...QCF LEVEL 7 EXTENDED DIPLOMA IN STRATEGIC MANAGEMENT & LEADERSHIP STRATEGIC CHANGE MANAGEMENT ASSIGNMENT UNIT: STUDENT NAME : COLLEGE ID : TUTOR : SUBMISSION DATE : WORD COUNT : TABLE OF CONTENTS Introduction …………………………………………………………………………… 03 LO1. Understand the background to organizational strategic change 1.1 Discuss a minimum of three established models of strategic change, highlighting the differences in approach. 1.2 Evaluate the relevance of models of strategic change, and using examples from organizations, Explain why the models for change are appropriate in their selected examples. 1.3 Assess the value of using strategic intervention techniques that are used in organizations. LO2. Understand issues relating to strategic change in an organization 2.1 Examine the need for strategic change in an organization. 2.2 Show an understanding of the forces that are impacting on an organization and driving the need for Change. 2.3 Assess the resource implications of the organization not responding to strategic change. It is Expected that learners will assess the relevant financial, human and physical resources. LO3. Be able to lead stakeholders in developing a strategy for change 3.1 Develop systems to involve stakeholders in the planning of change. The systems need to be Appropriate...
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...and discussed are strategic planning, organization, finance, project management, a project team, and project resource allocation and are presented in the information below with recommended resolutions. Week 1 Issues Issue #1 The first issue identified by Strategy One is in the area of strategic planning. CanGo has been a successful company to date by being a trail blazer and leader in the online retail resource vertical. In order for CanGo to continue its success, remain a leader and expand its offerings, strategic planning must be implemented in the management of the company. “The strategic management process is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. These elements are steps that are performed, in order, when developing a new strategic management plan. Existing businesses that have already developed a strategic management plan will revisit these steps as the need arises, in order to make necessary changes and improvements.” (Bushman, 2007) There is an admitted lack of planning in the current organization. By documenting the trending in what has been successful; CanGo will be able to remain an industry leader as long as this planning is a priority in deciding the future vision of CanGo. Issue #2 The second issue identified by Strategy One is in the area of organizational planning and goals. CanGo’s management and employees have already expressed plans and ideas that will keep them...
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...Week 2 Analysis Report BUSN460 Senior Project Professor: Raouf Ghattas January 20, 2013 Issue 1: CanGo is in need of a formal business plan. A formal business plan includes a mission and vision statement to help define the business and where the company would like to go in the future. As the owner/operator of CanGo, Elizabeth never developed a formal business plan for the business from the beginning and therefore had no documented blueprint for the business to speak of. Perfect starting issue! Recommendation: A business plan is a written document that demonstrates persuasively that enough products or services can be sold at a profit for your firm to become a viable business. The three primary reasons for writing business plans are (1) to aid you in determining the feasibility of your business idea, (2) to attract capital for starting up, and (3) to provide direction for your business after it is in operation. CanGo needs a written that will help find omissions and flaws in their ideas by allowing other people to critically review and analyze the plan. A business plan tells you what your business objectives are; when, where, why, and how your business will accomplish its objectives; and who will be involved in running the business. This planning process will help define CanGo’s short term goals and help determine the actions that need to be taken to accomplish them and then gather and commit the necessary resources (Hatten, 2008). The mission statement needs...
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...1. How long has Innovation been part of your organization’s management agenda? Less than 3 months 3 to 6 months 6 to 12 months One to two years Two to five years More than five years Is not currently on management’s agenda Don’t know * 2. Please elaborate on your answers (Optional) * 3. Which of the following are drivers for your organization to seek innovation? | Primary driver | Secondary driver | Not a driver | Don't know | Insufficient growth | Insufficient growth Primary driver | Insufficient growth Secondary driver | Insufficient growth Not a driver | Insufficient growth Don't know | Price pressures | Price pressures Primary driver | Price pressures Secondary driver | Price pressures Not a driver | Price pressures Don't know | Increased competition | Increased competition Primary driver | Increased competition Secondary driver | Increased competition Not a driver | Increased competition Don't know | Changing customer needs | Changing customer needs Primary driver | Changing customer needs Secondary driver | Changing customer needs Not a driver | Changing customer needs Don't know | Changing technology landscape | Changing technology landscape Primary driver | Changing technology landscape Secondary driver | Changing technology landscape Not a driver | Changing technology landscape Don't know | Need to develop new markets / segments | Need to develop new markets / segments Primary driver | Need to develop...
