...for every company in the world. It would be necessary for managers of a company to study and analyze internal and external environment of a business and to make property decisions of business strategy and operation plans. Managers of a brand may require to review the performance of the company business times before, and use the resources existed to design a long term tactical plan which is appropriate. (Boddy, 2011) After the making of long-term strategy, the manager may also require to establish and short term operational plan, which is related to the business strategy. The procedures and process, which determined by the operational strategy, is in service of the future goal of the company. Further, the operational plans could have an influence on the development and expansion of the company. (Operational Planning, 2007) However, the business strategy and operational plans may demand update periodically in order to adapted in the protean business environment, and strategy processes may become valuable assets to keep the data up to date. The process is the operation that collects and analyzes data from both inner and outer of the business. (George and Hill, 2012) Two of the most worthy tools for the strategy process are SWOT and PESTEL analyses. The PESTEL analyze has a trend of data from external environment, and the SWOT analyze is tend to analysis internal elements. (Boddy, 2011) The cases for comparison are Aston Martin and Land Rover. Aston Martin and Land Rover...
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...Independent Study Training Need Analysis of Habib Bank Ltd. Islamabad Region. Conducted By: Ismatullah Butt MS (MS) Student Reg. No. 04-2114 Supervised By: Mr. Imran Qamar Faculty Member SZABIST-Islamabad. Purpose of Study: The changed work environment in banking due to a number of economic, political, technological, legal, cultural and global factors has necessitated assessment of the training needs of HBL employees, especially the branch managers. This is necessary to equip them with the needed competencies to face the challenges of the time successfully. Further, the investments committed to the training function can only be justified if they add value to the performance of the people undergone through the training programs. Likewise the Training Need Analysis (TNA) enables the trainer to design the needed training programs for the relevant employees. Conducting Training Need Analysis (TNA) is a continuous phenomenon as such business managers and trainers need to pay proper attention to keep the organization buoyant for all times to come. Methodology: ▪ A well structured questionnaire was used to collect primary data. The respondents included: ...
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...definition of the strategy by distinguishing ‘operational effectiveness’ from ‘strategy’. To explore the real meaning of strategy, the author defines this term from three different perspectives: strategic position, trade-offs and fit. Main part Understanding of the article Some concepts of this article are based on theoretical foundations. Firstly, operational effectiveness is based on the Five Forces Frame Work (Porter, 2008), as its definition ‘performing similar activities better than rivals perform them’ (Porter, 1996) links with external environment, especially for the competitors. Another concept ‘strategic position’, performing different activities from rivals’ or performing similar activities in different ways (Porter, 1996), is related to RBV (Barney, 1991), because both them emphasize on the distinctiveness and uniqueness. The other two concepts ‘trade-offs’ and ‘fit’ are based on VRIO criteria (Barney, 2007), which is the basis of the company to generate sustained competitive advantage. The V of VOIR, value, is consistent with ‘trade-offs’, as they indicate that company should decide what to do and not to do. The ‘fit’ is line with the ‘I-inimitability’, since both of them stress that interlinkages among corporate activities makes difficult for organization to imitate. Wider context of strategy theory Besides, this article could also be placed into a wider context. Based on Whittington Model (Whittington, 2002), the analysis and interpretations of the author are...
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...Work Culture and SWOT Analysis Work culture is the type of environment people work in, the way they interact with one another, the way they go about their work and practices undertaken in this environment. Some working culture is apparent at first glance while others are more subtle and slow to reveal. This paper will discuss how knowing your ideal work culture can help you in developing strategies and operational plans to achieve organizational goals, which competencies are essential in conducting a SWOT analysis, and how my competencies relate to the essential competencies for conducting a SWOT analysis. Ideal Work Culture in Developing Strategies Knowing my ideal work culture benefits my organization to achieve goals and allows me to achieve personal goals as well. According to University of Phoenix, my work culture results showed me to be leadership intensive, supportive, and well-resourced. I supervise my staff and influence my organization by being supportive and clearly defining jobs, goals and expectations. I am well-resourced, comfortable, and have a well-designed work place to complete high standards of work. As manager, I can determine the way that things are done in my organization and how to lead my employees to develop and achieve those goals because I am aware of the shared values, principles, traditions, and operations that take place in my organization. Once I determine which goals need to be achieved, I can develop a plan to achieve those goals either...
