...Sample Assignment Assignment front sheet Qualification | Unit number and title | Pearson BTEC Level 7 Diploma in Strategic Management and Leadership (QCF) | Unit 1 Developing Strategic Management and Leadership Skills | Student name | Assessor name | | | Date issued | Completion date | Submitted on | | | | | | Assignment title | Strategic Management and Leadership Report (1 of 1) | ------------------------------------------------- LO | Learning Outcome | AC | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | 1 | Understand the relationship between strategic management and leadership | 1.1 | Explain the link between strategic management and leadership | 1 | | | | 1.2 | Analyse the impact of management and leadership styles on strategic decisions | 1 | | | | 1.3 | Evaluate how leadership styles can be adapted to different situations | 1 | | 2 | Be able to apply management and leadership theory to support organisational direction | 2.1 | Review the impact that selected theories of management and leadership have on organisational strategy | 1 | | | | 2.2 | Create a leadership strategy that supports organisational direction | 2 | | 3 | Be able to assess leadership requirements | 3.1 | Use appropriate methods to review current leadership requirements | 3 | | | | 3.2 | Plan for the development of future situations requiring leadership | 3 | | 4 | Be able to plan...
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...Sample Assignment Assignment front sheet Qualification Unit number and title Pearson BTEC Level 7 Diploma in Strategic Management and Leadership (QCF) Unit 1 Developing Strategic Management and Leadership Skills Student name Assessor name Date issued Completion date Submitted on Assignment title Strategic Management and Leadership Report (1 of 1) LO Learning Outcome AC In this assessment you will have the opportunity to present evidence that shows you are able to: Task no. Evidence (Page no) 1 Understand the relationship between strategic management and leadership 1.1 Explain the link between strategic management and leadership 1 1.2 Analyse the impact of management and leadership styles on strategic decisions 1 1.3 Evaluate how leadership styles can be adapted to different situations 1 2 Be able to apply management and leadership theory to support organisational direction 2.1 Review the impact that selected theories of management and leadership have on organisational strategy 1 2.2 Create a leadership strategy that supports organisational direction 2 3 Be able to assess leadership requirements 3.1 Use appropriate methods to review current leadership requirements 3 3.2 Plan for the development of future situations requiring leadership 3 4 Be able to plan the development of leadership skills 4.1 Plan the development of leadership skills for a specific requirement 3 4.2 Report...
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...achieved. CORPORATE STRATEGY/ STRATEGIC MGMT: It focuses on how managers formulate and implement, and evaluate strategies or plans aimed at developing and maintaining competitive advantage. Here competitive advantage means “the reason some firms enjoy higher levels of performance than their rivals or competitors” FEATURES OF STRATEGY: It includes planning & implementation. It is creative in nature. It is a dynamic & flexible program. It includes all the levels of Org. but maximum efforts are done by Top & Middle Mgmt. Its Life Span is Limited. It is Future Oriented or Forward Looking It offers Broad Guidelines or blueprints to be successful. Strategy is a well defined roadmap of an organization. (mission & Vision are defined). COMPONENTS OF STRATEGY: The strategy statement of a firm sets the firm’s long-term strategic direction and broad policy directions. It gives the firm a clear sense of direction and a blueprint for the firm’s activities for the upcoming years. The main constituents of a strategic statement are as follows: a) STRATEGIC INTENT(PLAN/TGT/GOAL) An organization’s strategic intent is the purpose that it exists and why it will continue to exist, providing it maintains a competitive advantage. Strategic intent gives a picture about what an organization must get into immediately in order to achieve the company’s vision. It motivates the people. It clarifies the vision of the vision of the company. Strategic intent helps management to emphasize and concentrate...
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...ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD (Department of Business Administration) Course: Human Resource Management (5532) Level: MBA Semester: Autumn, 2010 CHECKLIST This packet comprises the following material: 1) 2) 3) 4) 5) Note: Text book Assignments # 1 & 2 Course outlines Assignment 6 forms (2 sets) Assignment submission schedule In this packet, if you find anything missing out of the above-mentioned material, please contact at the address given below: The Mailing Officer Mailing Section, Block # 28 Allama Iqbal Open University, Sector H/8, Islamabad. Tel: (051) 9057611, 9057612 Mohammad Majid Mahmood Bagram Course Coordinator ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD (Department of Business Administration) WARNING 1. 2. PLAGIARISM OR HIRING OF GHOST WRITER(S) FOR SOLVING THE ASSIGNMENT(S) WILL DEBAR THE STUDENT FROM AWARD OF DEGREE/CERTIFICATE, IF FOUND AT ANY STAGE. SUBMITTING ASSIGNMENTS BORROWED OR STOLEN FROM OTHER(S) AS ONE’S OWN WILL BE PENALIZED AS DEFINED IN “AIOU PLAGIARISM POLICY”. Course: Human Resource Management (5532) Level: MBA Semester: Autumn, 2010 Total Marks: 100 Pass Marks: 40 ASSIGNMENT No. 1 (Units: 1–4) Q. 1 Why HR is called the most important asset and competitive advantage of any organization in the world? (20) Your Solutions 2 Helping Material HR and Competitive Advantage In order to have an effective competitive strategy, the company must have one or more competitive advantage, factors that allow an...
