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 project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix
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SBU’s and measure market share and growth * Focus on classifying current businesses but provide little advice for future planning * Marketing plan: deciding on marketing strategies that will help the company attain its overall strategic objectives * Marketing strategy: consists of specific strategies for target markets, positioning, the marketing mix and marketing expenditure levels – how a company intends to create value for target customer to capture value in return * Detailed
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skills are also necessary to interact effectively with fellow classmates and faculty. Although completion of a Master’s program opens doors to many professional career opportunities, it does not come without challenges. One also must have several strategies in place for dealing with these challenges when they arise. With determination and hard work, overcoming these barriers will lead to success. Personal and Professional Goals Pursuing graduate studies can be a very personal decision. More individuals
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marketing plans for initiatives such as building public awareness of proper nutrition and stimulating area tourism. The Purpose and Content of a Marketing Plan Unlike a business plan, which offers a broad overview of the entire organizations mission, objectives, strategy, and resource allocation, a marketing plan has a more limited scope, it serves to document how the organization’s strategic objectives will be achieved through specific marketing strategies and tactics, with the customer as the
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RELATIONSHIPS BETWEEN HUMAN RESOURCE MANAGEMENT PRACTICES, BUSINESS STRATEGY FIT AND FIRM PERFORMANCE Oya Erdil & Ay e Günsel Gebze Institute of Technology, Turkey ABSTRACT While there has been growing interest concerning the relationship between human resource (HR) practices, firm strategy and firm performance, limited research attention has been paid providing empirical evidence in support of them. This study investigates the relationships between HR practices, human resources management (HRM)
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resourced together with succession planning for these; ensuring informed buying and other capabilities to manage external supply and leverage business value from supplier performance are built; and ensuring that operational lynch-pin tasks such as relationship building (to business units) and contract
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Core Professional Areas: Insight, Strategy and Solutions- Develops Actionable insights and solutions , prioritized and tailored around a deep understand of business, contextual and organizational understanding. Leading HR- Provides active , insight –led leadership : owning , shaping and driving themselves , others and activity in the organization. Although not everyone will have a role where they lead others , it is still important that they develop and grow with other two dimension. Professional
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Allentown Materials Corporation: The Electronic Products Division A) Main organizational causes of EDP’s performance problems 1) Analyze the main changes occurred in EDP’s environment and explain how they impacted EDP’s strategic priorities. Allentown Materials Corp is a company with more tan a century with a steady growth and high reputation in the market by the end of the 80’s. A great deal of its success is based on a strong technological capability in the invention and manufacture
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of employees through training is very costly. It also increases absenteeism allowing production to reduce momentarily, despite this disadvantage training employees helps them to feel confident in what their job entails, allowing them to be more effective and efficient both to the external and internal customers. Training is an investment that all organizations should provide, most organizations have their own culture, routines and policies, no two organizations are alike and it can be difficult for
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2. STRATEGIC MANAGEMENT OF SEAPRODEX 5 III. ACTIVITIES AND ENVIRONMENT 7 1. THE MAIN ACTIVITIES 7 2. APPROPRIATE PERFORMANCE MANAGEMENT TOOLS 7 IV. MANAGING PERFORMANCE TO IMPROVE DECISION-MAKING 9 1. BUSINESS LEVEL STRATEGY OF SEAPRODEX 9 2. STRATEGY FOMULATION 9 3. PERFORMANCE OBJECTIVIES OF SEAPRODEX 10 4. BALANCED SCORECARD IMPLEMENTATION OF SEAPRODEX 10 5. TOOLS TO INFORM DECISION MARKING THROUGH PERFORMANCE 11 V. CONCLUSION AND RECOMENDATION 11 1. REVIEW AND
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