MAHATMA GANDHI UNIVERSITY KOTTAYAM REGULATION 1. COURSE OBJECTIVES The MG University MBA program is designed with the following objectives: 1. To develop young men and women in to professional managers to manage all sectors of the organized economic activity. 2. To equip the youngsters with conceptual and interpersonal skills and social purpose for managerial decision-making and its execution in real situations. 3. To develop and encourage the entrepreneurial capabilities of young generation to make
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in future, and how SIA is responding to some of these issues. The research in this project is mainly qualitative. It is based on interviews with key people within the airline industry, government officials, industry analysts and stakeholders. The analysis is also based on a review of the airline industry literature as well as the personal reflections of the authors in drawing together some key issues and insights that may help formulate, inform and prepare SIA’s strategy for moving forward into the
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Wal-Mart is the number one retailer in the United States. Geographical growth opportunities are shrinking within the boundaries of the United States.The company needs to evaluate multiple options to determine the best strategy to deploy. The challenge is “keeping the world’s biggest retailer on its phenomenal roll and delivering the huge sales and earnings increases that investors had come to expect from Wal-Mart over the years” (Camerius& Hunger, p. 19-30, 2006). The company’s current strategic
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An adaptive strategic leader—someone who is both resolute and flexible, persistent in the face of setbacks but also able to react strategi- Copyright © 2012 Harvard Business School Publishing Corporation. All rights reserved. cally to environmental shifts—has learned to apply all six at once. Do you have the right networks to help you see opportunities before competitors do? Are you comfortable challenging your own and others’ assumptions? Can you get a diverse group to buy in to a
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The black hole of South-East Asia: strategic decision making in an informational void George T. Haley Senior Lecturer, Faculty of Business, Queensland University of Technology, Brisbane, Australia Chin-Tiong Tan Associate Professor, Faculty of Business Administration, National University of Singapore, Singapore Proposes that most managers and researchers acknowledge that emerging and newly industrialized markets do not have the same quantity of secondary data as the longindustrialized economies
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Entrants Substitutes and Complements Suppliers Customers Environmental Analysis Environmental Scanning Scenario Development Forecasting Benchmarking Responding to the Environment Adapting to the Environment: Changing Yourself Influencing Your Environment Changing the Environment You Are In Choosing a Response Approach Culture and the Internal Environment of Organizations Diagnosing Culture Managing Culture LO 1 Describe how environmental forces influence organizations and how organizations can
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evaluation Case Study: The University of Exeter Self-assessment questions Feedback on self-assessment questions Summary 20 21 Strategic risk management 43 Introduction 3.1 Why strategic risk management is necessary in today’s climate Case Study: Research In Motion 3.2 Assessing and evaluating different types of risk facing the organisation 3.3 Evaluating risk management processes 3.4 Evaluating the role of organisational culture in
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MODULE ONE THEORY AND CONCEPT OF ENTREPRENEURSHIP STUDIES Learning Objectives At the end of this module students should be able to; Discuss the origin of Entrepreneurship Define the concept “Entrepreneur” List the roles and characteristics of an Entrepreneur State the motivational factors of Entrepreneurship. UNIT ONE: ORIGIN AND CONCEPTS OF ENTREPRENEUR AND ENTREPRENEURSHIP Objectives: At the end of this unit students should be able to; Compare and contrast
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10 | 3.2.1-3.2.7 | Different Markets Entry Modes | 11-16 | 3.3 | Non-Equity Strategic Alliance | 16-17 | 3.3.1 | Licensing | 17-18 | 3.3.2 | Franchising | 18-21 | Chapter-4 | Findings and Analysis | | 4.1 | Findings | 22 | 4.2 | Analysis | 22
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ADVANTAGE, INCLUDING: • The core drivers of the information age • Data, information, business intelligence, knowledge • Systems thinking • Competitive advantages • Porter’s Five Forces model • Porter’s three generic strategies • Value chain analysis Many of these concepts and strategies will be new to your students. Be sure to explain to your students that this chapter offers an introduction to these concepts and they will gain a solid understanding of the details of these concepts as they
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