SYLLABUS STR/581 SYLLABUS SCHOOL OF BUSINESS STR/581 STRATEGIC PLANNING & IMPLEMENTATION MAIN CHARLOTTE CAMPUS 04/01/2013 TO 05/06/2013 Copyright © 2011, 2010, 2009, 2008 by University of Phoenix. All rights reserved. COURSE DESCRIPTION THIS CAPSTONE COURSE INTEGRATES CONCEPTS FROM ALL PRIOR COURSES IN THE PROGRAM. STUDENTS APPLY THE CONCEPTS OF STRATEGIC PLANNING AND IMPLEMENTATION TO CREATE SUSTAINABLE, COMPETITIVE ADVANTAGE FOR AN ORGANIZATION. OTHER TOPICS INCLUDE ENVIRONMENTAL SCANNING
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sense of certainty * Detachment of planners How to make a plan that works: 1. Setting goals a. S.M.A.R.T • Specific • Measurable • Attainable • Realistic • Timely 2. Developing Commitment to Goals • Goal commitment – the determination to achieve a goal • Set goals collectively • Make the goal public • Obtain top management’s support 3. Developing Effective Action Plans an action plan lists… • Specific steps (how) • People (who) • Resources (what) •
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Employee Portfolio: Management Plan In this summary I will discuss how the series of self-assessments results employees had taken to aid myself in how to manage the employee’s better. With the assessments I have received back from the employee’s, I need to create an Employee Portfolio for each of the employees to help guide in developing ways to best manage them. How might these three employees characteristics affect the performance of the organization and are there
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within the organisation • Review the prevailing leadership styles in the organisation Leadership styles vary according to organisational structure, people, environment, and task. Leaders promote loyalty among subordinates by keeping an open mind, being self-aware, and being inquisitive .Awareness is important in working effectively with diverse groups and individuals, regardless of personal bias. Anger and frustration indicate a closed mind. The effective leader asks questions with a genuine
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being). • Most managers are periodically involved to some extend in each of the major human resource functions. At one time or another, most of managers are involved in some aspect of employee recruiting, selecting, training, developing, compensation, team building, and evaluation. In small organizations, most human resource functions are performed by the owner or by operating managers. • Three types of assistance provided by a Human Resource Department 1 Examples of types of assistance
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Riordan Problem Solution Running head: PROBLEM SOLUTION: RIORDAN MANUFACTURING Problem Solution: Riordan Manufacturing University of Phoenix Problem Solution: Riordan Manufacturing The objective of this paper is to exhibit an organized approach using the 9-step Problem-Solving Approach to provide Riordan Manufacturing with legitimate solutions to challenges presented. In addition, the paper identifies opportunities and issues, defines the problem, and develops a set of alternative solutions
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1.0 Introduction When the discovery of sweatshop practices and human rights exploitation surfaced in the 1990s, Nike was forced to review and change its operations in order to please the expanding group of conscientious customers who are concerned with the conditions under which the products are manufactured (Suehle, 2011). The pressure for change resulted in Nike’s decision to integrate corporate and social responsibility (CSR) into its business operations. Since then, Nike has acknowledged the
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Abstract New product development is indeed very important for companies. However, developing new products is a risky and uncertain process. In order to reduce the risks and uncertainties, companies need to evaluate their new product initiatives carefully and make accurate decisions. Although the outcome of a new product evaluation decision can be influenced by the environmental uncertainties that are beyond a companyÕs control, companies can successfully improve the accuracy of their new product evaluation
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model of appreciative inquiry and explain how this approach differs from action research. 7. Explain how parallel learning structures assist the change process. 8. Discuss three ethical issues in organizational change. 444 Part Four Organizational Processes Umpqua Bank’s transformation from a sleepy community bank to a regional leader illustrates many of the strategies and practices necessary to successfully change organizations. It reveals how CEO Ray Davis created an urgency to change
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need: 2 1.2. The project team: 5 1.3. The Project Budget: 7 1.4. Risk Management 8 2. The Project Planning: 12 2.1. The Work Breakdown Structure: 12 2.2. The precedence for each activity on the Work Breakdown Structure: 14 2.3. The resources needed to complete the activities each day: 15 2.4. The Activity on Node Network Diagram: 15 2.5. The critical path: 15 References: 17 1. Project Initiation Document: We are a Project Management company, with twenty employees and four
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