no wastage of time on development. • Software is usually very comprehensive and can cater for way more functionality than currently required. Because it is feature rich additional functionality could be already part of purchased software. • Documentation and support is usually comprehensive • The software is usually very stable Cons for Off-the-shelf are; • The software is designed for a large audience and functionality is generic, hence it will not be an exact fit to the business. • Functionality is inflexible and usually business process may have to be adjusted to fit the software. • Additional features are not easy to get. • Generic nature of software makes it difficult to gain a competitive advantage. 2. Bespoke Software: The second option is to develop a customized system from scratch. Bespoke systems offer the following advantages; • Software is designed and developed to be an exact match to the requirements of the business • Software is build from requirements and existing business processes, which makes it intuitive to use and provides the opportunity to make processes faster and more efficient. • Because it is custom, a good bespoke system offers competitive advantages and competitors will not find it easy to replicate. • Modifications and additions...
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...10. What are the five generic competitive strategies? Briefly describe each one and identify the type of competitive advantage that each strategy is aimed at achieving. a. a low-cost provider strategy: striving to achieve lower overall costs than rivals and appealing to a broad spectrum of customers, usually by under-pricing rivals. b. a broad differentiation strategy: seeking to differentiate the company’s product or service from rivals’ in ways that will appeal to a broad spectrum of buyers. c. a focused low cost strategy: concentrating on a narrow buyer segment and outcompeting rivals by having lower costs than rivals and thus being able to serve niche members at a lower price. d. focused differentiation strategy: concentrating on a narrow buyer segment and outcompeting rivals by offering niche members customized attributes that meet their tastes and requirements better than rivals’ products. e. best cost provider strategy: giving customers more value for the money by satisfying buyers’ expectations on key quality/features/performance/service attributes while beating their price expectations. 11. What are distinctive features of a broad differentiation strategy? Under what circumstances is a broad differentiation strategy appealing? The distinctive features of a broad differentiation strategy are: command a premium price, and/ or increase unit sales (because additional buyers are won over by the differentiating features), and/ or gain buyer loyalty to its...
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...Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation. ver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is...
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