Course title: Strategic Business presentation skills Course objectives: This course has been designed for individuals who will have significant management, leadership or consulting responsibilities in their career. The Strategic presentation typically include following type of presentations: 1. External Presentations- a. Sales presentations to Clients, Industry forum, Community presentations, Analyst presentation b. Proposals Executive summary preparation and presentation
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PASSION FOR LEARNING CASE & CASE METHOD PGP Orientation 20/6/2015 Prof. Avinash Mulky Slides Courtesy Prof. Ganesh Prabhu Nature of Management Activity Management is the continuing process of organizing human, physical, technical and knowledge elements towards the achievement of a stated mission in line with a vision and a value system and under constrained resource conditions. Managerial Decision Making • Management decisions often involve the projection of consequences
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that backpacking is a homogenous phenomenon and should instead review its diverse manifestations, in terms of differences in age, gender, origins, and particular subcultures. Who is a tourist? Who is a backpacker? These two apparently simple questions have been discussed and debated for years by academics. The tourist is a voluntary, temporary traveller, travelling in the expectation of pleasure from the novelty and change experienced on a relatively long and non-recurrent roundtrip. Tourists
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Course Name : Operations Management Course Code : GSM 5113 Credit : 3 (3+0) Semester/Trimester : Second Trimester 2012/2013 Pre-Requisite : None Course Objectives : The course has several objectives: • Introducing the functional area of operations and demonstrating how operations interface with an organization’s other functional areas. • Highlighting the various issues and problems that traditionally arise in the management of operations
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| Syllabus | | | |Year |2014/2015 | |Semester |VIII Spring | |
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Outline for Case Reports: Please follow this outline for all written case reports. Please note that this follows the discussion below. 1. Situation Analysis 2. Assumptions and Missing Information 3. Problem Definition 4. Development of Alternatives 5. Evaluation of Alternatives and Recommendation to Management 6. Appendix – Used for exhibits such as pro-forma income statements and other detailed analyses. The Case Analysis Framework The case analysis framework
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long-term corporate financial objectives and valuation; 5. Understand some unique features of Chinese capital markets. TEACHING AND LEARNING The course will be a mixture of lectures, case discussions and individual and group practices. Students are expected to do the following. 1. 2. 3. 4. Read the assigned textbook chapters BEFORE the classes. Prepare for cases BEFORE case discussions, and submit case work as required. Do homework. Actively engage in class discussions. METHOD AND WEIGHTING OF
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|[pic] |Syllabus | | |School of Business | | |MGT/216 Version 5 | |
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Solutions Manual - The file contains solutions and questions to all chapters and all questions. All the files are carefully checked and accuracy is ensured. - The file is either in .doc, .pdf, excel, or zipped in the package and can easily be read on PCs and Macs. - Delivery is INSTANT. You can download the files IMMEDIATELY once payment is done. If you have any questions, please feel free to contact us. Our response is the fastest. All questions will always be answered in 6 hours. This is the quality
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THE CRITICAL ROLE OF CHANGE AND CHALLENGE, FOLLOWED BY A DISCUSSION OF HOW PEOPLE LEARN ABOUT ORGANIZATIONAL BEHAVIOR. THE CHAPTER FINISHES BY RELATING THE VARIOUS FEATURES OF THE BOOK TO LEARNING STYLES AND OUTLINING THE PLAN FOR THE BOOK. LEARNING OBJECTIVES AFTER READING THIS CHAPTER, YOU SHOULD BE ABLE TO DO THE FOLLOWING: 1. Define organizational behavior. 2. Identify six interdisciplinary contributions to the study of organizational behavior. 3. Identify the important system
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