...the development of strategy 2. Examine some of the main concepts that inform our knowledge of strategy and leadership. 3. distinguish between the different approached to strategy The rational approach(有时间顺序)eg. The evolutionary approach The essential purpose of this approach is to assess the organization and its environment, achieve a fit between the two and, on the basis of this analysis, forecast and plan for the future. To maximize profit, organizations should position themselves in the markets to which they are best suited. The example of rational approach is five forces (offers leaders a clear and precise methodology for analyzing an organisation’s industry environment to determine its profitability, and a choice of strategy for optimizing performance in these envirments) This is diagnostic tool. Core assumptions are that the environment and the organization are knowable and definable, and that managers can analyze their industry and match their organization’s strategy accordingly. This model emphasis the role of leaders an d managers in creating and driving strategy and change. The processual approach（无序的，entangled）eg, the systemic approach, fuzzy approach. Strategy is sometimes constructed to make sense of what was happened, as much as it orchestrates what will happen. Distinguish between these tow approaches 1) The processualists, focus more on the competencies of organization in a concern to build the requisite internal skills and resources. The rational approach...
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...Running head: GROUP SOFTWARE DEVELOPMENT Team Programming Environments Information Technology for Teams Course Team Programming Environments Programming teams are achieving advances in deployment of more modular software products through the use of adaptive techniques in software development. Companies implementing large scale enterprise planning and control systems, product data management tools and complex back office systems for global service and support are finding these techniques to be more cost effective, adaptable and lean improving user requests for changing software functionality, processes and improved deployment strategies (Applegate, Austin, & McFarlan, 2002). This paper will compare and contrast three team oriented programming environments including Rational, Unified Modeling and Extreme Programming and will describe the impact of these programming environments on group software development. Literature Review of Software Trends The traditional methods of systems planning and investment decision making in the last century have given pause to leaders who witnessed costs in design, implementation and deployment of software skyrocket, created armies of support teams to operate and manage the software products and forced many firms into bankruptcy. Companies who have successfully implemented enterprise systems are now seeking more adaptive infrastructure deployments, software end-user functional value, and more adaptable...
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... Describe each of the four approaches to strategy making and discuss how their integrated to HRM Classical approach The classical approach is the most prominent of the four approaches to strategy. It is a rational and deliberate approach to strategy formulation with a unitary objective of profit maximization (Whittington, 2001). The classical approach assumes the business environment to be predictable and so designs a rational and logical approach that will enable the organization to achieve its goals and objectives. For the Classical approach, planning can adapt to and anticipate market change. Strategy is a rational process of deliberate calculation and analysis, designed to maximize long-term advantage profit-maximization. This is done by objective decisions at one remove from the business battlefield itself. The classical approach uses rational planning methodology such as PESTLE analysis to craft strategy (Mullins, 2007). Evolutionary approach The evolutionary is an emergent approach to strategy formulation, it relies on the ability of the market to secure a unitary goal of profit maximization. It believes that 'evolution is nature's cost benefit analysis' (Einhorn & Hogath 1988:114 cited in Whittington 2001, p.16) and so it does not matter whatever the strategy the manager puts in place, it is the market that will decide the best. For the Evolutionary approach, markets are too tough and too unpredictable for heavy investments in strategic plans. They expect markets...
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...leadership 1 Leadership definition 1 ethics and leadership 1 leadership and ethics 1 Friedman, 1 neoclassical economy 1 Sociioeconomic view of ethics 1 Stratetgy approaches 1 Appraoches to strategy 1 Rational approach, strategy 1 Ansoff 1 Processual approach 1 Loigcal incrementalism 1 planning vs crafting 1 crafting vs planning 1 Rational approach vs processual 1 evolutionary approach 1 Systemic approach 1 Startegic thinking 1 Strategic thinks vs planning 1 Startegic planning vs thinking 1 thinking vs planning 1 planning vs thinking 1 Fit vs stretch 1 Stretch vs fit 1 Levels of strategy 1 strategy level 1 Corporate strategy 1 Business strategy 1 functional strategy 1 global context of business 1 globalisation drivers 1 Competitive forces 1 technological forces 1 social forces 1 political forces 1 Globalisation challenges 1 Competition 1 distribution 1 macro-economic 1 socio-economic 1 financial 1 legal 1 Physical 1 Political 1 sociocultural 1 labour 1 technological forces 1 Globalisation benefits 1 costs benefits 1 timing benefits 1 learning benefits 1 arbitrage benefits 1 Role of accountant in strategy development 1 accountant role in startegic development 1 Comments 19 art of planning and conducting a war; "strategy is the art of using battles to win wars 19 19 19 insivible hand 19 Adam smith Strategy evolution 19 Strategy evolution 20 20 Operational...
