...Key Issues 1) Currently MTS is a decentralized company with three autonomous profit centers. Even though they are required in have internal sourcing, there appears to be a problem with each manager looking out for their own divisions goals such as meeting 12% ROI and not focusing on the long term growth and sustainability of the company as a whole. Since each division is concerned about operating income the internal transfer prices are overstated containing high mark ups and royalties. If the managers came together and shared information and resources for the organization as a whole they would continue to sustain operations and grow. 2) Modern Technology Services (MTS) needs to obtain the long term business selling it’s MT-10 in the European markets. MTS is facing some stiff competition, therefore it needs to adjust their internal transfer prices to be competitive in the Market place. Under the current control system it appears as though each unit is concerned with their own profitiability as opposed to the organization as a whole. The managers of MTS need to communicate and share information more freely. The lowest external market price is $560.00, therefore the managers will have to come together and determine a transfer price in order to reduce the selling price to be competitive. By using only the variable costs and removing the royalty and mark up costs between divisions, the transfer prices will be 420.00 from PD to RD, and 450.00 from RD to ID. These lower internal...
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...Key Issues to Improve IT Project Management – article analysis It is mentioned as a major cause of project failure that they are not linked to company goals. Therefore, the starting point of discussion could have been the information systems strategy triangle. The text give great importance to the solution vendor, emphasizing that it is necessary to conquer him so that he will help with data to sale the project to the company directors (building the business case) and to create a partnership where everybody seek the project success. This issue could have been addressed more clearly and primarily emphasized the role of the vendor / consultant within the project (focus on core activities, maintenance of the same consultant throughout the project, etc.) rather than focusing on the trading of the service. Another flawed point is the fact that analyzes and questions that are usually answered in a business case are mentioned, but it is not given importance to the construction and use of it as a tool for project approval. It is also not properly addressed the life cycle of the project (especially the planning phase, which is essential to a good project) and nor the project management tools (PERT, CPM and Gantt Chart), which should be used to map critical activities, evaluate alternative routes in case of problems/difficulties at some stage, and follow up of activities planned, in relation to the project triangle (time, cost and scope, not leaving aside the quality). Another point...
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...African Journal of Business Management Vol. 6(8), pp. 2839-2847, 29 February, 2012 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM11.411 ISSN 1993-8233 ©2012 Academic Journals Full Length Research Paper Key issues relating to management information systems from the perspective of managers of Iran’s agricultural extension providers Abdolmotalleb Rezaei*, Ali Asadi and Ahmad Rezvanfar Department of Agricultural Extension and Education, University of Tehran, Karaj, Iran. Accepted 26 May, 2011 The purpose of the paper is to investigate issues relating to the management information systems of agricultural extension providers in Iran. A survey study was applied as a methodology of research work. Data were collected using a structured questionnaire that addressed evaluating managers’ responses with regard to management information system (MIS) key issues. All issues had mean score greater than five as perceived by managers. This would suggest that most key issues are moderately important in the present time. To delineate more clearly the relationships between the organizational factors and MIS key issues ratings, a descriptive model is currently under development. Future work is to formulate a research model that more precisely describes the relationship between the organization's factors and the MIS key issues rankings across the countries. The organization factors should extend factors covered in the present study to those that are broadly pertinent...
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...PRACTICING PROJECT MANAGEMENT AT SOUTHERN MANAGEMENT CORPORATION (SMC) Management of Information Programs and Services Project Report To study and identify key areas of focus in the business management model currently used at the Southern Management Corporation Hitesh Gupta | Lester Pereira | Prannoy Banerjee Table of Contents 1. Executive Summary………………………………………………………………………………………………………………….4 2. Introduction…………………………………………………………………………………………………………………………….4 3. Problem Statement………………………………………………………………………………………………………………….5 4. Objective………………………………………………………………………………………………………………………………….6 5. Scope………………………………………………………………………………………………………………………………………6 6. Methodology……………………………………………………………………………………………………………………………7 7. Data Analysis and Summary of Key Findings…………………………………………………………………………….8 7.1 Interviews………………………………………………………………………………………………………………………………....8 7.2 Information of the Organization………………………………………………………………………………………………….9 7.3 Organizational Structure of the Corporation……………………………………………………………………………11 8. Major Issues………………………………………………………………………………………………………………………….11 9. Recommendations………………………………………………………………………………………………………………..12 10. Conclusion…………………………………………………………………………………………………………………………….17 References………………………………………………………………………………………………………………………………………….18 Attachments……………………………………………………………………………………………………………………………………….19 Executive Summary: Management practice relies upon case studies and the individual experiences...
