AB3601 STRATEGIC MANAGEMENT Course Outline Semester 1 of the Academic Year 2015-2016 Course Coordinator: Assoc Prof Tsui-Auch Lai Si Course Instructor for Groups 2, 5 and 5: Wan Chew Yoong Office: S3-1C-80 Tel: 67905651 email: acywan@ntu.edu.sg Course Description and Objective The Strategic Management Course focuses on identifying and understanding the sources of superior firm performance. This course introduces theoretical concepts and frameworks useful for analyzing the external and internal
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Nature: Strategic In order to match Vancouver’s pull production system, DCs operate system need to be updated to a pull system as well. Now DCs performance measures are LIFR (Line Item Fill Rate) and OFR (Order Fill Rate). And DCs system did not support manufacturing (assembly of components into a final product). There is no MRP(Material Resource Planning) nor BOM (Bill of Materials) explosion system. 2. DCs inventory imbalance: Timing: Short Term and long Term Nature: Strategic Inventory
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Name: ______________________________ Grade:_____/ 10 (PRINT: Last Name, First Name) Please answer all 10 of the following multiple choice questions by selecting the best answer from other possible “good” answers, by circling the letter next to it. Crossing out a circled response makes that question’s answer wrong. 1) The most basic question(s) in strategy is (are) A) Is strategy important? B) Why do firms succeed or
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Performance deficiency data contained in performance management system 2 Design and Delivery • Critical training design issues – Interference from and difficulty of overcoming prior training, learning, habits – Transfer of newly learned skills back to job • Choice of training environment approximating or simulating actual working conditions – Organizational environment supportive of training and development Computer‐Based Instruction • Benefits • Drawbacks – Self‐paced – Adaptive to different
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behaviour • The conditioning of navigation 3 Strategic FM Challenges • What is the dominant orientation of your organization: enabling or making (facilitating or producing)? • Did your FM make the step from supporting to enabling (from reactive to pro-active)? • Did you make the next step in positioning FM: from facility management to enabling leadership (from marching along the choosen road to marking the shining path) The strategic choices • Facility or make • Example Health care • Take
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realities, and greater appreciation for the complexity and contingency of development. The Program Cycle acknowledges that development is not static and is rarely linear, and therefore stresses the need to assess and reassess through regular monitoring, evaluation, and learning. The Program Cycle encourages planning and project management innovations to reduce the unit cost of delivery and increase the cost-effectiveness and lasting impact of development cooperation. In short, we are not going back to the
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.................................................................... 6 Scoring Model and Evaluation of Candidate Performance ................................................................................... 6 ©CGA-Canada, 2011 1 CGA-Canada PA2 Examination Blueprint 2011/2012 PA2: Strategic Financial Management Examination Blueprint 2010/2011 About the Examination Blueprint The PA2: Strategic Financial Management examination has been constructed using an examination blueprint — a
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customization. Marketing Management, 7(3), 11-17. Smith, G. (1995). Managerial pricing orientation: The process of making pricing decisions. Pricing Strategy & Practice, 3(3), 28-39. COURSE LEARNING OUTCOMES 1. Analyze the key elements of strategic pricing and the role of pricing decisions in marketing strategy. 2. Evaluate the impact assessing value has on pricing strategy and profitability, and the importance of market segmentation. 3. Analyze the application of various pricing strategies
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in the strategic HR planning process 1) Mission, Vision, and Values 2) Environmental Analysis 3) Internal Analysis 4) Formulating Strategy 5) Strategy implementation 6) Evaluation and Assessment Steps required in the Implementation of an Employment Equity Policy or plan in an organization 1) Senior Management Commitment 2) Data Collection and Analysis 3) Employment system Review 4) Establishment of a Work plan 5) Implementation and or Evaluation, Monitoring
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Introduction : Strategy and Strategic Management What is Strategy? Strategy is a plan, some kind of course of action which is deliberately taken, a protocol or set of protocols, to handle a situation. Strategy has a host of definitions in various fields. In management terms it can be a collective, comprehensive and organised plan. “Strategy can be seen as a multi-dimensional concept that embraces all of the critical activities of the firm, providing it with a sense of unity, direction and purpose
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