Systems Thinking: Managing Chaos and Complexity This Page Intentionally Left Blank Systems Thinking: Managing Chaos and Complexity A Platform for Designing Business Architecture SECOND EDITION Jamshid Gharajedaghi AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803
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conducted by colleges and universities that focus on developing a broad range of managerial knowledge and abilities (Mamun & Mohamad, 2009). Business education prepares students to learn the basis of thinking critically, communicating effectively and managing small and large enterprises so that they can serve society in a successful and socially responsible manner (Cavico & Bahandin). Liberation, Privatization and Globalization (LPG) initiated an exponential growth of management education that replaces
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AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission
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AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission
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Project characteristics Projects make up almost half of the work that most organizations do. Organizations use projects to help meet their strategic goals. In terms of strategic goals, projects may help an organization meet changes in market demands, customer requests, or organizational requirements. They may also help an organization make the most of technological advances or meet legal requirements. Select each strategic goal for examples. ------------------------------------------------- Market
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resources and competences capabilities * Values and expectations of stakeholders which affect operational decisions Therefore strategic decisions are likely to be complex in nature, are made in uncertain situations, affect operational decisions, require an integrated approach and do involve considerable change. Levels of strategy 1. Corporate level strategy is concerned with the overall purpose and scope of an organization and how value will be added to the different business units
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forecasted receivables collection pattern in Exhibit 27.4. Using paper and pencil (do NOT use the template), calculate the projected ACP and average daily sales (ADS) under the following conditions: 30% of customers pay on the 10th day 50% of customers pay on the 30th day 20% of customers pay on the 60th day 800,000 units sold per year @ $5 per unit = $4,000,000/360 Remember, since there are no balance sheets or operating statements, you will have to MANUALLY calculate the ACP. Just look at
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and to measure their performance in a new way. Measuring Intellectual Capital is essential and very important in order to compare different companies, to estimate their real value or even to control their improvement year by year. Also to improve the way in which companies manage its intellectual resources that generate value and give back some benefits in consequences maximizing advantages for the company. Authors like Kaplan and Norton (1996), Stewart (1997), and Kerssens (1999) use phrases like
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also have to focus on employee retention in order to maintain their customer base and ultimately deliver quality service and attain a return on investment (ROI). Further, HR practitioners need to reach out to a more diverse and young workforce with a continually changing value system that affects their work ethic. Other challenges include acquiring new technologies, which calls for new skills, and adopting to changing social values such as better quality of life in less time, less loyalty to the company
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and was hiring more than 100 new workers each week to keep pace with the demand for the computers. When Dell found himself working 18-hour days managing the company, he realized that he could not lead it single-handedly. The company’s growth had to be managed, and he knew that he had to recruit and hire strategic managers who had experience in managing different functional areas, such as marketing, finance, and manufacturing. He recruited executives from IBM and Compaq. With their help
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