...DETERMINANTS OF STRATEGIC MANAGEMENT IMPLEMENTATION IN LOCAL GOVERNMENTS. AN INTERNATIONAL SETTING Lourdes Torres, Vicente Pina and Ana Yetano Submitted to: Dr. Saneya El Galaly Prepared by: Noha ElZalabani Intake: 40C - Heliopolis Paper Summary: The past two decades have witnessed an influx of new ideas and initiatives in the field of public management in Organisation for Economic Co-operation and Development (OECD) countries, which have led governments to undertake major changes in the way in which the public sector is managed in order to better meet citizen needs within expenditure limits. Anglo-American, Nordic and European Continental countries have come under increasing pressure to improve their efficiency and effectiveness and to reduce their demands on taxpayers while maintaining the quality of services and the welfare state. This paper seeks to acquire a deeper understanding of how some of these new ideas have worked in practice by examining the implementation of strategic management in twenty-three pioneer local governments in Australia, Canada, Spain, Sweden, the USA and the UK, countries which belong to different public administration styles. The goal is to identify both the factors that affect the implementation of strategic management and the advantages brought to the organization. For this purpose, experts' views on the implementation of strategic management systems in local governments have been analyzed, applying the Delphi method. The results...
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...Westminster International College Change and continuity in Contemporary Business Course: BABS Semester: Six Name: MD. Jewel Rana Ref no: 083DBKL0610 Lecture’s name: Dr. Harwinder Submission Date: 17/12/2012 Table of content Task-1 1. Cover page…………………………………………..1 2. Introduction ……………………………………......4 3.1 Research objectives……………………………………..4 3.2 Research report summary……………………………….4 3.3 Background of SBI……..…........................................... 4 3. Internal changes……………………………………..5 4.4 New technology…………………………………………5 4.5 Changing work value……………………………………5 4.6 Industry Competition - changing business………………6 4.7 Market turbulence……………………………………….6 4. External changes……………….…………………….7 5.8 Porter’s Five force to SBI……………………………….7 5.9.1 Competitive Rivalry……………………………………………...8 5.9.2 Threat of new entrants…………………………………………...8 5.9.3 Buyer power……………………………………………………..8 5.9.4 Supplier power…………………………………………………..8 5.9.5 Threat of substitute………………………………………………8 5.9 PESTLE analysis to SBI…………………………………9 5.10.6 Political…………………………………………………………...9 5.10.7 Economical…………………………………………………….....9 5.10.8 Legal……………………………………………………………...9 5.10.9 Technological……………………………………………………10 5.10.10 Socio-culture & Environmental…………………………………10 Task-2 5. Global impact on making decision and...
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...CORE | International Business | MS60045E | | CORE | Project Management | BA60033E | | OPTION | Consumer Behaviour | MS60046E | | OPTION | Employee Relations | HR60010E | | OPTION | International Business Finance | AC60063E | | OPTION | Managing Small Medium Sized Enterprises | MS60047E | | SEMESTER TWO MODULES CORE | Strategic Management | MS60043E | CORE | Dissertation | BA60034E | CORE | Financial Management | AC60062E | BA BUSINESS STUDIES WITH INTERNSHIP – BUSINT001E3 SEMESTER ONE MODULES PLEASE TICK ONE OF THE BOXES TO SHOW WHICH OPTION YOU WISH TO TAKE CORE | International Business | MS60045E | | CORE | Project Management | BA60033E | | OPTION | Consumer Behaviour | MS60046E | | OPTION | Employee Relations | HR60010E | | OPTION | International Business Finance | AC60063E | | OPTION | Managing Small Medium Sized Enterprises | MS60047E | | SEMESTER TWO MODULES CORE | Strategic Management | MS60043E | CORE | Dissertation | BA60034E | CORE | Financial Management | AC60062E | BA BUSINESS STUDIES WITH MARKETING – BUSMKT001E3 SEMESTER ONE MODULES PLEASE TICK ONE OF THE BOXES TO SHOW WHICH OPTION YOU WISH TO TAKE CORE | Consumer Behaviour | MS60046E | | CORE | Project Management | BA60033E | | OPTION | Employee Relations | HR60010E | | OPTION | Managing Small Medium Sized Enterprises | MS60047E | | OPTION | International Business | MS60045E | | SEMESTER TWO MODULES CORE | Strategic Management...
