organizational processes, skills, and business judgment managers must use to design strategies, position their businesses and assets, and define firm boundaries, to maximize long-term profits in the face of uncertainty and competition. Strategic Management (BUAD 497) is an integrative and interdisciplinary course in two important respects: 1. The course assumes a broad view of the environment that includes competitors, buyers/consumers, suppliers, technology, economics, capital markets, and
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S., and D. Muzyka, eds. Mastering Entrepreneurship. Pitman, 2000. * Boston, Thomas, and Catherine Ross. The Inner City. Transaction Publishers, 1997. * Brown, S.L., and K.M. Eisenhardt. Competing on the Edge: Strategy as Structured Chaos. Harvard Business School Press, 1998. * Bygrave, W.D., and A.L. Zacharakis, eds. The Portable MBA in Entrepreneurship. 4th edition. Wiley, 2010. * Cristol, Steven, and Peter Sealey. Simplicity Marketing. Simon and Schuster, 2007. * Drucker, P.
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chains, and how companies implement them to create an environment suitable for innovation and therefore satisfy the customers’ needs. We researched books, databases and journals to get a more complete idea of what a supply chain is, who uses them, and how they are being used. Based on the Case Study of Ahmed and Shepherd’s book, along with the information we researched we reached a conclusion listed below. Our research was somehow limited by the vast amount of different companies across the world
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Performance management A Citibank case study Made by: Bryan Rinders, Marten Moolhuizen, Alrawahi Hemi, Yihai Wang and Yikun Du Prefatory note The report is based on the analysis of a classic management case that about the Citibank and the strategy performance management tool it performed, the balance scorecard. After analyzed the Citibank case, our research group came up the question: What are the main reasons Citibank fails to measure customer satisfaction and what can be done to change
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been as many new major management techniques as there are today: downsizing, outsourcing, total quality management, economic value analysis, benchmarking, reengineering. Each is a powerful tool. But, with the exceptions of outsourcing and reengineering, these tools are designed primarily to do differently what is already being done. They are "how to do" tools. Yet "what to do" is increasingly becoming the central challenge facing managements, especially those of big companies that have enjoyed long-term
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been as many new major management techniques as there are today: downsizing, outsourcing, total quality management, economic value analysis, benchmarking, reengineering. Each is a powerful tool. But, with the exceptions of outsourcing and reengineering, these tools are designed primarily to do differently what is already being done. They are "how to do" tools. Yet "what to do" is increasingly becoming the central challenge facing managements, especially those of big companies that have enjoyed long-term
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To what extent does executive pay influence company performance? There has been widespread controversy in recent years about the amount of compensation CEO’s receive. CEO’s financial compensation packages were largely structured to incentivize risk taking in order to increase shareholder wealth (“Restraints on Executive Pay”, 2009). Yet, the 2008 financial crisis was mostly characterized by declining levels of company performance largely due to the increase of risk afforded to CEO’s by the attractiveness
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The role of human resource management Part contents 1 Introduction to human resource management 2 Human resource planning and resourcing 3 Work and job design 1 41 74 Chapter 1 Introduction to human resource management LEARNING OUTCOMES After studying this chapter, you should be able to: identify the historical developments and their impact on HRM outline the development and functions of HRM understand the differences between HRM and personnel management evaluate ‘hard’ and ‘soft’
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of human resource management Part contents 1 Introduction to human resource management 1 2 Human resource planning and resourcing 41 3 Work and job design 74 Chapter 1 Introduction to human resource management LEARNING OUTCOMES After studying this chapter, you should be able to: identify the historical developments and their impact on HRM outline the development and functions of HRM understand the differences between HRM and personnel management evaluate ‘hard’
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in Spartan Bookstore. 3. Cases (case pack is available for sale at $ 36.71 in Spartan Bookstore in the International Center. a. Tombstones (HBS 5-213-085) b. Arbitrage in the Government Bond Market? [HBS Case 9-293-093] c. The Harvard Management Co. and Inflation-Protected Bonds (HBS Case 201053). #Relation, correlation between d. Cougars (HBS Case 295006). #How banks are making there money, how many moneys they make, is a good deal or not a good deal #Corporate finance course
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