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...Update Status: (amendment number), on (date) TABLE OF CONTENTS Executive Summary Section Page 1. Strategic Focus 2. The Business 3. Market Analysis 4 Products 5 Marketing 6 Research and Development 7 Production and Delivery 8 Supply Chains 9 Business Systems and Processes 10. Stakeholder Relationships and Alliances 11. Organisational and Management 12 Environmental and Social Impacts 13 Risk Factors and Regulatory Compliance 14 Corporate Governance 15 Financials 16 Application of Investment Funds 17 Strategic Action Plan 18 Plan Improvement Appendices: 1. 2. 3. Some Thoughts on Writing this Plan before We Start • Clearly identify the readers of this document. Then write the plan in a style that is easily understood by readers • Remember that this plan is a working document that has the clear purpose of initiating focussed action and generating clear and measurable results. Avoid the excessive use of descriptive adjectives to 'pad' or over-sell the plan. Flowery, highly descriptive language can cloud key issues, blur the plan's focus and slow/confuse its implementation • Keep the plan 'tight'; ensure it remains concise, balanced, clear and logical. Where possible use quantitative rather than qualitative information. Remember the KISSS approach to planning; keep it simple, short and specific. Interlink all Sections, with the Market Analysis providing a clear focus for all subsequent sections...
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...Update Status: (amendment number), on (date) TABLE OF CONTENTS Executive Summary Section Page 1. Strategic Focus 2. The Business 3. Market Analysis 4 Products 5 Marketing 6 Research and Development 7 Production and Delivery 8 Supply Chains 9 Business Systems and Processes 10. Stakeholder Relationships and Alliances 11. Organisational and Management 12 Environmental and Social Impacts 13 Risk Factors and Regulatory Compliance 14 Corporate Governance 15 Financials 16 Application of Investment Funds 17 Strategic Action Plan 18 Plan Improvement Appendices: 1. 2. 3. Some Thoughts on Writing this Plan before We Start • Clearly identify the readers of this document. Then write the plan in a style that is easily understood by readers • Remember that this plan is a working document that has the clear purpose of initiating focussed action and generating clear and measurable results. Avoid the excessive use of descriptive adjectives to 'pad' or over-sell the plan. Flowery, highly descriptive language can cloud key issues, blur the plan's focus and slow/confuse its implementation • Keep the plan 'tight'; ensure it remains concise, balanced, clear and logical. Where possible use quantitative rather than qualitative information. Remember the KISSS approach to planning; keep it simple, short and specific. Interlink all Sections, with the Market Analysis providing a clear focus for all subsequent sections...
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...Project Management Plan |Project Name: |Project Number: | | | | |Project Sponsor: |Project Manager: | |Signature: |Signature: | |E-mail: |E-mail: | |Start Date: |Estimated End Date: | 1. Project Overview 5 1.1 PURPOSE: 5 1.2 KEY STAKEHOLDERS/DEPARTMENTS: 5 1.3 KEY DELIVERABLES: 5 1.4 MAIN OBJECTIVES: 6 1.5 ASSUMPTIONS: 6 1.6 CONSTRAINTS: 6 1.7 PROJECT MANAGEMENT PLAN VERSION CONTROL 6 2. INTEGRATION MANAGEMENT 7 2.1 INTEGRATED CHANGE CONTROL 7 2.1.1 CHANGE REQUEST FORM 7 2.1.2 CHANGE CONTROL BOARD (CCB) 8 2.2 PROJECT CHECKLIST 8 3. SCOPE MANAGEMENT PLAN 11 3.1 SCOPE STATEMENT 11 3.2 OVERALL SCOPE MANAGEMENT PLAN STRATEGY 11 ...