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...1 SCHULICH SCHOOL OF BUSINESS YORK UNIVERSITY SGMT 6000 3.0 STRATEGIC MANAGEMENT Wednesday 2:30-5:30 pm (A) - Room N108 Tuesday 08:30-11:30 pm (B) - Room W136 Fall Term, 2011 Professor: Moshe Farjoun Email: mfarjoun@schulich.yorku.ca Room: N311 SSB Office Hours: By appointment Secretary: JoAnne Stein Office: N305B SSB Telephone: 416-736-5087 Brief Description This course examines business and corporate strategy. The focus is on strategic management, the process of choosing and defining purposes and objectives, formulating and implementing a viable strategy and monitoring strategic performance. It deals with the organization in its totality and demonstrates how and why the various functions of business are interdependent and need to be coordinated if the organization is to perform effectively. The course elaborates on the applicability of the strategic management discipline to a variety of sizes and types of organizations. Prerequisites Students are required to complete all 5000-series Required Foundations of Management Core Courses before enrolling in this course. Extended Description and Objectives One of the classic definitions of strategy is as follows: “A strategy is the pattern or plan that integrates an organization’s major goals, policies and action sequences into a cohesive whole. Well-formulated strategies help marshal and allocate an organization’s resources into a unique and viable posture based upon its relative internal competencies and shortcomings, anticipated...
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...| Management Effectiveness Using Technology Resources | Phase 1 - Task 1 | Task Type: | Discussion Board | Deliverable Length: | See assignment details | | | | | Primary Discussion Response is due by WednesdayYou have been called in by your boss. The company is considering buying another smaller firm; however, some business analysis is needed for your company management to make its final decision about purchasing. Your boss has asked you to look at the firm that he or she is considering to buy in terms of competitive advantage. You have been asked to explain to senior management how you would provide this information. You have been tasked with using Porter's five forces to make this determination. Discuss and defend to your management how utilizing Porter's five forces to analyze any organization or industry would provide an understanding of competitive advantage. | | Phase 1 - Task 2 | Task Type: | Individual Project | Deliverable Length: | See assignment details | The company that you are working for is considering buying another smaller firm. However, there is some business analysis needed for your company to make its final decision about purchasing. Throughout this course, you will be working on creating the Business Strategy and Management Plan.Keep in mind that the final Business Strategy and Management Plan template should contain the following elements: * Title page * Course number and name * Project name * Your name ...
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...manager knowledge management: lesson learned sumber pembentukan knolwledge dalam suatu learning organization. project origin · how to develop project from initial vaue ideas into something more concrete · Criteria for project adoption: a peak in business activities with defined beginning and end points requiring a multi-disciplinary team o carry out · Recognizing, initializing and developing a project idea are very essential skills for PM · Project idea is grounded in needs of your business, organization's strength, become solution to your business challenge Creativity Factor · It takes creativity to turn initial idea into something coherent · Use appropriate tools to turn a bright idea into well defined outline of your project · visual planning: mind map diagram represent ideas and tasks, use it in brainstorming itial proj ideas, identify a starting idea or goal, identify individual task · non-visual plannin: in words ad sounds, structure your communi accordingly · allowing all ideas during planning: meeting, 3 type of people dreamer, critic, realist · use appropriate tools to stimulate creatvity Strategic Outline Case (SOC) · Document key points of your project · Documentations are needed to et approvals to proceed · Designed to give stakeholders and idea of what is in stor · Project brief, scope document or SOC · SOC also servs as : infomation: inform your colleagues of what is comingup; approval; give expenditure information of the project; reassurance ...