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...sponsored webinar sponsored webinar KRIs best practice Collecting, aggregating and managing Operational Risk & Regulation convened a panel, sponsored by MetricStream, to discuss the benefits of using key risk indicators, as well as how operational risk managers should select the right ones and effectively manage their quantitative and qualitative analysis What makes a good key risk indicator (KRI)? Marcelo Cruz, The Journal of Operational Risk: According to Basel, there are four mandatory inputs for operational risk measurement: internal loss data; external loss data; scenario analysis; and business environment and internal control factors (BEICFs). KRIs fall into this fourth category. A lot has been done in terms of including internal and external data and scenario analysis management in the measurement framework, but not much has been done around the KRIs. I believe this is a big gap in operational risk on both the management and risk management sides. KRIs are metrics that measures how good your control environment is and how stressed it can be. For example, if you work in a heavy processing control environment, the volume of trades or the volume of credit card processing each day should be an important indicator of the quality of your operation, or how many fails you have in processing trades, how many people work in a certain department or how many amendments operation officers need to make in trades to make them OK to settle. These indicators – whether you call...
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...Coordination Walden University 25 November 2012 Abstract As a public organization, the Canadian Forces Military Police exist to deliver services defined by public policy. As an organization designed to deliver public services, this organization operates in an environment that is subject to frequent change due to situational variables defined by government policy and often, fiscal restraints due to reductions in public spending by government. Such change requires planning; therefore, this review will generally discuss the use of defined strategic planning processes within the organizational structure of the Canadian Forces Military Police. More specifically, this review will discuss various processes for defining operational mandates, defining strategic requirements to manage change, developing tactical implementation plans and strategies for implementing and monitoring the implementation of planned systems of change. Implementing Strategic Management Processes to Manage Change within the Canadian Forces Military Police The Canadian Forces Military Police (CFMP) is a component division of the Department of National Defence and is responsible for providing “professional police, security and operational support services” (CFPM) to the Canadian Forces worldwide. As a vital component of government, mandated to defend the nation of Canada, the CFMP contribute to the delivery of a public service as mandated by Canadian Law. As such, the CFMP is a vital public institution...
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...versus a data warehouse optimized for processing and summarizing large amounts of data Data Warehouse is a database which is designed to process for query and analysis rather than for transaction processing, and it is usually contains historical data derived from transaction data, but can include data from other sources while relational database optimized for online transaction which includes insertions, updates and deletion. Basically Data Warehouse is defined as a subject-oriented, non-volatile and time –variant collection of database which support management’s decisions. Data Warehouse is very distinct from online transaction systems. Some of distinctions are given below: * One of main difference, a data warehouse you can do separate analysis workload form transaction workload which makes it very much read-oriented systems. * They deal higher amount of volume in comparisons to online transaction database. * They have a far higher amount of data reading versus writing and updating. This enables far better analytical performance and avoids impacting your transaction systems. * A data warehouse system can be optimized to consolidate data from many sources to achieve a key goal. * it prevents many disputes and enhances decision-making efficiency 2. Differences between database requirements for operational data and for decision support data Operation data is a data that is being used for the day to day operations of a company like it could be tracking the project...
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...12: HOSPITALITY OPERATIONS MANAGEMENT Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand the operational and economic characteristics of hospitality operations Nature of hospitality products and services: product and service areas eg food and beverages, rooms division, conference and banqueting; tangible and intangible elements; perishability; marketing and sales; plant; equipment; supplies and commodities Patterns of demand: patterns eg opening hours, seasonality, time of day/week, sociological influences, healthy eating and drinking patterns, food and fashion trends, accommodation trends, cultural, regional and ethnic influences, pricing and economic factors, elasticity of demand Customer profile: characteristics eg spending power, types of hospitality business, menu/accommodation range, pricing considerations, expectations and requirements, the meal experience Management issues: issues eg integrated planning and resourcing, business and operational plans, staffing, finance, decision-making (gathering information and data, analysing and evaluating data, reaching decisions, forecasting), operating procedures and systems, control systems, technical and procedural standards, service standards, quality systems, team working and team leading, scheduling, training LO2 Understand product development within hospitality environments Stages in product development: stages to include market research, market segmentation, idea evaluation, concept development...