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...INTERNATIONAL STRATEGIC MANAGEMENT: Strategic management for hotel industry CANDY 10182133m Lecturer: Paula Tomsett I-Shou University Contents ABSTRACT 3 INTRODUCTION 4 RELEVANT THEORY 4 Strategic management 4 Globalization 5 IMPLICATIONS FOR INTERNATIONAL STRATEGIC MANAGEMENT 5 The cost of land ownership 6 Costs of funding the projects 6 Official procedure approval 6 Human resource matter 6 The speed of technology development 7 Infrustructure and security matters 7 Strong competitors 7 CONCLUSION 8 REFERENCES 9 ABSTRACT Hotel industry has been chaos period in recent years. What makes a firm differing from the others are well known brand, high standard products and services, as well as an unique strategic management to build short term and long term plans and strategies. In the process of strategic management, firms encounter a number of challenges. In order to compete rivals and get an competitive advantage, it is essential to issue the problems and find out possible and relevent solutions. Key words: hotel industry, strategic management, hospitality INTRODUCTION In recent years, global economy is facing a severe recession that affects almost aspects of business life. Hotel industry is also not an exception, typically Indian hotel industry. In order to grow and expand, hotel industry has to combat a number of challenges in human resources, land acquisition, technology deployment as a strategic tool and understanding the dynamics...
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...BANGALORE MANAGEMENT ACADEMY MBA (International) COURSE CURRICULLUM - TERM II 1. Module Title: Production and Operations Management 2. Module Description: The module employs a systems approach to examine the production and information systems of organisations, with a focus on the integration of transformation activities of firms to produce goods and services and the information systems that link these processes. Throughout the module the use of information technology to carry out these functions and improve operations will be emphasised. This module is also intended to be a survey of the operating practices and procedures found in both manufacturing and service delivery firms. It will focus on those business processes and procedures used to transform various inputs into finished goods and services. The value added aspects of Operations Management such as purchasing, material requirements planning, inventory control and project management are also covered. 3. Learning Outcomes: Upon successful completion of the module the students will be able to: describe how organisations can reduce waste and improve quality. explain the impact and importance of the customer-supplier-competitor relationship within business operations. apply quantitative tools and techniques for planning, predicting, measuring and monitoring operations. base strategic decisions on information derived from these tools and techniques. understand the relationship between operations...
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...Be able to identify and critique the key components of HRM within an international context K3 Demonstrate a critical awareness of strategic HRM interventions in a specified range of organisational activities. Skills based outcomes: S1 Be able to utilise an appropriate range of HRM techniques S2 Be able to apply strategic HRM to a range of national and international contexts CONTENT SYNOPSIS: The module is designed for students wishing to specialize in HRM who require an awareness of a wide range of modern strategic human resource management concepts, approaches and techniques. The central theme of the module is the consideration of how HRM may be used strategically to deliver organisational aims and organisational success. In particular the module will focus on the mechanisms for achieving the necessary integration of HRM and corporate strategy, in a range of contexts through the linkage of employee resourcing, employment relations, employee development, employee reward and employment law considerations. AMPLIFIED CONTENT: The nature of HR strategy Theories and models of HR strategy The relationship between HR strategy and organisational strategy Strategic HR in a global market The relationship between strategic HR and culture HR strategy and human resource planning Strategic recruitment and selection Performance management strategies Strategic HRD Strategic reward management...
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...Strategic Management Process Effective management practices by Riordan Manufacturing (Hangzhou, China) operations will reward the organization's owners with additional value and sound management practices will result in the manufacture and sale of high quality products. Both attributes contribute to Riordan’s ability to enlarge market share, and expand into the Indian market. However, prior to any expansion, Riordan Manufacturing must be "able to deliver the same benefits as Riordan’s competitors but at a lower cost (cost advantage), or deliver benefits that exceed those of competing products (differentiation advantage)" (Wang, Lin & Chu, 2011, p. 100). The delivery of cost and differentiation advantages, coupled with a strong core strategic management process will support Riordan’s business model regardless of where the company operates. Riordan's management will go through the entire strategic management process for the proposed Indian operations by the incorporating ethics and corporate responsibility (taken into account during the strategic management process). The different phases of the strategic management process include the following: 1. Formulation 2. Implementation 3. Evaluation and Control The purpose of the strategic management process is to look at Riordan's competitive advantage specifically as regards it products' competitive placement in India which it plans to expand into, and formulate proper strategic plans for the company to take exploit the advantage...
