Course Web Site * Bissonette, G. 2012. Business: Strategy, Development, Application. Toronto: McGraw-Hill Ryerson (available electronically or at the University Bookstore). * The course home page (CLEW) will be used to distribute case materials, load course lessons, make announcements, and communicate your course evaluations. It is your responsibility to check the course home page regularly. * Reference materials for the Team
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Senge's learning organization theory- THEORETICAL FRAMEWORK peter senge and the learning organization Peter Senge’s vision of a learning organization as a group of people who are continually enhancing their capabilities to create what they want to create has been deeply influential. We discuss the five disciplines he sees as central to learning organizations and some issues and questions concerning the theory and practice of learning organizations. contents: introduction · peter senge · the learning
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STAFF CONTACT DETAILS COURSE DETAILS Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes LEARNING AND TEACHING ACTIVITIES 1 1 1 1 1 1 2 2 4 4 4 4 4 4 5 5 6 7 8 8 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 4 4.1 4.2 4.3 4.4 4.5 5 6 7 ASSESSMENT Formal Requirements Assessment Details Assessment Format Assignment Submission Procedure Late Submission COURSE RESOURCES
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Techniques, New Growth Margaret Alldredge, Cindy Johnson, Jack Stoltzfus, 3M; Al Vicere, Smeal Coiiege of Business,The Pennsylvania State University; and the 3M ALDP Design Team rom the moment she first shook his hand in a receiving line after his arrival at 3M, Margaret Alldredge, staff vice president, Leadership Development and Learning, knew Jim McNemey was passionate about developing leaders. McNemey was fresh from an enormously successful career at GE. He talked of implementing Six Sigma (a rigorous
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are segmented and what is important to one set of customers may be less important to another set. Companies need to decide which part of the market they are targeting. As seen in the case study BASF targets the chemical industry and strives to be the best of its kind. According to (Noe et al, 2012) four levels of integration seems to exist between the HRM function and the strategic management function: administrative linkage, one-way linkage, two-way linkage and integrative linkage. Strategic planning
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and guiding principles) - Strategies, plans, philosophies, company regulation, working method, company’s goal - They require everyone to obey ENACTED VALUES Values and norms that are actually exhibited or converted into employee behavior) 2) OBSERVABLE ARTIFACTS Dress, acronyms, awards, myths, stories, ceremonies, ways of communicating 3) BASIC ASSUMPTIONS Actions inconceivable in a certain culture (unsafe behavior, refusal to learn languages,…) Outcomes associated with Culture:
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growing as a team. They provide a means for collaborative thinking, discussion, and deliberation that is invaluable in getting project work done. Unfortunately, we seem to have a dysfunctional relationship with meetings. We need them, but hate them. However Through intentionally planning, using facilitative techniques, and managing group dynamics, we can transform useless meeting time into productive results. This facilitated collaboration helps people work better together to create the outcomes and project
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process and practice of managerial decision making and implementation that seeks to create and maintain competitive advantage. In essence it determines the long term performance of a business and as such is the role of the senior executive members to refine but the responsibility of all to roll out. Included in the process is comprehensive environmental scanning, strategy formulation (strategic planning), strategy implementation, and monitoring. Students in this course will review how the strategic
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the two organizations. The paper will then examine the impact of the dominant and sub- organizational cultures on the capability of the two organizations to be more effective, efficient and patient focused, as will the ways in which these cultures create barriers to current change efforts. Finally, the paper will identify recommendations for the merged leadership of the organizations to consider in order mitigate the identified cultural barriers in order to support future change efforts. A Cultural
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Productivity: Meet productivity standards, deadlines and work schedules. Goal measurement: Understand, communicate and measure goals accurately. Focus: Stay focused on tasks in spite of distractions and interruptions. Time efficiency: Make the best use of available time and resources. Balance quality & deadlines: Appropriately balance quality of work with ability to meet deadlines. Bottom line: Clearly see the “bottom line” of customer expectations and ensure that work products meet that bottom
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