CARIBBEAN EXAMINATIONS COUNCIL Caribbean Advanced Proficiency Examination® CAPE® MANAGEMENT OF BUSINESS SYLLABUS Effective for examinations from May-June 2013 CXC A27/U2/13 Published by the Caribbean Examinations Council 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, photocopying, recording or otherwise without prior permission of the author or publisher. Correspondence related
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Judgement / Intution Skill / Experience External Environment Decision Intelligence Design Choice Decision Making MIS Monitoring / Feedback Decision Implementation Performance Why MIS? It’s Role Increased Business & Management Complexities Increased Business Complexities Technological Revolution Research & Development Explosion of Information Increased Management Complexities Management Science Technologies Decision-making Onset of Computers Functional Uses
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........... 6 II.4. Electronic Data Interchange (E.D.I.) ...................................................................................................................... 7 III. KNOWLEDGE MANAGEMENT (KM) ................................................................................................ 8 III.1. Definition of knowledge
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IN ETHIOPIA Part 3 Vision and Strategic Framework May 2009 Jan Woltjer Consultant on payments and securities settlement Leila Elmasry and Vladislav Babin (IT-consultants) Version 6 05-25-09 i CONTENTS 1 Introduction 1 2 Mission Statement and Vision 3 3 Guiding Principles 5 4 Main Strategies 9 4.1 Risk reduction 9 4.2 Enlargement of access to banking and payment services 14 4.3 Enlargement of electronic networks of individual banks and interoperability 17 5 Business Process Modeling
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investment | Fair trade | Devaluation | Comparative advantage | Free trade | Importing | Joint venture | Licensing | Protectionism | Multinational corporation | Dumping | Embargo | Economies of scale | Embargo | Quota | Stereotyping | Strategic alliance | Tariff | Trade deficit | Trade surplus | Trading blocs | | | Case Study Whirlpool Summary Nations trade to obtain raw materials and goods that are either unavailable in their own country or too expensive to produce. Trade increases
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Planning and Development University of Southern California PPD 515: Strategic Management of Healthcare Organizations Intensive Semester |Session I: June 5 through 8, 2008 |Time: 8:30 AM to 4:30 PM | |Session II: June 23 and 24, 2008 | | |Session III: July 14 and 15, 2008 |
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DMA 501 MARKETING MANAGEMENT BY DR JUSTUS M MUNYOKI SCHOOL OF BUSINESS UNIVERSITY OF NAIROBI 2010 INTRODUCTION THE CORE CONCEPTS OF MARKETING. Marketing is a social and Managerial process by which individuals and groups obtain what they need and want through creating, offering and exchanging products of value with others. Then the core concepts of marketing are - Needs , wants and demands - Products - Value, cost and satisfaction - Exchange and translations
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self-contained divisions. Their overriding strategic concern is for the health of the total organization under their direction. * Functional managers are responsible for a particular business function or operation. Although they lack general management responsibilities, they play a very important strategic role. * Formal strategic planning models stress that an organization’s strategy is the outcome of a rational planning process. * The major components of the strategic management process are defining
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Singapore | Washington DC Detailed Contents About the Authors Preface xxiv xxv PART I. 21ST-CENTURY HUMAN RESOURCE MANAGEMENT STRATEGIC PLANNING AND LEGAL ISSUES 1 Chapter 1 The New Human Resource Management Process 2 SHRM 3 Why Study Human Resource Management? 4 HRM Past and Present 6 Past View of HRM 6 Present View of HRM 6 21st-century HRIi 8 HRM Challenges 8 The HRM Strategic View 9/ Technology and Knowledge 10 Labor Demographics 11 Productivity and Competitiveness
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FA L L 2 0 0 6 V O L . 4 8 N O. 1 Christopher G. Worley and Edward E. Lawler III Designing Organizations That Are Built to Change Please note that gray areas reflect artwork that has been intentionally removed. The substantive content of the article appears as originally published. REPRINT NUMBER 48107 IN CONTEXT Designing Organizations That Are Built to Change As the pace of globalization and social change quickens, executives are correctly calling for greater agilit y, flexibilit
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