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...NOMBRE: STRATEGIC PRODUCT CREATION PROFESSORS / PROFESORES: T. Laseter TERM / TRIMESTRE: Second Term New products offer the lifeblood of any dynamic business organization. Given the increasing use of cross-functional teams in corporate product creation, you may have the opportunity to be a part of this critical process regardless of your planned functional focus. This course will draw upon the recently published book “Strategic Product Creation” (McGraw-Hill, December 2006) coauthored by the course professor. The book takes an executive view of managing corporate product development drawing upon the experiences of global organizations such as Disney Imagineering, Procter & Gamble, Mars Incorporated, Whirlpool Corporation, United Technologies, and IBM. The course will be largely case-based covering a range of industries from software development (Activision) to automotive (GM) but also include some hands on exercises and a group simulation. This course offers a general management view of product creation by exploring frameworks and case examples from a wide range of industries. It should serve students well who seek a career in a corporate environment or as a consultant serving large corporations. Broadly, the course will examine the key processes in corporate product creation including: Product Creation Leadership Product Idea Generation Technology Capabilities Product Creation Process Design The Competitive Product Portfolio People and Project Management...
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...Project Course Exercise If businesses/organizations are to succeed, it is imperative that there be definitive and attainable objectives and results. The organization will define objectives by looking at the marketplace in which the organization is competing, the core competencies of the organization, recognizing how these can be applied to the goal of success, and then applying the organization's skills and competencies to accomplish the successes. This also means that the organization needs to identify areas it will not pursue – those that are not directly related to the core elements and competencies of the organization. As an example, if a company were focused on developing and manufacturing sporting equipment, it would need to determine if this includes all sporting equipment or a selection of products. Further, the company would need to determine what would be the various levels of support it would provide to its customers. For example, would the company take its equipment directly to the consumers for demonstrations and lessons on how to gain the optimal results with the equipment? All of these types of decisions would be the result of the organization developing a strategy for how it will conduct its business. All of this translates into Strategic Management with the intended result of gaining a competitive advantage in a business niche. Very simply, developing a Strategic Management Plan means having defined what is the best set of results the organization can attain...
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... technology and operations management Here is a list of electives that were offered to the MBA Classes of 2012. This list is not comprehensive and is likely to change annually to reflect changes in the economic and business environment. If you are interested to find out whether a particular elective is being offered for your class, you can email us at mba.info@insead.edu. Also, notably 90% of the electives will be offered across both campuses, but there are some courses that will be tied to a specific campus due to the availability of the professor or the link to the specific region. All students will be given a full list of electives offered for their class in Period 1 so that they can take this information into account when planning for their campus exchange. accounting and control applied corporate reporting To be successful in any career involving financial analysis, you need a deep and broad knowledge of financial reporting standards and their application in practice. Building on the concepts covered in core courses, this elective gives students an understanding of the rationale and principles behind financial reporting. It also provides a clear sense of the main players (managers, directors, employees, investors, lenders, legislators) – and the main tensions between them. Ultimately, it shows students how to get their own financial reporting just right – and gives them an edge in reading other people`s. strategic cost management Most companies have business...
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...REMINDER: 1. Submit timesheet to team leader by Saturday mid afternoon...if yet anyone is assigned (PLEASE) e-mail them to me, or better yet put it in these threads!! 2. Submit a second copy of your own time sheet to your dropbox 3. Submit the final contract (which I feel we can get done by today evening) to your own dropbox!!! 4. Review the summary/status report that is created by the leader for the week. I suggest that it be completed by early Sunday at the latest and then also make a copy of it to these threads for everyone else to see. Team A Team B Team C Team D . Hi Team, Here is the conference call number and pin # schedule for: Time: 9:00pm EST or 6:00pm PST Date: Thursday, September 6th Dial in Conf. #: 1-866-206-0240 Participant pin#: 969444 Remember to also log into Team A Chat simultaneously. Priority order Strategic management to do mission which thry lack Human resource issues Customer service Online gaming asrs Meeting minutes: Mayhew and I had a 25 minute telecom in which we discussed the major points of the team contract. This is a tentative list of what we thought to be good ideas. Keep in mind that these are open to amendment if anyone has any good ideas. Q: How work will be divided? A: Equally based on content Q: How decisions will be made? A: By consensus, but with the leader making the final call. Q: How disputes will be resolved? A: In a diplomatic fashion...
