...MBA Essentials Information Technology for Strategic, Competitive Advantage Virginia Franke Kleist, Ph.D. Assistant Professor Division of MIS/Management Welcome to the Technology Part of the Program • How are you using information technology (IT) today in your firms and businesses? • How successful has this been for your firm? • Do you have problems that are still unresolved with Information Technology? • Can IT give competitive advantage, anyway? • How can one identify which technologies will best give strategic advantage? MBA Essentials Session X Information Resources Management 2 Contact Information • • • • • • Virginia Franke Kleist, Ph.D. Virginia.kleist@mail.wvu.edu www.be.wvu.edu/divmim/mgmt/kleist 304-293-7939 I welcome your comments and contacts! Several drawings are adapted from Laudon and Laudon, (2005), Management Information Systems: Managing the Digital Firm, New Jersey: Prentice Hall (8th ed.). • Some material adapted from Burgelman, Christensen and Wheelwright, (2004), Strategic Management of Technology and Innovation, Boston: McGraw-Hill Irwin (4th ed.). MBA Essentials Session X Information Resources Management 3 MBA Essentials Session X Information Resources Management 4 MBA Essentials Session X Information Resources Management 5 What will we learn? • Strategic advantage from information technology • Latest information technologies • How do you successfully select, implement...
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...MB 401 STRATEGIC MANAGEMENT ______________________________________________________________________ __ INSTRUCTIONS FOR PAPER-SETTER The question paper will consist of Two parts, A and B. Part A will have 15 short answer questions (40-60 words) of 2 marks each. Part B will have 12 long answer questions of 5 marks each. The syllabus of the subject is divided into 3 sections I, II and III. The question paper will cover the entire syllabus uniformly. Part A will carry 5 questions from each section and Part B will carry 4 questions from each section. INSTRUCTION FOR CANDIDATES Candidates are required to attempt all questions from Part A and 9 questions of Part B out of 12. ______________________________________________________________________ __ Section I MBA Syllabus (August 2005) Page 19 of 45 Definition, nature, scope, and importance of strategy; and strategic management (Business policy). Strategic decision-making. Process of strategic management and levels at which strategy operates. Role of strategists. Defining strategic intent: Vision, Mission, Business definition, Goals and Objectives. Internal Appraisal – The internal environment, organisational capabilities in various functional areas and Strategic Advantage Profile. Methods and techniques used for organisational appraisal (Value chain analysis, Financial and non financial analysis, historical analysis, Industry standards and benchmarking, Balanced scorecard and key factor rating). Identification of Critical Success Factors...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...MBA Class of 2013 Concentration in Finance and Financial Institutions Corporate Development: Managing Acquisitions and Partnerships (A Management Perspective) Professor: Maurizio Zollo E-mail: maurizio.zollo@unibocconi.it Office: Via Roentgen, 1 - 4-A1-09 Phone: 02 5836 2525 Teaching assistant Emanuele Bettinazzi emanuele bettinazzi@phd.unibocconi.it Learning Objectives: Acquisitions and partnerships have become fundamental tools to manage corporate growth. No company today can afford to rely exclusively on organic development processes to fill its strategic gaps. However, realizing the expected value through external growth has proved to be far from obvious: value is being destroyed just as frequently (and copiously) as it is being created. In this course, we will discuss the factors leading to success and failure in corporate development processes, focusing on four different but interdependent set of questions: • When should acquisitions be preferred to partnerships (or vice versa) in the implementation of a given strategy? • How should the value potential and the risks connected to a given development opportunity be assessed? • How can the potential be translated into actual value creation through appropriate design and execution choices in the post-transaction phase? • What are the barriers to learning how to manage corporate development processes and how to remove them to ensure a rapid development of the required capabilities? The course is designed to cater...
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... Seat No. | (e.g. _123456) | Code : | | | | | SEARCH RESULT: | | Name | LADUMOR MAHESH BHAVANBHAI | Enrollment No. | 107950592062 | Exam Seat No. | M300105 | Declared On | 25 Feb 2012 | Exam | MBA SEM 3 - Regular (DEC 2011) | | THIS STUDENTS HAVE NOT ELECTED SUBJECT CODE 2830006 BUT WE RECEVIED THE BAR CODE STICKER FOR THE SAME | | | | SUBJECT CODE | SUBJECT NAME | GRADE | ABSENT | BACKLOG E | - | M | - | I | - | V | | 2830001 | Strategic Management (SM) | BC | N | N | - | N | - | N | - | N | | 2830002 | Legal Aspects of Business (LAB) | BC | N | N | - | N | - | N | - | N | | 2830003 | Global / Country Study Report (GCR) | BC | N | N | - | N | - | N | - | N | | 2830004 | Comprehensive Project – Industry Defined Problem (CP-IDP) | BC | N | N | - | N | - | N | - | N | | 2830005 | Summer Internship Programme (SIP) | BB | N | N | - | N | - | N | - | N | | 2830007 | New Enterprise and Innovation Management (NE&IM) | BC | N | N | - | N | - | N | - | N | | 2830201 | Strategic Financial Management (SFM) | BC | N | N | - | N | - | N | - | N | | 2830202 | Management of Financial Services (MFS) | BC | N | N | - | N | - | N | - | N | | 2830203 | Security Analysis and Portfolio Management (SAPM) | FF | N | Y | - | N | - | N | - | N | | Current Sem. Backlog: 1 | Total Backlog: 4 | SPI: 6.44 | CPI: 5.57 | | | Winter 2010 | Summer 2011 | Winter 2011 | HomeGujarat Technological University Ahmedabad...