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...forces of effective leadership and innovation", Journal of Business Strategy, Vol. 31 Iss: 1, pp.11 – 22 Matsumoto, S.; Kitano, T.; Hosono, S.,(2008) “External Business Environment Analysis “Journal of Emerald, Vol. 53 Iss: 1, pp 67 – 90 Bernard Marr, (2007) "Strategic Performance Management: Leveraging and Measuring Your Intangible Value Drivers", Strategic Direction, Vol. 24 Iss: 1, pp. External environment analysis Unknown. (2012) External environment analysis. [online] Available at: http://biz.thestar.com.my/news/story.asp?file=/2009/5/15/business/3880524&sec=business [Accessed: 17 Oct 2012]. Internal environment analysis Unknown. (2012) Internal environment analysis. [online] Available at: http://internalenvironmentalanalysis.blogspot.com/2010_09_01_archive.html [Accessed: 16 Oct 2012]. Porter five forces analysis Unknown. (2012) Porter five forces analysis . [online] Available at: http://www.quickmba.com/strategy/porter.shtml [Accessed: 16 Oct 2012]. Swot Analaysis Unknown. (2012) Swot Analaysis. [online] Available at: http://www.mindtools.com/pages/article/newTMC_05.htm [Accessed: 17 Oct 2012] Market plan Unknown. (2012) Market plan. [online] Available at: http://www.entrepreneur.com/article/43018 [Accessed: 12 Oct 2012]. Operational plan Unknown. (2012) Operational plan. [online] Available at: http://www.sloscore.org/operational_plan.html [Accessed: 12 Oct 2012]. Human resource plan Unknown. (2012) Human resource plan. [online] Available...
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...Vision/Scope Customer Name Directions for using template: Read the Guidance (Arial blue font in brackets) to understand the information that should be placed in each section of this template. Then delete the Guidance and replace the placeholder within with your response. There may be additional Guidance in the Appendix of some documents, which should also be deleted once it has been used. Some templates have four levels of headings. They are not indented, but can be differentiated by font type and size: • Heading 1 – Arial Bold 16 font • Heading 2 – Arial Bold Italic 14 font • Heading 3 – Arial Bold 13 font • Heading 3 – Arial Bold Italic 12 font You may elect to indent sections for readability. |Author | | |Author Position | | |Date | | Version: 1.0 ( 2002 Microsoft Corporation. All rights reserved. The information contained in this document represents the current view of Microsoft Corporation on the issues discussed as of the date of publication. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft...
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...they differ from one another Identify the strategy process and describe the purpose of each step Explain the concepts of strategic thinking and analysis Describe the various levels of strategy and the links between them Explain the drivers, challenges and benefits of globalisation Discuss the role of the accountant in the strategy process PRACTICE • • • Have you completed the questions in the Study Guide? Have you completed the Learning Examples in the Student Notes? Have you completed the knowledge check questions from this module? Key revision areas: • The different approaches to strategy: rational, processual, evolutionary, systemic • The levels of corporate strategy and the scope/content of each • The drivers, challenges and benefits of globalisation • Evolution of corporate strategy as a concept – Porter, Mintzberg • Operational effectiveness v. strategic positioning • Developing the strategy – see Focus slide • Ethics in leadership: classical and socioeconomic views Strategy and leadership Approaches to strategy Strategy process • Rational – Ansoff, Chandler, Porter’s five forces • Processual – emergent strategies • Others – evolutionary, systemic • External environment – PESTEL (opportunities; threats) • Internal environment – strategic and operational drivers, people/organisational drivers (strengths; weaknesses) • Evaluating and selecting growth options –...