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...MT&O 2 Organization Theory and Design - Richard L. Daft Organization Theory and Design Richard L. Daft LEESTOETS 1 ....................................................................................................................................... 2 PAGE 3 – 31: ORGANIZATIONS AND ORGANIZATION THEORY ............................................................... 2 PAGE 161 – 173: BUREAUCRACY AND AUTHORITY .............................................................................. 3 PAGE 201 – 220: ORGANIZATION STRUCTURE ...................................................................................... 4 PAGE 441 – 461: POWER AND POLITICS ................................................................................................ 4 LEESTOETS 2 ....................................................................................................................................... 6 PAGE 58 – 69: EFFECTIVENESS ............................................................................................................. 6 PAGE 81 – 106: ENVIRONMENT ............................................................................................................ 7 PAGE 119 – 149: TECHNOLOGY ............................................................................................................ 7 PAGE 201 – 233: STRUCTURE (ZIE LEESTOETS 1).................................................................................. 8 PAGE 249 – 258: STRUCTURE ..................
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...A Participatory Approach to Curriculum Development by L. Van Crowder Agricultural Education Officer Extension, Education and Communication Service (SDRE) FAO Research, Extension and Training Division See also "Participatory curriculum development in practice: An experience at the Eastern Caribbean Institute for Agriculture and Forestry in Trinidad and Tobago". Introduction Participants at the 1991 FAO Expert Consultation on agricultural education observed that major new developments in world agriculture, advances in science and technology and changes in population and society require the "integration of academic learning and development tasks". It was recommended that institutional approaches to decision making incorporate "a more participatory approach to the planning process" and that "feedback from the users...in curriculum review and revision offers an effective way of keeping research and teaching relevant and interesting". It seems clear that agricultural education institutions need to foster their relationship to the development process through the integration of academic scholarship with development tasks, including national but especially local development tasks. The implication is that a wide range of stakeholders in local development should participate in the curriculum development process -- that curriculum development can be an important mechanism for integrating teaching and learning with local (and national) development needs and concerns. Curriculum...
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...Japan and the USA as they influence in the practice of creativity. Western logic reflects its Cartesian heritage of a clear, linear path of reasoning or the “scientific method”. The western approach to creativity is innovation through sponteneous originality. The Japanese approach, by contrast, is through the adaptive process. Implementing the innovation for effective production and marketing is their greatest strength. Japanese value the consensual more than differences. Proposes that US-Japanese partnerships would be the merging of opposites, the perfect complement of two diameterically opposite ways of creative thinking. If these partnerships are properly conceived and implemented, a highly efficient combine would result. Article Type: Conceptual Paper Keyword(s): Creativity; Japan; Methods; USA. Journal: International Marketing Review Volume: 13 Number: 2 Year: 1996 pp: 63-71 Copyright © MCB UP Ltd ISSN: 0265-1335 Creativity may be the most important tool in a marketer’s arsenal. Without creativity, the firm becomes predictable. The predictable firm may be at a competitive disadvantage. Creativity goes further than creative managers seeking new solutions to product problems. Creativity can also lead to new and better solutions to business and customer problems. Thus creativity may be the key to market success and improved operating efficiencies. This article concentrates on the business aspects...
