KATZ GRADUATE SCHOOL OF BUSINESS UNIVERSITY OF PITTSBURGH Syllabus STRATEGIC MANAGEMENT (BSPP 2409) Instructor: Dr. John C. Camillus Donald R. Beall Professor of Strategic Management 338 Mervis Hall Phone: 412/648-1599 Fax: 412/383-7226 E-mail: camillus@katz.pitt.edu Administrative Assistant: Ms. Janice M. Trygar 341 Mervis Hall Phone: 412/648-1529 Fax: 412/648-1693 E-mail: jmtrygar@katz.pitt.edu Office Hours: 1) Mondays 11:00 am to 12:00 noon 2) Wednesdays 2:00 pm
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MKTG 600 MID TERM EXAM (100 points total) Answer each of the following questions. Make sure you answer each part of the questions. Be concise. Quality, not quantity counts. (10 points each) 1. Identify six of the major areas of the environment that marketers must consistently monitor. Give an example of an element of each area. Demographic – This refers to studying human populations in terms of size, density, location, age, gender, race and occupation
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Solving reader collision problem in large scale RFID systems : Algorithms, performance evaluation and discussions John Sum, Kevin Ho, Siu-chung Lau Abstract—Assigning neighboring RFID readers with nonoverlapping interrogation time slots is one approach to solve the reader collision problem. In which, Distributed Color Selection (DCS) and Colorwave algorithm have been developed, and simulated annealing (SA) technique have been applied. Some of them (we call them non-progresive algorithms), like
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Standard Operating Procedure Global Demand Generation |Document Identification Number (For this Document) : BIRLASOFT/SOP TPL/SoP Template | |Document Identification Number : BIRLASOFT/SOP<XX>/<SOP Name> | |Activity |Dept/Group |Name |Signature |
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what Goold and Campbell Style you are likely to adopt( justify your selection) b) How do you manage synergies in the portfolio c) How do you ensure companies you acquire fit into your Heartland' in the Goold, Campbell, Alexander Parenting- Fix matrix? Specifically outline how you intend to add value to the acquisition you make. (A) Conglomerates face the challenges involved in managing multiple activities in multiple markets. One such challenge involves determining the best corporate style
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Drive Cone Cavity INTRODUCTION The drive cone cavity is one of the hottest un-cooled components in the engine. Operating around 900k at 10,000 rpm, the material used in making the drive cone is operating at edge of its safe working temperature changes at these high temperatures. A 10 K rise in shaft temperature can reduce the life of the shaft. The temperature must therefore be predicted to within 10 K or better to guarantee accurate stress predictions. It the thermal model cannot guarantee
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Anxiety, Mood/Affective, Dissociative, and Somatoform Matrix By Mary R. Torczon PSY/410 Dr. Jones July 25th, 2011 Anxiety, Mood/Affective, Dissociative, and Somatoform Matrix A disorder is a disruptive condition or combinations of symptoms that an individual experiences that may debilitate to his or her daily lives. Some disorders are more complex than others such as hypochondriasis, and post-traumatic stress disorder. Anxiety, mood, dissociative, and somatoform disorders make the ability
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LOVELY PROFESSIONAL UNIVERSITY INSTRUCTION PLAN (for Lectures) Term: 3rd Course No. COM604 Course Title: STRATEGIC MANAGEMENT L: 4 T: 1 P: 0 Textbook: 1. Hunger J. D. and Wheelen T. L. , Strategic Management & Business Policy, Pearson Education, New Delhi, 8th Ed., 2006 Other Specific Books: 2. Kazmi, A. Business Policy and Strategic Management, Tata McGraw Hill, New Delhi, 2nd Ed. 2007 3. Jauch, R. Lawrence, R. Gupta and W.F.Glueck, Business
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have on behaviour within an organisation and it applies that knowledge to make organisations work more effectively. Organisations are open social systems and have complex structures. Companies use various structures such as- functional, divisional, matrix to achieve the flexibility that they require in terms of goals being met, faster decision making, adjust rapidly to the changing environment and reducing conflicts. There is no one size fits all approach and the structure is decided by various factors
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face an increasingly complex and unpredictable competitive landscape, and one that is filled with new, aggressive competitors. A few years ago, for example, who would have predicted that electronics manufacturer Samsung would offer stiff competition to GE in the appliance and lighting marketplaces? In the years ahead volatility and uncertainty will tyrannize markets, and companies will need leaders who are highly adaptive, continuous learners, able to lead diverse groups across functional disciplines
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