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...the attitude of management and labour towards each other. LABO UR W ELF ARE What is Labour Welfare Definition of Labour Welfare Objectives of Labour Welfare Principles of Labour Welfare Read More.... The main reasons are as follows: 1. An attitude of contempt towards the workers on the part of the management. 2. Inadequate fixation of wages or improper wage structure. 3. Indiscipline 4. Unhealthy working conditions at the workplace. 5. Lack of human relations skills on the part of supervisors and managers. 6. Desire of workers for higher bonus, wages or daily allowances. 7. Desire of employers to pay as little as possible to its workers. 8. Inadequate welfare facilities. 9. Dispute on sharing the gains of productivity. 10. Retrenchment, dismissal and lockouts by the management. 11. Strikes by the workers. 12. Inter-union rivals. 13. General economic and political environment such as rising prices, strikes by others and general indiscipline having their effect on the employees attitudes. 14. Mental inertia on the part of the management. HUM AN RES O URC E M AN AGEM EN T What is Human Resource Management? Concept of Human Resource Management Nature of Human Resource Management Objectives of Human Resource Management Importance of Human Resource Management Read More.... GO O GLE ADS LEARN O N UDEM Y GMAT Math - Data Sufficiency Made Easy GRE and GMAT Math - So Easy a Child Could Do It Navigating the MBA Admissions Process The Music of Business : MBA concepts + Music...
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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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...sandeephn75@gmail.com 19-11-2014 Dear Sir or Madam, Sub: Application for the post of Management Consultant I am applying to your esteemed organization because I feel confident that my profile can be considered for a position of a Management Consultant at your organization. I have completed my MBA from University of Leeds, UK in 2012 with distinction in 5 subjects including management consulting, strategic management, marketing management, global marketing and final dissertation. I believe my academic background, personal initiative, and work experience would be an asset to your company. I feel it is prudent to mention a little about myself. I am a very determined person very clear about what I want to achieve in my life, I set very clear goals and I am very focused towards achieving them. I am also a very calm, patient and yet a very confident person. I am always a self-starter and don’t wait to be told to start things, I find opportunities and jump at them. I am also very focused and hardworking and a result oriented person and ensure that all the assignments I take up reach the logical end with good ending and quality results. I also bring with me, good analytical skills, good problem solving skills, excellent communication skills ( both spoken and written ), out of the box thinking, people management skills, vendor management skills, good stake holder management very good research skills and good presentation skills. I have a total of 13 years of work experience...
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...Contents 1. Strategic Review................................................................................................................5 1.1.1. 1.1. 1.1.2. 1.2. The industry.....................................................................................................................................7 Needs and Expectations of stakeholders of an organization ............................... 10 1.3.1. 1.3. The macro-environment.............................................................................................................6 External factors affecting the organization...................................................................5 Macro-environmental level: Pestle analysis is applied ...............................................12 Major Changes taking place in the external environment.................................... 12 1.3.2. Industry Level: Porter five forces.........................................................................................13 2. Review of Tesco Existing Plans ................................................................................. 16 2.1. Tools to analyze the effect of current business plan............................................... 16 2.2. Position of Tesco in its current market ....................................................................... 17 2.3. Competitive Strengths and weaknesses of current business strategy ............. 19 3. Consideration...
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...teaming up with the American Chamber of Commerce in Egypt Career Development Center (CDC) to offer an MBA program in Cairo. The College of Business and Innovation was established in 1930 and is among 5 percent of business schools worldwide to be accredited by the Association to Advance Collegiate Schools of Business (AACSB) International. Known for integrating disciplinary excellence with technological expertise and knowledge with practice, the University of Toledo College of Business and Innovation is highly regarded as a learning partner of choice for students and the business community alike. The MBA program consists of in-depth business courses, along with a comprehensive Strategic Management Capstone course in the final semester that uses guest speakers, case studies and simulations to weave together all aspects of the program. Courses • BUAD 6100 - Accounting for Decision Making • BUAD 6200 - Financial Systems • MKTG 6240 - Sales Force Leadership and Strategy* • BUAD 6300 - Strategic Marketing and Analysis • MKTG 6400 - International Marketing* • BUAD 6400 - Results-Based Management • BUAD 6500 - International Business • BUAD 6600 - Supply Chain Management • HURM 6700 - Human Resource Management* • BUAD 6800 - Information Technology and E-Business • BUAD 6900 - Strategic Management Capstone i The elective courses can change according to UT management Content BUAD 6100 - Accounting for Decision Making: Develops an appreciation for financial statements...