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...AUL_KASLIK – MBA Helen Deresky International Management CHAPTERS 6,7,8,9,10& 11 Ali Sulaiman 71859876 aassbk@gmail.com AUL_KASLIK – MBA Helen Deresky International Management Formulating Strategy ng Outline Opening Profile: Global Companies Take Advantage Global Integrative Strategies Using E-Business for global Expansion E-Global or E-Local Entry Strategy Alternatives Reactive Responses Exporting; Licensing; Franchising; Contract Manufacturing; Of/shoring; Service Sector Outsourcing; Turnkey Operations; Management Contracts; International Joint Ventures; Fully-Owned Subsidiaries; e-Business Proactive Reasons Management Focus: Mexico's Cemex Reverses Course to Comparative Management in Focus: Strategic Planning for the EU Market Strategic Choice of Opportunities in South Africa Reasons for Going International Respond to Global Downturn Strategic Formulation Process Steps in Developing International and Global Strategies Mission and Objectives Environmental Assessment Institutional Effects on International Competition Sources of Environmental Information Internal Analysis Competitive Analysis Strategic Decision-Making Models Global and International Strategic Alternatives Approaches to World Markets Global Strategy Regionalization/localization Ali Sulaiman 71859876 aassbk@gmail.com Timing Entry and Scheduling Expansions The Influence of Culture on Strategic Choices Conclusion Summary of Key Points Discussion...
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...This article was downloaded by: [Academy of Management] On: 11 February 2014, At: 16:20 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK The Academy of Management Annals Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rama20 An Aspirational Framework for Strategic Human Resource Management Susan E. Jackson , Randall S. Schuler & Kaifeng Jiang a b a a School of Management and Labor Relations, Rutgers University b Mendoza College of Business, University of Notre Dame Accepted author version posted online: 04 Dec 2013.Published online: 04 Dec 2013. To cite this article: Susan E. Jackson, Randall S. Schuler & Kaifeng Jiang (2014) An Aspirational Framework for Strategic Human Resource Management, The Academy of Management Annals, 8:1, 1-56, DOI: 10.1080/19416520.2014.872335 To link to this article: http://dx.doi.org/10.1080/19416520.2014.872335 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views...
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...Back to Hotel Strategic Management 101: An examination of hotels’ implementation of Porter’s generic strategy in China Yin-Hsi Lo, Assistant Professor of Hospitality Management, Southern Taiwan University, Taiwan ABSTRACT The market-position view (MPV) of the firm in Porter’s generic strategy hypothesizes that the exploitation of differentiation and cost-leadership can create competitive advantage for a firm, which then has a better chance of outperforming other firms in a homogeneous industry. However, this notion has not been tested in the Chinese hotel industry. In response to this gap, this study empirically examines the relationships between the generic strategies of differentiation and cost leadership and hotels’ organizational performance. The results suggest that differentiation is the only significant generic strategy that influences customer satisfaction in the Chinese hotel industry. These findings have important academic and practitioner implications, which are then discussed. Keywords: Competitive Strategy, Customer Satisfaction, Hotel Performance, Market Positioning INTRODUCTION There has been a great deal of discussion in the literature about the impressive hotel development in China in the past 20 years (Derbaix & Pham, 1998; Devonport, Biscomb, & Lane, 2008; Echtner & Ritchie, 1993; Fakeye & Crompton, 1991; C Fornell, 1992; Foxall & Goldsmith, 1994; Pine, 2002; Yu & Gu, 2005). Specifically, many interesting issues have become the favorite topics...
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...years” (Camerius& Hunger, p. 19-30, 2006). The company’s current strategic plan is tothrive in the followingareas: • Low costs, high customer service, and always low prices • Product mix • Logistics and supply-chain management • International markets • Domestic growth • Public relations I have developed multiple strategic alternativesfor the company. They are as follows: • Stability – Pause And Proceed: Pause physical growth then proceed with growth domestically and globally • Growth – Concentration: Concentrated Internet program to target domestic and foreign markets • Growth – Concentration: Horizontal Growth with International Entry for global geographical internal expansion The plan deployed must be consistent with the corporate strategy. Per Sam Walton (1918-1992), the company’s founder, “Our goal has always been in our business to be the very best and, along with that, we believe that in order to do that, you’ve got to make a good situation and put the interests of your associates first. If we really do that consistently, they in turn will cause…our business to be successful, which is what we’ve talked about and espoused and practiced” (Camerius& Hunger, p. 19-10, 2006). Table of Contents I. Current Situation 4 A. Current Performance 4 B. Strategic Posture 4 1. Mission 4 2. Objectives 4 3. Strategies 4 4. Policies 5 II. Strategic Managers 5 A. Board of Directors 5 B. Top Management 6 III. External Environment...