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...extraordinary management, rational management, chaos theory Management - from rational management to chaos theory Submitted to Dr. D. Coleman By JJ de Klerk In partial fulfillment of the requirement for the Doctorate in Business Administration Swiss Management University March 3, 2012 1 1. Introduction Developments over the last few decades have led to a new way of thinking in economic and management approaches. The scientific approach to management, which emphasizes the basic management functions of planning, organizing, leadership and control, now seems unable to explain the era of change that characterizes economies and organizations alike. This paper will focus on explaining the rational management model, focusing on ordinary management, and go on to discuss the new approaches such as chaos theory – also called complexity theory - and the need for extraordinary management and innovation. 2. Rational management Management and organization science literature have until recently focused on the objective control of agents and worked on the assumption that interactions can be described in linear terms (Webb, 2005). When difficult decisions have to be made, many managers and strategists rely on the economics view in which profit maximization is the guiding principle. Executives will us the rational model tools described above, and believe that precise solutions should be achieved through precise and calculated means (Washburn, 2011). This approach focuses on collecting...
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...eventually these approaches have expired because of the development that have been made until now, that were not common in Whittington’s days . Now a day we see a new phenomenon known as “game of power” which is the struggle or conflict over power because power means on dominance and...
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...Knowledge Checks: Multiple Choice Questions and Solutions GLOBAL STRATEGY AND LEADERSHIP Version 15b KNOWLEDGE CHECKS: MULTIPLE CHOICE QUESTIONS AND SOLUTIONS | i Contents Questions 1 Module 1 Question 1.1 Question 1.2 Question 1.3 Question 1.4 Question 1.5 Module 2 Question 2.1 Question 2.2 Question 2.3 Question 2.4 Question 2.5 Module 3 Question 3.1 Question 3.2 Question 3.3 Question 3.4 Question 3.5 Module 4 Question 4.1 Question 4.2 Question 4.3 Question 4.4 Question 4.5 Question 4.6 Module 5 Question 5.1 Question 5.2 Question 5.3 Question 5.4 Question 5.5 Module 6 Question 6.1 Question 6.2 Question 6.3 Question 6.4 Question 6.5 Module 7 Question 7.1 Question 7.2 Question 7.3 Question 7.4 Question 7.5 1 1 1 1 1 2 2 2 2 2 3 3 3 3 3 3 4 4 4 4 4 4 5 5 5 6 6 6 6 6 7 7 7 7 7 8 8 8 8 8 9 9 9 R:\Workgroups\CPA-Production\CPA Digitisation\2nd Semester 2015\GSL\GSL-Knowledge-check-MCQ_15b.docx DTP: Mira 1st set 15b 10-07-15 ii | GLOBAL STRATEGY AND LEADERSHIP Solutions 10 Module 1 Question 1.1 Question 1.2 Question 1.3 Question 1.4 Question 1.5 Module 2 Question 2.1 Question 2.2 Question 2.3 Question 2.4 Question 2.5 Module 3 Question 3.1 Question 3.2 Question 3.3 Question 3.4 Question 3.5 Module 4 Question 4.1 Question 4.2 Question 4.3 Question 4.4 Question 4.5 Question 4.6 Module 5 Question 5.1 Question 5.2 Question...
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...article provides an overview of recent developments in historical institutionalism. First, it reviews some distinctions that are commonly drawn between the “historical” and the “rational choice” variants of institutionalism and shows that there are more points of tangency than typically assumed. However, differences remain in how scholars in the two traditions approach empirical problems. The contrast of rational choice’s emphasis on institutions as coordination mechanisms that generate or sustain equilibria versus historical institutionalism’s emphasis on how institutions emerge from and are embedded in concrete temporal processes serves as the foundation for the second half of the essay, which assesses our progress in understanding institutional formation and change. Drawing on insights from recent historical institutional work on “critical junctures” and on “policy feedbacks,” the article proposes a way of thinking about institutional evolution and path dependency that provides an alternative to equilibrium and other approaches that separate the analysis of institutional stability from that of institutional change. INTRODUCTION Institutional analysis has a distinguished pedigree in comparative politics, and the “new” institutionalist literature of the past two decades has both sustained this venerable tradition and deepened our understanding of the role of institutions in political life. At the same time, recent work has given rise to new debates. It is now conventional to...