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...Why an MBA The MBA is not an end in itself, but a means to an end. It is a degree designed to give you the ability to develop your career to its fullest potential, at an accelerated pace. What will you get out of an MBA? Aside from a powerful life experience, the MBA degree should supply three main value propositions: Skills, Networks, and Brand. Skills These include the "hard skills" of economics, finance, marketing, operations, management, and accounting, as well as the "soft skills " of leadership, teamwork, ethics, and communication that are so critical for effective management. MBA students acquire these skills inside and outside the classroom. Since MBA programs attract people from very diverse industries and cultures, a program should be able to leverage these differences and translate them into learning opportunities. Networks An MBA degree program offers access to a network of MBA students, alumni, faculty, and business and community leaders. This network can be very useful when beginning a job search, developing a career path, building business relationships in your current career, or pursuing expertise outside your current field. For example, entrepreneurs need access to capital, business partners, vendors, and clients. Arts-related businesses need access to funding and strategic management in order to position themselves to be relevant in the marketplace. Global businesses need access to local business cultures as they expand their enterprises to new territories...
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...QUESTIONS FOR CASE STUDY ASSIGNMENT STRATEGIC EXCELLENCE Licensed for use by the students of the Executive MBA Program, The Icfai University. Not to be reproduced. QUESTIONS FOR CASE STUDY ASSIGNMENT STRATEGIC EXCELLENCE ANSWER THE QUESTIONS FOR ANY TEN CASE STUDIES Questions for 18 case studies are given below. Each case study assignment has 2 questions. Students are required to answer questions for any 10 case studies (20 answers). Students are advised to submit answers for all 10 cases in one go, for results to be adjudged in one instance. 01. McDonald’s in the United Kingdom a. When McDonald’s entered the UK market in 1974, it initially failed to attract British customers and reported losses. However, as of 2009, the UK was one of the most promising markets for McDonald’s. Many factors were responsible for this change in situation. First, identify the subset of factors that could be attributed to the organization’s strategies. Next, tabulate that subset of factors along with the associated strategies for each factor. Finally, classify these strategies into originally intended and subsequently emergent strategies. b. As of 2009, McDonald’s faced many challenges in the UK. In your opinion, what strategies should McDonald’s adopt at the corporate, business, and functional levels to continue its growth trend in the UK? Give reasons for your answer. 02. Emerging Markets Strategy: Nokia Life Tools for Rural Markets a. Business strategy is often compared...
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...COVER LETTER SAMPLES Your Name Your Street Address City, State, Zip Date Employer’s Name Title Company Street Address City, State, Zip Dear Mr. or Ms. Last Name: Your opening paragraph should briefly introduce you and your interest in the company. If you are aware of a specific position or opening, refer to it now. This paragraph should also be used to mention the names of individuals you have met from the company (e.g., at the EIS, company event or other networking event), or the individual who directed you to this person. Cite other research that prompted you to write, such as a recent article on the company or a positive networking interaction. The last line in this paragraph should give a summary statement of who you are and why you are a strong fit for the position. Your middle paragraph (or two) should consist of specific examples from your background that would be of greatest interest to the company and consequently create the “notion of fit.” Do not just make broad generalizations about your skill set – any assertions about your skills have to be backed up with specific examples of how/why you have developed those skills. Focus on your skills and accomplishments and how they could contribute to the company, but do not simply restate what is on your resume. Demonstrate that you know about the organization and the industry. If you are a career changer, it is essential to clearly state your transferable skills from previous experience that directly...
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...everyday life because it plays a vital role in business. When organizations begin the process of creating a strategic plan they often take into consideration the vital role that ethics plays. Social responsibility can be affected in planning because it ensures the needs of the stakeholders in a company are content. In any organization ethic is a vital tool that is utilized to help employees within a organization understand how they should go about conducting themselves in a workplace environment. This should coincide with the values and standards that the organization they are employed with goes by. When strategic plans are created within a organization it should clearly state the expectations that the organization has set forth for employees so they will know how to conduct themselves. With the values set forth that each employee should make certain to make that ethics is a top priority (Pearce & Robinson, 2013). Within a organization values are typically stated in the mission and vision which will clearly explain the expectations and direction that the organization and its stakeholders wish to go in (Pearce & Robinson, 2013). In most organizations you can rely on the mission and/or vision statement to set standards on the principle from which organizations will develop a strategic plan and goals with ethics being the focal point of the decisions being made. A strategic plan is a base line from which a company works from in order create ethical guidelines. All organizations...
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