The oral defense grade will be based on the degree to which the learner demonstrates mastery of the subject through the presentation of the summary and strategic issues and strategy recommendations and handling of the questions from the panel members. The learner’s oral communication skills, clarity and effectiveness of the presentation materials used are also important and will be considered in the evaluation.
i. The company or organization should be preferably a medium-size or large, domestic or global and operating for at least four years to make a meaningful analysis of the company’s overall performance. While the strategicmanagement tools and concepts are applicable to small companies, using these as topics for the STRAMA paper is not encouraged because the learner may be constrained in applying some of the strategicmanagement concepts and tools. As a guideline, the company or organization should have an annual revenue (or budget, in case of non-profit or non-revenue generating organizations) of Php 12 million or more, with at least 15 employees. Companies with smaller revenue size may be allowed by the professor on a case to case basis if he/she thinks that these can be good material for demonstrating the application of the various strategicmanagement concepts and tools and at the same time encourage or develop the learner’s strategic thinking capability. Not-for-Profit organizations and government agencies will be allowed as topics for the STRAMA paper but these should be discussed with the STRAMA professor.
THE MBA IN CORPORATE MANAGEMENT is an applied study programme in the field of business. The study programme takes a generalist approach and teaches the fundamentals of business adminis- tration. It deals with the issues related to develo- ping and implementing corporate strategies. In the second year of study, students have the opportuni- ty to choose a specialisation in Digital Marketing & E-Business, Financial Markets & Banking, Risk Ma- nagement & Insurance or StrategicManagement.
Essentially this course provides a nuanced answer to the question, what do we mean by globalisation from a strategic, technology and operational context. In so doing, this course first surveys and establishes the globalised environment before moving on to consider the key concepts appropriate to the study of strategicmanagement, information technology and operations.
• Take effective strategic and operational planning to the practice-group level. While most firms have gone through at least one strategic planning process, fewer have actually had their practice groups – assuming practice group management is in place – conduct and execute on effective planning. While the economic turmoil is likely to affect every law firm in some way, individual practice groups are affected differently by the same crisis. It makes sense to have each group plot its own course within the context of an overall firm-wide direction.
“Looking for information in many different sources across many different interfaces? That’s history! Now, since all the necessary information is available for every user at a glance in one system, the effort required for information search is able to be reduced by 40% at the SMS Siemag AG, thanks to the Strategic Parts Management.”
So you have decided you are going to outsource? Whether you are going to multi-source or consolidate you need to develop and get buy-in for your sourcing strategy. One of the main complaints from vendors about their customers is that they don’t know how to measure projected sourcing benefits they seek over time and thus don’t source in line with their long term business strategy. This workshop offers insights into best practices, metrics and professional development required to plan, measure and improve sourcing decisions that facilitate successful vendor management. This Workshop will cover the following areas:
Nowadays there is a preoccupation for changing the quality management focusing on the impact of the ideas above on the transformation of quality management itself and seeks to explore what their conceptual and theoretical meaning could be. It suggests that quality management is now entering a new “generation” where accountability and responsibility are being extended beyond the traditional organisational focus to encompass a wider societal and business context. This change in perspective is considered of such significance that this will lead to a third generation of quality management. A key
• Firms formally follow-up – in a face-to-face manner – with clients (start a formal program if you do not have one and expand what you are doing if you do). Simply put, get the partners out of the office and with clients more often. Find out what your clients are doing, how you are doing in their eyes, and what motivates them. The end result is invariably an increase in the volume and sophistication of the work you do for those clients. • Emphasize truly effective practice group management – requiring accountability from practice group
Combining these models allows institutions to assess not only which customers are good credit risks, but also who can be targeted for lending products and at what price. Leading-edge customer management systems will feature some or all of these models and will use the outcomes from them to drive interactions with the customer as well as elements such as provisioning. The effective use of these can lead to large benefits; for example, one institution experienced a seven percent reduction in impairment charges.
tion has been focused inside the enterprise: upon its resources and potential. Through this approach, the enterprise should build its strategic position on the basis of unique, valuable and non-imitable re- sources rather than on products and services which are produced using such resources. The application of such resources becomes a strategically important driving force across various markets and products, in contrast with the hitherto marketing of a specific product on a specific market. While the products and markets have been increasingly becoming transient, the resources are of a more permanent nature. The resource approach thereby provides a longer-term prospect compared with the traditional approach and a guideline in times of uncertainty and of the increasing dynamism of the competitive environ- ment. The core attributes of the resource approach to the formation of a competitive advantage are given in Figure 1.
The MIT Executive MBA is specially designed to give you, as an active business leader, a platform to increase your capabilities and your impact— on your organization and on the world. Born of a community that thrives on interdisciplinary collaboration, the MIT EMBA empowers you with team-based projects, leading-edge research, and dynamic methodologies. It’s a program that gives you the confidence and the tools to do more: to solve complex challenges and to seize strategic opportunities.
SUCCESS OF ORGANIZATIONAL STRUCTURE DEPENDS ON HUMAN RESOURCES Transcending tautologies, CEOs are demonstrating that new organisational forms - capable of coping with today's management initiatives- depend on people for their success. To be sure, any corporate structure is a pattern for deployment of people. But the new configurations or the corporations that are emerging share one common objective: make the best possible use not only of technology, systems, or capital, but also of human resources. For instance, in their attempt to orient every action in the organisation towards the customer, corporations are dismantling vertically functional departments and replacing them with horizontal, cross-functional, and process-centric teams. The objective: assign ownership of each process to a group of people, making them responsible for its success or failure to ensure that it meets its target. As a result, the onus of performance is no longer on rigid systems, but on the resourcefulness, initiative, and responsibility of the process-owners.
It can be said that compensation is the “glue” that binds the employee and the employer together and in the organized sector, this is further codified in the form of a contract or a mutually binding legal document that spells out exactly how much should be paid to the employee and the components of the compensation package. Since, this article is intended to be an introduction to compensation management, the art and science of arriving at the right compensation makes all the difference between a satisfied employee and a disgruntled employee.
Crises in the world economy attract the attention of theoreticians and practitioners on a range of strategic-management problems. The work of a professional and independent committee of directors of major world business corporations is based on the principles of competence, democracy, and clarity. It is often unable to prevent crisis, and thus it fails to protect corporations from the most negative developments. In spite of the objective complexity of the management of large hierarchical structures and their predictions, one critical problem is an increase in uncertainty about responsibility for the distribution of power within a major body of strategic managers. First among such problems is the functional distribution of strategicmanagement in a crisis (Weiner, 2006).