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... 9-496-007 Rev. April 28, 1999 D O Becton Dickinson (E): An Assessment of Strategic Human Resource Management Profiling N Since 1988 when Strategic Human Resource Management (SHRM) profiling was first introduced to Becton Dickinson, it had been implemented in eight line divisions, two staff functions, the diagnostic sector, and at the corporate level. In several divisions a second profile had also been employed. Most of these profiles were conducted by managers in the company's human resource and strategy function. O In 1992 Ray Gilmartin, CEO of Becton Dickinson (BD), wondered whether SHRM profiling was fulfilling its objective of developing an organization capable of implementing and reformulating strategy. Becton Dickinson undertook an assessment of SHRM in cooperation with Professor Michael Beer and Russell Eisenstat of the Harvard Business School. T The evaluation of SHRM focused on 10 units (eight divisions, the diagnostic sector, and the corporate organization) that had undergone at least one SHRM profile. Conclusions were drawn based on the following sources of information: • The experience of management and profilers with all SHRM profiles. • Interviews with top management and members of the employee task force (ETF) in each unit by a research assistant. CO • Questionnaires administered to the Operating Committee (OC), the ETF, and employees interviewed by the ETF in the 10 units. In all, over 1,000 employees received a questionnaire, and over 500 responded...
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...MGB309: STRATEGIC MANAGEMENT * Teaching Team: Ivano BONGIOVANNI (Lecturer and Tutor) * David MILLS (Tutor) * Graham FELLOWS (Tutor) * Lectures: * Thursday 19.00 – 21.00, Z 303 (Ivano BONGIOVANNI) * * Tutorials: * Thursday 16.00 – 17.00, S 306 (Ivano BONGIOVANNI) * Thursday 17.00 – 18.00, Z 302 (Ivano BONGIOVANNI) * Thursday 18.00 – 19.00, O 308 (Ivano BONGIOVANNI) * Thursday 17.00 – 18.00, B 224 (David MILLS) * Thursday 18.00 – 19.00, O 604 (David MILLS) * Thursday 17.00 – 18.00, M 312 (Graham FELLOWS) * Thursday 18.00 – 19.00, M 312 (Graham FELLOWS) * * Unit Rationale and Aim * * How to outperform their competitors is every company's main challenge. Managers deploy strategies to achieve sustainable competitive advantage. This unit introduces you to the strategic choices organisations can make by providing you with key concepts relating to the strategic analysis of companies and their environments. Students from different majors can draw on their education thus far and use it in understanding how every aspect of an organisation such as HR, Finance, Marketing, etc. plays a role in strategy. This understanding is particularly relevant to you when making the transition to the workforce. This unit introduces you to cutting-edge concepts, frameworks, and techniques of strategic analysis that allow you to make better strategic decisions. The aim of this unit is to provide you with the analytical tools...
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...choose any similar case as long as some information on the case is publicly available. “This is to certify that the work I am submitting is my own. All external references and sources are clearly acknowledged and identified within the contents. I am aware of the University of Warwick regulation concerning plagiarism and collusion. No substantial part(s) of the work submitted here has also been submitted by me in other assessments for accredited courses of study, and I acknowledge that if this has been done an appropriate reduction in the mark I might otherwise have received will be made.” Table of Contents 1. Introduction 3 1.1 Essay Structure 3 2. The Firm – Huawei – The “Glocalized” MNE 4 2.1 Early Beginnings 4 2.2 The first steps to Internationalization 5 2.3 Entry into Advanced Markets 5 2.4 The Push into the Triad 5 3. Literature Review and Analysis 7 3.1 Strategy and...