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...Systems and Processes 10. Stakeholder Relationships and Alliances 11. Organisational and Management 12 Environmental and Social Impacts 13 Risk Factors and Regulatory Compliance 14 Corporate Governance 15 Financials 16 Application of Investment Funds 17 Strategic Action Plan 18 Plan Improvement Appendices: 1. 2. 3. Some Thoughts on Writing this Plan before We Start • Clearly identify the readers of this document. Then write the plan in a style that is easily understood by readers • Remember that this plan is a working document that has the clear purpose of initiating focussed action and generating clear and measurable results. Avoid the excessive use of descriptive adjectives to 'pad' or over-sell the plan. Flowery, highly descriptive language can cloud key issues, blur the plan's focus and slow/confuse its implementation • Keep the plan 'tight'; ensure it remains concise, balanced, clear and logical. Where possible use quantitative rather than qualitative information. Remember the KISSS approach to planning; keep it simple, short and specific. Interlink all Sections, with the Market Analysis providing a clear focus for all subsequent sections. • Focus on facts and information from credible and reputable sources. Where possible avoid critical dependencies on one source of information. Build redundancy in to information sources. Validate, validate, validate all key...
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...will be ready to meet its deadlines on time. One suggestion to consider is to make sure that all project team members are aware of the projects objectives and their own role in the project. In doing this it will alleviate any misunderstanding, and uncertainties that are likely to occur through the project. Another suggestion to be considered is the utilization of key tools such as risk management, scope management, proactive communication, and issue management to ensure that a project deadline is met. If properly utilized these key tools there is no 100% guarantee that the project will be prevented from being delayed. However, it will guide the project manager and team member on how to properly handle a situation that might occur. After much research, I will discuss in this paper how utilizing each key tool will prevent a delay in a project. The first key tool for discussion is risk management. Risk management is considered to be the process of identifying, assessing, and prioritizing the risk in order to minimize, monitor, and control the probability and impact of unfortunate events. Within risk management there are steps that need to be applied which are as following:...
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...Key Issues for Directors in 2014 — The Harvard Law School Forum on Corporate Gover... Page 1 of 2 Key Issues for Directors in 2014 Posted by Martin Lipton, Wachtell, Lipton, Rosen & Katz, on Monday December 16, 2013 at 9:20 am Editor’s Note: Martin Lipton is a founding partner of Wachtell, Lipton, Rosen & Katz, specializing in mergers and acquisitions and matters affecting corporate policy and strategy. This post is based on a Wachtell Lipton memorandum by Mr. Lipton. For a number of years, as the new year approaches I have prepared for boards of directors a one-page list of the key issues that are newly emerging or will be especially important in the coming year. Each year, the legal rules and aspirational best practices for corporate governance, as well as the demands of activist shareholders seeking to influence boards of directors, have increased. So too have the demands of the public with respect to health, safety, environmental and other socio-political issues. In reviewing my 2013 issues memo, I concluded that the 2013 issues continued as the key issues for 2014 with a few changes in detail or emphasis. My key issues for 2014 are: • 1. Maintaining a close relationship with the CEO and working with management to encourage entrepreneurship, appropriate risk taking, and investment to promote the long-term success of the company, despite the constant pressures for short-term performance, and to navigate the dramatic changes in domestic and world-wide economic...
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...departments within the organization, the incessant pressure from top management for seamless operations devoid of supply related problems, and seeks to find a way to solve these problem so as to ensure an efficient and more effective supply management process for his organization. Analysis of the Case Ted Jones has been the Supply Manager at Eagle Manufacturing Company for two years. He heads a team of professional and experienced supply staff, but feels that there is a need for additional training for some of his team members so as to closely align them to the desired performance outcomes of his department. Despite his team’s great performance data, morale is low among his staff and some of them has started resigning due perceived poor remuneration, low visibility of the impact the department’s achievement has had resolving the company’s supply related problems, and high work pressure brought about by a never ending tirade of supply problems emanating from other departments. Some of the most recent supply management problems were: 1. Late submission of a purchase request by the maintenance department that makes it impossible for Ted and his team to have enough time to adequately source for suppliers and obtain the best price and quality for the requested robot. 2. The use of wrong basis/data in estimating the price of materials in purchase requests. 3. Stock out of essential parts need for key manufacturing operations. 4. Poor quality of raw materials that...