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...Whittington for exam Question: What is strategy? There is not much agreement about strategy in other textbooks. Rather than taking ‘strategic management’ for granted, this book starts from the basic question ‘what is strategy anyway?’. Four basic conceptions of strategy are introduced which all have different implications for how to go about ‘doing strategy’. Each perspective has its own view of strategy and how it matters for managerial practice. The Classical approach gives the textbook answers. - Classicists broadly see strategy as a rational process of long-term planning, vital to securing the future. - Evolutionists usually regard the future as too volatile and unpredictable to plan for, and warn that the best strategy is to concentrate on maximizing changes of survival today. - Processualists too doubt the value of rational long-term planning, seeing strategy best as an emergent process of learning and adaptation. - Systemic theorists take a relativist position, arguing that the forms and goals of strategy-making depend particularly on social context, and that strategy should therefore be undertaken with sociological sensitivity. These are four starkly different perspectives (p. 119), but it is the Systemic sensibility that helps us finally to choose. For the Systemic strategist, effectiveness depends upon understanding context and playing by local rules. Classical, evolutionary, processual, they can all take place in some conditions. There is no one...
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...the ‘classical’ one of Chandler’s on page 34. What Whittington has done is to place the prevailing approaches to strategy in the early 1960’s USA in the ‘classical’ approach to strategy according to Chandler’ s definition, as well as from contemporaries such as Ansoff and Sloan. This definition and perspective falls into the ‘content’ aspect of strategy, i.e. it states WHAT strategy is. In the Classic perspective, the focus is on a rational, logical approach, which appears to be more appropriate to large, mature and stable industries. This was the context of the USA, when very large American firms dominated the industrial world. The American economy was healthy, robust and growing and expectations in the USA were that people would keep on buying new products, especially cars, to fulfil the ‘American Dream’. Fuel was plentiful and cheap in the USA. The Classical perspective looks more at the rational approach, in which planning plays such an important part. It was prominent during the 1960s in the USA, the research being undertaken into large, successful manufacturing companies, e.g. GM, Du Pont, in which there was a top-down, rational, logical approach to formulating strategy. Implementation was the “responsibility of the operational managers” (Whittington, Reader, p. 34). Thus, the Classical approach does seem more appropriate for mature and stable industries. The industry therefore does seem to have an influence on the...
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...Analysis, Product implementations, system Integration/Migration projects and process improvement projects. Significant hands-on experience in business sectors such as, Finance, Healthcare and Banking. Effective communicator, excellent team player, quick learner and creative problem solver with fine-tuned analytical skills. Education includes: Professional Summary Business Requirements Gathering, Business Process Flow, System Analysis, Business Process Modeling and Business Analysis. Industry experience in Healthcare, Finance, Health Insurance and Banking sector. Expertise experience in writing Business requirements document, System requirements specifications, Functional requirements document, developing Use Cases, creating screen mockups, and preparing Training manuals. Strong knowledge of Software Development Life Cycle (SDLC)- Feasibility Requirements Analysis, Design, Construction, Testing, Implementation, Support) and Rational Unified Process (RUP) and UML methodology Expertise in Waterfall and iterative methodologies such as Rational Unified Process (RUP) methodology, and Agile. Excellent skills in writing Business Requirements Document (BRD), Functional Specification Document (FSD) and Non-Functional Specification Document, System Design Specification (SDS) Performed Gap analysis, SWOT analysis, Risk analysis, and Cost/Benefit analysis. Coordinating various technical and managerial teams at all levels. Tracing requirements throughout the development process...
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...Rational Unified Process (RUP) is a software engineering process which provides a disciplined approach to assigning tasks and responsibilities within a development organisation. The aim of RUP is to guarantee the production of high quality software that meets the end users’ needs, within a time and budget that was set. The Rational Unified Process is a guide for how to use the Unified Modelling Language effectively. The UML allows us to visibly communicate requirement, architectures and designs. The UML was originally created by Rational software but is now run by an organisation called Object Management Group (OMG). RUP is supported by tools that automate large parts of the process. These tools are used to create and maintain a wide range of artefacts, particularly models, of the software engineering process such as programming, testing etc. The tools are essential in supporting with the bookkeeping associated with the change management and configuration management that goes with each iteration. RUP is broken...
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