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...Aligning Employees Leading Strategic Change Robert S. Kaplan Marvin Bower Professor of Leadership Development, Emeritus Copyright © President & Fellows of Harvard College Align employees to the strategy: Four HR processes 1. Create Strategic Awareness Communicate Communicate Communicate 2. Align Personal Goals Personal Scorecard Make Strategy Everyone’s Job 3. Provide Necessary Skills Strategic Job Families Strategic Readiness 4. Align Personal Incentives Variable pay Team based You need a formal process to improve workforce readiness. Strategy should be linked to existing HR programs for performance management. How do we align employees to the strategy? 1. Create Strategic Awareness Communicate Communicate Communicate 2. Align Personal Goals Personal Scorecard Make Strategy Everyone’s Job 3. Provide Necessary Skills Strategic Job Families Strategic Readiness 4. Align Personal Incentives Variable pay Team based Communicate “seven times seven different ways” to make strategy everyone’s job Personal relevance brings the strategy to life Sustained communication uses different channels to get the message across • Leadership meetings • CEO random visits to employees • Dear Colleague Quarterly Letter in Mellon News • Learning lunches & informal discussions • Intranet • Working groups facilitated by HR • Staff briefings Source: Presented by Jack Klinck, Vice Chairman, Mellon Europe at BSCol European...
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...Contact number:7569070404 Contact no:9032571553 Address: Flat no 237, 4th floor, Address: Old mig 37/1, H.B colony, Lotus towers, Jemmichettu centre, Bhavanipuram, Vijayawada 520010 Vijayawada 520012 Andhra Pradesh. Andhra Pradesh. Mohammad Sadiq Khan (Student) Modern Degree College Krishna University Vijayawada. Email id: khans877@gmail.com Contact no: 9291374786 Address: 3-141, Indiranagar-1, Yenmalkuduru, Penamaluru mandal, Vijayawada 520007 Andhra Pradesh. ABSTRACT: For many years, the topic of interrelation between the management and ethics has been a topic of intense scrutiny. It is understood that management is looked to for setting the standards for work culture and shaping ethics and performance in the workplace. When situations go wrong, management looks towards common culture to resolve workplace issues. Management has to ensure that this culture is consistent with the organizational goals and commitments. But in more cases than not, ethical breaches are consistent in the top levels given how the primary objective of a company’s management is the company’s growth. This study aims to observe and comment upon the ethical culture prevailing in the top level of management and how issues are dealt in that context. INTRODUCTION: For many years, the...
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...CHAPTER 7 IMPLEMENTING STRATEGIES: MANAGEMENT AND OPERATIONS ISSUES CHAPTER OUTLINE | |The Nature of Strategy Implementation | | |Annual Objectives | | |Policies | | |Resource Allocation | | |Managing Conflict | | |Matching Structure with Strategy | | |Restructuring, Reengineering, and E-Engineering | | |Linking Performance and Pay to Strategies | | |Managing Resistance to Change | | |Creating a Strategy-Supportive Culture | | |Production/Operations Concerns When Implementing...
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...UNIT 1 i Overview of strategic management Unit 1 BMG 303/05 Strategic Management Overview of Strategic Management ii WAWASAN OPEN UNIVERSITY BMG 303/05 Strategic Management COURSE TEAM Course Team Coordinator: Dr. Chuah Poh Lean Content Writer: Dr. Hasliza Abdul Halim Instructional Designer: Mr. Khoo Chiew Keen Academic Member: Ms Lum Li Sean COURSE COORDINATOR Ms. Loo Saw Khuan EXTERNAL COURSE ASSESSOR Associate Professor Dr. Haji Hamzah Dato Abdul Rahman, Universiti Utara Malaysia. PRODUCTION Editor: Pelangi Sdn. Bhd. In-house Editor: Mr. Khoo Chiew Keen Graphic Designer: Deam Enterprise Wawasan Open University is Malaysia’s first private not-for-profit tertiary institution dedicated to adult learners. It is funded by the Wawasan Education Foundation, a tax-exempt entity established by the Malaysian People’s Movement Party (Gerakan) and supported by the Yeap Chor Ee Charitable and Endowment Trusts, other charities, corporations, members of the public and occasional grants from the Government of Malaysia. The course material development of the university is funded by Yeap Chor Ee Charitable and Endowment Trusts. © 2013 Wawasan Open University All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior written permission from WOU. Wawasan Open University (KPT/JPT/DFT/US/P01) ...
