Chapter 9 Strategic Management 1) A business model describes how a company is going to make money. 2) The first step in the strategic management process is analyzing the external environment. 3) Evaluating an organization’s intangible assets is part of conducting an internal analysis in the strategic management process. 4) Activities that an organization does well or resources that it has available are called capabilities. 5) When conducting a SWOT analysis‚ threats are activities the organization
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Recruitment Selection Selection (Chapter 1 page 40 The choice of a job candidate from a previously generated applicant pool in a way that will meet management goal and objectives as well as current legal requirement. Ethics (Chapter 1 page 10) Determination of right and wrong; the standards of appropriate conduct or behavior for members of a profession: what those members may or may not do Validity (Chapter 2 page 25) The degree to which accumulated evidence and theory support specific
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practices‚ usually including centralizing power in the organization. 3. Delegation phase—when centralization proves too cumbersome for a large organization‚ it begins to delegate power and decision-making in various ways‚ such as by creating semi-autonomous business units/divisions and moving the reward/risk paradigm down to lower level managers and employees in general. 4. Coordination phase—when decentralization becomes seen as excessive or inefficient‚ management attempts to rein in the organization
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CORRUPTION IN CHINA The domestic challenges facing China during the next few decades are enormous. China faces serious corruption‚ increasing mass unrest‚ enlarged polarization in the personal and regional income distribution‚ increased unemployment and insufficient social safety net‚ shortages of energy and key resources for economic modernization‚ massive migrations from rural areas to urban areas‚ extensive bad debt held by state banks and deep problems in the financial sector‚ excessive public
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1. Concept of Decentralization The Central Asian countries (Kazakhstan‚ Kyrgyzstan and Uzbekistan)‚ once received their independence form USSR‚ started a massive decentralization process. Decentralization‚ generally speaking‚ is a process that aims to re-distribute powers and responsibilities from the top to lower levels of a government. Fritzen S. A. and Lim W. O. distinguish four categories of decentralization: administrative (the transfer of policy making‚ planning and management responsibilities
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Renaissance means ’rebirth’ or ’recovery’‚ has its origins in Italy and is associated with the rebirth of antiquity or Greco-Roman civilization. The age of the Renaissance is believed to elapse over a period of about two centuries‚ approximately from 1350 to 1550. Above all‚ the Renaissance was a recovery from the Middle Ages and all the disasters associated with it: the Black Death‚ economic‚ political and social crises. For the intellectuals‚ it was a period of recovery from the "Dark Ages"; a
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employees are assigned to specific job tasks within a work activity rather than completing an entire work activity on their own. 2. The process of grouping jobs together is known as ________. A. departmentalization B. centralization C. formalization D. decentralization Correct! The correct answer is: A. Departmentalization is the process of grouping jobs together in one of five common forms such as functional‚ geographical‚ product‚ process‚ and customer. This process ensures common
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INTRODUCTION Dell‚ Inc. is an American multinational information technology corporation based in 1 Dell Way‚ Round Rock‚ Texas‚ and United States that develops‚ sells and supports computers and related products and services. Bearing the name of its founder‚ Michael Dell‚ the company is one of the largest technological corporations in the world‚ employing more than 103‚300 people worldwide. Dell is listed at number 41 in the Fortune 500 list. Dell has grown by both increasing its customer base and
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. Academy of Management is collaborating with JSTOR to digitize‚ preserve and extend access to The Academy of Management Review. http://www.jstor.org This content downloaded from 41.13.52.46 on Tue‚ 23 Jul 2013 08:32:37 AM All use subject to JSTOR Terms and Conditions Review 1980‚ Vol.5‚ No. 1‚49-64 Academyof Management Structure Organization A Critical and Performance: Review1 DAN R. DALTON Indiana University WILLIAM TODOR D. The Ohio State University MICHAELJ. SPENDOLINI
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INTRODUCTION The purpose of this case study is to describe and analyse the features of the management control system (MCS) of University of Southern California (USC). Before commencing the analysis a brief background of USC is provided. The USC‚ located in Los Angeles‚ was established in 1880 as a private research institution. The university’s academic and administrative programs are led by the president’s cabinet‚ which is comprised of a provost and senior vice president for academic affairs‚
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