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...An Analysis of Strategic Formulation and Implementation for Al-Majeed Plastic Industrial Company Talal Abu Ghazaleh School of business Strategic Management Dr. Mamoun Akroush Fall Semester 2013/2014 Team Members: Janet Marji Lara Dahleh Table of Contents Executive Summary 4 Company Overview 5 Levels of strategy 6 Organizations’ values 6 Organization’s vision 7 Organization’s Mission 7 Organizations’ Goals and objectives for the year 2014 7 MACRO Environment Analysis 8 Industry competition analysis-Porter’s five-forces 12 Product Portfolio and Industry life cycle 16 Competitors Analysis 17 Identify strategic group of competitors 17 Competitors’ analysis-one-to-one analysis 17 Organization’s market segments 19 Strategic capabilities analysis: 20 Value chain analysis: primary and support activities. 20 SOWT Analysis Matrix 25 Strategic capabilities, resources and core competencies 27 S/W of each function located on the organizational structure 29 The organization’s critical success factors –CSFs. 30 Strategy at the business level 32 Strategies at the functional level 33 Methods of pursuing a strategy 35 Corporate governance structure 36 Analysis of the organizational culture 37 Organizational structure, type and relationship processes 38 Strategy implementation mechanism-first year implementation plan 40 Performance evaluation criteria and methods 42 Strategy future scenarios 44 Executive Summary This study...
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...Written Analysis and Communication (WAC) Assignment-2 Nitish @ Solutions Unlimited By Roll Number: 14 PGDM (Executive) 2015-16 INTERNATIONAL MANAGEMENT INSTITUTE NEW DELHI July 9, 2015 Executive Summary Solutions Unlimited India, a US based multinational IT consultancy company,has been running in a transitory phase as it has decided to realign itself as a management consultantin the next three years. Similarly there is gap in the company’s hierarchy and key HR positions are vacant, which has created serious effects on the company’s overall working environment. These have deteriorated the interpersonal relations between Nitish, a recently joinedconsultant and Meena, HR officer. In this situation, four options have identified as the possible solutions to the problem. The identified options have been evaluated under the criteria of company’s business and career path of employees of the company. Based on the evaluation of options it has been recommended that the company should redesign the HR policies and operational guidelines immediately and should enforce effectively. Table of Contents 1. Situation Analysis 4 2. Problem Statement 5 3. Options for Solution 5 4. Criteria for Evaluation 5 5. Evaluation of the Options 6 6. Recommendation 7 7. Action Plan 7 8. Contingency Plan 7 Situation Analysis Nitish, a young professional having dual degree of MBA in finance and MTech in computer science, has recently relocated from...
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...evaluate U.S. military campaign planning for Iraq using operational design (as described in Chapter III, Joint Publication 5-0 Joint Operation Planning). Chapter III of JP 5-0 provides the framework for the development of operational plans and orders that convey the ends, ways, means and risk that support the achievement of strategic and operational objectives. The commander’s role is complex. Commanders not only lead the staff, but they must also articulate national leader’s strategic intent to the staff that in turn collaborate through a recursive and ongoing dialogue to solve complex and ill-defined problems (5-0, III-2). This comparative analysis is primarily based on the books Cobra II and The Surge, and will evaluate...
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...Methodology. 3 3. Analysis 4 3.1Managing Risk at HSBC and SWOT Analysis 4 3.2Credit Risk 6 3.3 Market Risk 7 3.3 Operational risk 9 4. Discussion 11 Scenarios 11 5. Conclusions 12 5. Perspectives 12 6. References 13 7. Annex index 24 1. Introduction Starting with the early 90’s the focus on risk management has been increasing leading to a change in the business models adopted by different companies. The recent crisis has revealed that managing risk is not an option but a necessity, and it can be stated that lately the banking business is all about risk. HSBC Group HSBC Holding p.l.c was formed in 1991 and has its origins in The Hong Kong and Shanghai Banking Corporation, back in 1865. The group has its headquarters in London and it has around 8,000 offices in regions like: Europe, Hong Kong, the rest of Asia Pacific, including the Middle East and Africa, North America and South America. The main activities of HSBC are: Personal Financial Services; Commercial Banking; Global Banking and Markets; Private Banking. All group’s activities includes various risks: Credit risk, Market risk, Operational risk, Liquidity risk, Insurance risk, Residual value risk, Pension risk, Reputational risk, and Sustainability risk. Research Question How can a bank measure and manage credit risk and market risk (including interest rate risk, foreign exchange risk and liquidity risk) and operational risk? 2. Methodology ...
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