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...HUMAN RESOURCE MANAGEMENT (8502) (MBA (2½ / 3½ Years) SEMESTER: AUTUMN 2012 CHECKLIST This packet comprises the following material: 1) Text Book 2) Assignment No. 1 & 2 3) Course Outline 4) Assignment Forms (2 sets) 5) Schedule for Submitting the Assignments In this packet, if you find anything missing out of the above-mentioned material, please contact at the address given below: - The Mailing Officer Mailing Section, Block # 28 Allama Iqbal Open University, Sector H/8, Islamabad. Tel: (051) 9057611, 9057612 Dr. M. Majid Mahmood Bagram Course Coordinator ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD (Department of Business Administration) WARNING 1. PLAGIARISM OR HIRING OF GHOST WRITER(S) FOR SOLVING THE ASSIGNMENT(S) WILL DEBAR THE STUDENT FROM AWARD OF DEGREE/CERTIFICATE, IF FOUND AT ANY STAGE. 2. SUBMITTING ASSIGNMENTS BORROWED OR STOLEN FROM OTHER(S) AS ONE’S OWN WILL BE PENALIZED AS DEFINED IN “AIOU PLAGIARISM POLICY”. ASSIGNMENT No. 1 (Units: 1–4) Course: Human Resource Management (8502) Semester: Autumn 2012 Level: MBA (2½ / 3 ½ Years) Total Marks: 100 Pass Marks: 50 Q. 1 (a) Quote discriminatory personnel management practices in recruitment, selection, promotion, transfer, layoffs, and benefits. (10) (b) Define and discuss diversity management. (10) Q. 2 Illustrate and explain each of the seven steps in the HR Scorecard approach to create human resource management systems. (20) ...
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...CHAPTER I INTRODUCTION 1. Background of Case Study Selection Differentiated strategy is the strategy pursued by the company to produce products that are different or unique compared to competitors' products. Researchers are interested in doing research on the company because researcher wanted to learn more about controls for differentiated strategies, both theoretical and practical. Minnesota Mining & Manufacturing Corporation (3M) is one of the companies that have successfully implemented differentiated product strategy that gives priority to innovation as a competitive advantage offered. This company believes that innovation to be the cornerstone of 3M’s future success. Current management has continued to embrace and expand these policies and philosophies. That is why researchers interested in evaluating policies and 3 M that philosophy is based on the innovation in the implementation of the strategy of differentiation 2. Motivation Motivation researchers conducted a study of control for differentiated strategies in Minnesota Mining & Manufacturing Corporation (3M) because the researchers wanted to know more about the factors that influenced the design of the system and also the policies and philosophy rooted in the innovations made by 3M Corporation. By studying and examining the existing policy and philosophy that is rooted in innovation from the company, researchers can get a clearer picture of how to do a proper evaluation and what steps...
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...Lecture 1 Ten school´s one word definitions Design: Spider Plan: squirrel Position: position How should I approach (positioning school) Vision: wolf, I have a vision Perception: Owl, Patterns: Monkey, Agenda: Lion, Belief: Peacock, Response: Ostrich, Stage: Chameleon, Timeline of the ten schools Planning and design school came in the 70-80´s. Then Porter came with the positioning school in the 90´s. Why ten schools? Organizations vary and change greatly, so we need more than 1 school. The five p´s of strategy Plan: Forward looking. Can be dangerous if it is strictly planned and something unforeseen happens. Patterns: Backwards looking Positions and perspective. Locating a particular product in a particular market: Strategy of positioning a product. Example: Introduce breakfast at McDonalds to use restaurant in the morning. The new position is consistent with existing perspective. The strategy of absent strategy Deliberately using absent strategy promotes flexibility, experimentation and innovation. Management control. Chapter 1 in the book. Management control is the systematic process by which the organization’s higher-level managers influence the organization’s lower- level managers to implement the organization’s strategies. Decentralization is the single most important reason for organizations to need management control systems. So, Management Control is about decentralized organizations. Need for control Decentralized...
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...strategies” (p. 7). To identify a strategy of successful performance, it is important to have an understanding of the desired the level of performance. With regard to individual performance and performance evaluation metrics, my current work unit is lacking and struggles to report accurate data for how an employee performance evaluation relates to units of service as well as error percentage. In the current state, there is not a single system solution to collect data therefore causing a painstakingly manual process to collect any form of data metrics. This organizational change proposal will identify the need to develop a comprehensive strategy of employee evaluation using the balanced scorecard approach. This performance management strategy will define the necessary performance tools for a successful implementation while ensuring the performance evaluations defined by the strategic goals governed by the institution. Need for Balanced Scorecard Identified According to the current job description, the sole responsibility of work unit staff is for the review of submitted laboratory samples, requisitions, and pathology reports for accurate and timely accessioning of patient and testing information into the Pathology computer system(s). The definition of accessioning is entering a single patient and all represented laboratory material into the computer systems. This work unit as well as the work completed is complex, therefore the ability to identify a performance management evaluation...
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