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    strategic management process

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    NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS Pop Zenovia Cristiana‚ Borza Anca Department of Management‚ Faculty of Economics and Business Administration‚ “Babeş-Bolyai” University of Cluj-Napoca‚ Romania zenovia.pop@econ.ubbcluj.ro anca.borza@econ.ubbcluj.ro Abstract: For developing economies the development of enterprises should be a strategic goal‚ this way of thinking may become viable only as a result of a combination of judicious analysis based on specific local economic aspects

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    Strategic Management

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    2/22/2013 The Value Chain Strategic Management • Value Chain – Value chain is a convenient way of looking at the firm’s activities Introducing Strategy Management – The functional activities within the firm that create value in the goods and services produced (Basic Concepts of Strategic Management) Lecture 3 21.2.2013 – Value chain: all the activities that a firm uses to design‚ produce‚ market‚ deliver‚ and support its product Dr. Kayhan Tajeddini Associate Professor

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    due to relatively easy availability and transfer availability of technology. Thus the source of improvement i.e. the ‘human system’ that will differentiate a successful organization from unsuccessful one. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce.  In broader terms‚ all decisions that affect the workforce of the organization concern the HRM function. The activities involved in HRM function are pervasive

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    L&D League

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    news. In a short span of 4 years‚ it has emerged as India’s single point of reference for knowledge in the HR industry. Outreach through multiple media platforms has enabled People Matters to create a growing community of 22‚000 people. People Management is a crucial ingredient in any organization’s success. Yet‚ there is a dearth of quality and practical literature for HR/General managers in India to keep up-to-date with industry best practices and to implement such practices within their organization

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    References: Bartley‚ S. J.‚ Ladd‚ P. G.‚ & Morris‚ M. (2007). Managing the Multigenerational Workplace: Answers for Managers and Trainers. CUPA-HR Journal‚ 58(1)‚ 28-34. Campbell‚ E. A. (2011). Generational Diversity: Tensions and Opportunities. Profiles in Diversity Journal‚ 13(6)‚ 66. Harvey‚ C. P.‚ Allard‚ M. J. (2012). Understanding and Managing Diversity. (5th Ed.)‚ Prentice Hall. Patterson‚ C. (2007). The Impact of Generational Diversity in

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    Strategic Management and Public Policy: Course Description 2012/2013 _____________________________________________________________________ International Leisure Sciences YEAR-2 COURSE: Strategic Management nd and Public Policy 2 semester (Terms C + D) Academic Year: 2012/2013 Contact person: Gbenga Agbona Agbona.G@nhtv.nl Lecturers: Marco Bevolo‚ Senior Lecturer‚ NHTV‚ and PhD Candidate‚ UvT Pof. Greg Richards‚ PhD‚ UvT (guest); Gbenga Agbona‚ University of Applied Sciences‚ Breda Guido

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    L&D vs Hrd

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    especially as part of a training program. In Learning and Development (L&D) the essence of knowledge and skills upgrading‚ is the attempt to improve current or future performance by increasing individual ability to perform through learning and aim to enhancing performance and productivity to bridge the gaps for growth. (Sadler-Smith‚ 2006) Distinction and overlaps of L&D vs HRD The concept of L&D in the field of management research and practice is concerned with how individuals acquire or create

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    J D Wetherspoons

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    ORGANISATIONAL BEHAVIOUR 13. MANAGEMENT APPROACH 14. DIFFERENT BUSINESS STRATEGIES 15. JD WETHERSPOON BUSINESS STRATEGY 16. BUSINESS STRATEGY AND ‚STRATEGIC CHOISE‘ 17. FACTORS INFLUENCING THE CHANGE WITHIN AN ORGANISATION 18. MANAGEMENT OF BUSINESS STRATEGY 19. INFLUENCES/FORCES THAT ENCOURAGES ORGANISATION TO CHANGE 20. ONE OF THE FACTORS THAT INFLUENCED THE CHANGE OF JD ORGANISATIONAL CULTURE AND STRATEGY IN 21ST CENTURY 21. MANAGEMENT OF CHANGE WITHIN ORGANISATION

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    future. Strategy results from the detailed strategic planning process”. 2. Business Policy defines the scope or spheres within which decisions can be taken by the subordinates in an organization. It permits the lower level management to deal with the problems and issues without consulting top level management every time for decisions. 3. Management by objectives (MBO) is a process of defining objectives within an organization so that management and employees agree to the objectives and

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    Business Communications (M1 and D1) support sheet Task 1b Individually write an informal report that: * analyses different types of business information and their sources (M1) * evaluates the appropriateness of business information used to make strategic decisions (D1) (Tip: You could structure your report with three main headings: introduction; analyses of different types of information and an evaluation of the appropriateness of business information for making strategic decisions)

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