UNIVERSITY OF GLOUCESTERSHIRE IN ASSOCIATION WITH OPEN LEARNING CENTRE Programme Corporate Management Development Programme (CMDP) Course Diploma in Management Studies Module Managing Change in Organisations Cohort G6 Name Gloria Mutekwa Lecturer Mr. G Mangwiza Mr. S Makeba Word Count 3469 Due Date 18 August 2014 OPEN LEARNING CENTRE AFFIRMATION OF OWN WORK This submission
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05341_02_ch02_p021-044.qxd 9/25/07 10:01 AM Page 21 CHAPTER 2 OPERATIONS, STRATEGY AND OPERATIONS STRATEGY INTRODUCTION An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day,
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05341_02_ch02_p021-044.qxd 9/25/07 10:01 AM Page 21 CHAPTER 2 OPERATIONS, STRATEGY AND OPERATIONS STRATEGY INTRODUCTION An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day
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Design/methodology/approach – The paper analysis is based on historical records, literature and interviews with former Philips top managers. Findings – The paper shows that Philips’ leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role
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Design/methodology/approach – The paper analysis is based on historical records, literature and interviews with former Philips top managers. Findings – The paper shows that Philips’ leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role
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Analysis of the Use of the Blue Ocean Strategy; Case Study Analysis on 14 Different Agencies Zainal Abidin Mohamed, Graduate School of Management/ Faculty of Economics and Management Universiti Putra Malaysia E-mail: zainal@econ.upm.edu.my ABStrAct Fourteen companies who have applied the use of Blue Ocean Strategy (BOS) participated in this study through the case study approach. Basically, the data were focussed on the four action framework of BOS namely eliminate, reduce, raise and create activities
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CHAPTER ONE INTRODUCTION OF THE STUDY This chapter examines the background on the study, the statement of the research problem and the purpose of the study. The research objectives research questions, the significance of the study, and limitation of the scope of the study are also explained. 1.1 Background of study. Hotel industry is all forms of business relating to provision of accommodation in the lodging, food and drinks and various types of other services that are interconnected and form
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| | | | | 5.1. Strategic Management in the P-O-L-C FrameworkLearning Objectives 1. Be able to define strategic management. 2. Understand how strategic management fits in the P-O-L-C framework. 3. Broadly identify the inputs for strategy formulation.What Is Strategic Management?As you already know, the P-O-L-C framework starts with “planning.” You might also know that planning is related to, but not synonymous with, strategic management. Strategic management reflects what a firm is doing
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What is Strategy? The term ‘strategy’ proliferates in discussions of business. Scholars and consultants have provided myriad models and frameworks for analysing strategic choice (Hambrick and Fredrickson, 2001). For us, the key issue that should unite all discussion of strategy is a clear sense of an organization’s objectives and a sense of how it will achieve these objectives. It is also important that the organization has a clear sense of its distinctiveness. For the leading strategy guru, Michael
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2015/2016 Catarina Duarte 153111 Corporate Strategy Good Strategy / Bad Strategy The difference and why it matters by Richard Rumelt Part I The book Good Strategy/Bad Strategy written by the professor of business and society in the school of business and management UCLA - Richard Rumelt - clarifies the difference between good strategies and bad strategies and provides a thorough understanding of how to create and think about good strategies. It daylights a fundamental range of aspects
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