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...Evaluate How An Organisation’s Strategic Initiatives Can Be Achieved Through A Project Portfolio Meskendahl (2010) defines business strategies as tactics used by a company to compete in the market compared to its competitors. As organisations strive to beat competition and deliver customer satisfaction effectively and efficiently, the use of projects thus increase. Project portfolio can be used as the bridge between strategy formulation and strategy implementation (Meskendahl 2010; Cleland 1999; Dietrich & Lehtonen 2005; Grundy 2000). Archer & Ghasemzadeh (1999) defines project portfolio as a “set of projects that share and compete for scarce resources and are carried out under the sponsorship and management of a particular organisation”. Thus it is of great importance to structure project portfolio in alignment with the organisation’s strategy so as to archive business objectives. According to Cooper et al. (2002), the following are three main objectives for project portfolio management: • Increasing financial value • Aligning portfolio to strategic goals • Balancing the projects within the firm’s capacities In order to archive this objective there is a need to understand the strategic orientation of the firm or what we call corporate mindset (Meskendahl 2010; Talke 2007). Strategies should consider the position of the business both internally and externally for example, a company’s systematic advantage towards its competitors (Morgan & Strong, 2003)...
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...focus on the benefits that an effective Human Resource Management strategy can bring to any firm. Basically it will improve the performance of an organization by linking HRM to the strategic aims of a firm, helps to assess HR policies, will bring competitive advantage, brings team-building, helps direct and supervise the performances of the employees and keeps the firm legal. Strategic HRM is based to the principles of HRM which is basically a management process that is carried out by the existing workforce in an organization. It includes functions such as attracting, selecting, and training, assessing and rewarding the employees and at the same time managing organizational leadership and making sure there are fulfillment labor and employment laws. Strategic HRM a key to enhanced business performance as it aims to plan the implementation of all the above mentioned functions due to which it has gained a lot of popularity over the few years (Boselie, 2001). Strategic HRM planning helps the firm to map out where they currently are; where they need to reach and how will they reach there. Improvement in the performances is achieved by coalition of business and HR strategies. HR functions and business performances have become ‘the dominant research issue’ (Guest, 1997, p. 264). According to the theorists the HRM strategy has the goal to manage people which will help in the success of business objectives and the senior management thinks that with the formation of strategy; the policies...
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...Running head: STRATEGIC PROGRAM MANAGEMENT PLAN Strategic Program Management Plan University of Phoenix Strategic Program Management Paper This document will discuss a hospitality service chain, Friar Tucker International (FTI) that provides management to a chain of 35 entertainment and cuisine establishments. The 35 entertainment and cuisine establishments consist of 10 sports entertainment establishments, 15 cuisine establishments, 8 family entertainment establishments, and has entered into an agreement with two hotel chains. Friar Tucker International employs an estimate of 1200 staff members and generates revenue in the amount of $300 million. Friar Tucker International has a vision of joining the top ten hospitality providers of service and to serve families through the business of entertainment; basing the service on superior levels of marketing and innovation. The Friar Tucker International mission is to “attract more visitors and customers through food and entertainment facilities and ensure a great family experience” (Friar Tucker International scenario, 2010). Friar Tucker International, Chief Executive Officer, Ricardo Bellini negotiated and accepted many contracts with hotel chains. The contracts resulted in the management of the establishments and the to implement and carry out projects and manage the implementation of numerous projects. Over the previous years, this company has increased its success rate and has felt the results of growth. Many...
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...Integrating entrepreneurship and strategic management activities to gain wealth: CEOs' perspectives. Authors: Hagen, Abdalla Tootoonchi, Ahmad Hassan, Morsheda Pub Date: 01/01/2005 Publication: Name: Advances in Competitiveness Research Publisher: American Society for Competitiveness Audience: Academic; TradeFormat: Magazine/Journal Subject: Business; Business, general; Business, internationalCopyright: COPYRIGHT 2005 American Society for Competitiveness ISSN: 1077-0097 Issue: Date: Annual, 2005 Source Volume: 13 Source Issue: 1 Topic: Event Code: 200 Management dynamics Computer Subject: Company business management Geographic: Geographic Scope: United States Geographic Code: 1USA United States Accession Number: 138408287 Full Text: ABSTRACT This study explored means and ways that can help CEOs achieve wealth for their firms in the era of globalization. Using a sample of CEOs of MNCs, the findings of this study indicated that the majority of the CEOs agreed that many of the activities undertaken by organizations in an attempt to achieve wealth occur within six domains: Innovations, networks, internationalization, organizational learning, top management team and governance, and growth orientation. Critical challenges facing top management and the suggested recommendations were acknowledged by the participating CEOs. INTRODUCTION There is a general agreement regarding positive effects entrepreneurship has on firms' efforts for creating wealth (Lyon,...
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