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...Ford’s business strategy is embodied in our ONE Ford plan. ONE Ford expands on our Company’s four-point business plan for achieving success globally. The four-point business plan consists of the following: Aggressively restructure to operate profitably at the current demand and changing model mix Accelerate development of new products our customers want and value Finance our plan and improve our balance sheet Work together effectively as one team Building on this plan, ONE Ford encourages focus, teamwork and a single global approach, aligning employee efforts toward a common definition of success. It emphasizes the importance of working together as one team to achieve automotive leadership, which is measured by the satisfaction of our customers, employees and essential business partners, such as our dealers, investors, suppliers, unions/councils and the communities in which we operate. We have defined a set of behaviors that are expected of all employees to support the ONE Ford plan. The goal of ONE Ford is to create an exciting and viable company delivering profitable growth for all. We are focused on building: Great Products, a full family of vehicles – small, medium and large; cars, utilities and trucks – with best-in-class quality, fuel efficiency, safety and smart design Strong Business, based on a balanced portfolio of products and global presence; and Better World, accomplished through our sustainability strategy Our aim is to have profitable growth across...
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...Workforce Planning a good practice guide for TAFE Institutes 10 September 2004 1 Introduction 1 2 Purpose of this guide 2 3 Key elements of workforce planning programs 2 4 Implementation guidelines 3 4.1 Consider the broader context 3 4.2 Identify your future business direction and workforce needs 4 4.3 Know your current workforce 6 4.4 Bridge the gap – identify and address your workforce issues 8 4.5 Provide a sound basis for effective implementation 9 5 WORKFORCE PLANNING CHECKLIST 10 5.1 Key considerations for effective workforce planning 10 6 UNDERPINNING KNOWLEDGE FOR WORKFORCE PLANNING 12 Introduction Workforce planning is the continuous process of ensuring that the right people are in the right place at the right time, in order to accomplish the organisation’s mission now and into the future. Its fundamental purpose is to align and integrate the organisation’s workforce with its strategic goals and objectives. The degree to which the organisation has the appropriate skills, the correct numbers and the right talent mix to achieve its mission in a dynamic external environment will be crucial to its continued success. It is also about the sound management of human capital processes, including recruitment, retention, development, redeployment, and retirement planning for minimal loss of knowledge. Workforce planning can assist TAFE Institutes anticipate the staffing and skill...
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...com/about-nokia. General Function Manage the internal and external communications function in Vietnam based in Ho Chi Minh. Co-ordinate and implement all communications activities in country. Reports directly to General Manager, Sales & Marketing, Head of Communications, APAC. Main Responsibility Areas Creates communications plan for the country, key messages, positioning materials, collaterals & media events and executes the plan. Advisor to Nokia Vietnam’s management in topics that have an impact on Nokia’s reputation Creates local materials for locally relevant media activities Localises and distributes international media releases, materials Support in Nokia’s key stakeholder relations (operators, customers, partners, developers, industry associations) Media Relations Develop and implement the full media relations strategy for Nokia in Vietnam Develop and be responsible for all aspects of media coverage. Manage the perceptions of the business by the media and public Acts the spokesperson for Nokia Organise interviews for other approved Nokia spokespeople. Foster strong useful relationships with key media contacts. Select, invite and host media on to Nokia overseas events. Proactively build and maintain media/blogger...
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...an increasing need for human resource management to be able to capitalize and gain on the challenges that this changing environment will bring. For a company to be able to successfully stay ahead of its competition, human resource management has to be seen as a significant contributor within the company. Human resource management will face many challenges and will operate in a constant environment of change. Two of the most important challenges to the role of human resource management in the future is the capacity to develop and utilize a new set of competencies to fulfill the changing roles and the ability to move to a strategic human resource. In this assignment I will outline how each of these areas have developed to become two of the most important changes for Human Resource Managers and why I believe they are critical to the success of an organization. Strategic Human Resource Management The literature on the changing role of human resource management stresses the requirement to move from an administrative support function, or the more traditional human resource operational management model, to a strategic and facilitative role. To sustain the transformation of the human resource functions to a Strategic Human Resource Management model; it will require human resource professionals to develop a new set of competencies to fulfil this role. Strategic Human Resource Management Defined Strategic human resource management encompasses functions, which focus on...
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