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...MASTERS IN ARTS-PROJECT PLANNING AND MANAGEMENT PROJECT MANAGEMENT Course Code: LDP 604 Course Name: Project Design, Planning and Implementation Duration: October 2013-February 2014 Assignment: Group Presentation Topic: Strategic Issues in Project Management Date: 30th October, 2013 Group Members: 1. Winnie Munene 2. Philip Abong’o 3. Bernard Tarus 4. Noel Amoit 5. Brian Kenya 6. Sam Kiarie 7. Peter Kabutu Lecturer: Mr A. Bwibo Definition A strategy is a method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem. It can also be defined as the art and science of planning and marshalling resources for their most efficient and effective use. An issue is something that has happened and either threatens or enhances the success of a project. Issue management is the process of recording and handling any event or problem. Some of the issues can be dealt with within the project; however strategic issues may require a change in order to keep the project viable. Therefore, the following are diverse definitions of strategic issues in project management:- A strategic issue in a project is a condition of pressure, either internal or external that will have a significant effect on one or more factors of the project such as its financing ,design, engineering, construction and operation.(MBA knowledge base). Cleland D. (1989) identifies strategic issues as...
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...ahead. Risk management principles can be applied by the project managers to eliminate risks to a larger extent. Strategic objectives and goals Strategic goals are the blueprint of the task undertaken by a company. For instance, a software company aims to prepare software and related programing codes, whereas an infrastructure company has a target of constructing dams, bridges and other construction works. A project management team helps the company in achieving the strategic goals, as it streamlines the task of a company in taking many important decisions. Strategic planning and strategic thinking are vital management tools for a project management team. Once the task is allotted, the project team is responsible for the goal to be finished in the dedicated time. Innovation is an area in which the project team can invest more and come out with new ideas that can increase the profit margin and also reputation of the firm. Human resource, financial planning, corporate social responsibility and physical resources are other facets of strategic goals. Crisis Management Crisis in a project can occur because of several reasons like recession, labor strikes, paucity of funds and natural calamities, to just name a few. In such a situation, it is essential for project managers to display maturity and profound administrative and managerial skills to handle the situation. Sometimes, abandoned project and tasks are completed successfully, under the able guidance of project managers...
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...Chamber of Commerce meeting to discuss her strategic management process that contributed to the success of CanGo, she realized that the strategic planning process of her company was haphazard and emergent. Its success has more to do with “luck” rather than deliberate strategies and planning. CanGo’s management would have to make a decision about how to institute a strategic management process in the implementation of a successful online gaming system to their business, so they can develop a competitive advantage. As an external consultant hired by CanGo, our job is to advise the management team as to the appropriate courses of action needed to address various challenges facing the firm. We will observe CanGo’s personnel, their interactions in various group settings, and other business functions. Based on these observations, we will address CanGo's notable challenges; develop our recommendations for its resolution and improvements that are focused on improving the business processes, operations, and profits of CanGo. Based on our observation from week 1 and 2, below are the 6 issues that our team determined that CanGo is facing, followed by our recommendations. 1. The first observed issue: The current strategic planning process of CanGo is risky and emergent. Recommendations: It is recommended that Liz follow the strategic planning process in order to develop a more strategic management process. The strategic planning process consists of four elements...
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...can influence the entire life cycle of a given product. It also serves to influence important business decisions. The continued growth and success of BMW can be defined by the way in which they focus on culture as a company. According to the article, Innovation: A Strategic HR Imperative, “For example, BMW’s continued success is its strategic focus on developing customer-friendly innovations, coupled with an approach to innovation management that is unique within the automotive industry” (Stanleigh, 2012). BMW sets themselves apart because they prescribe to the philosophy of a company knowing what it stands for, and capitalizing on its strengths; by doing so it can more easily develop and implement a clear strategy. While some companies put their primary focus on manufacturing, BMW also incorporates innovation throughout every department within the organization, including sales and marketing, human resources, and product development. They do not rely on past performance to carry them into the future. They know their success depend on future development, which is why they look to their employees for ideas on for improvement with an open door policy to employees of all positions. Lastly, BMW's management structure is flat,...
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