Strategic function

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  • This study guide provides an overview of the most important topics and current debates covered in Human Resource Management (HRM) field at undergraduate level. Its aim is to help students in their understanding of what HRM is, how it functions in organizational settings, why people are important as organizational resources and how this resource can be effectively managed in the 21st Century. The guide concentrates on the basics of organisational behaviour and Human Resource Management.

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  • This edition continues the theme that runs throughout all 12 chapters: global environmental sustainability. This strategic issue will become even more important in the years ahead, as all of us struggle to deal with the consequences of climate change, global warming, and energy availability. We continue to be the most comprehensive strategy book on the market, with chapters ranging from corporate governance and social responsibility to competitive strategy, functional strategy, and strategic alliances.

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  • This study guide provides an overview of the most important topics and current debates covered in Human Resource Management (HRM) field at undergraduate level. Its aim is to help students in their understanding of what HRM is, how it functions in organizational settings, why people are important as organizational resources and how this resource can be effectively managed in the 21st Century. The guide concentrates on the basics of organisational behaviour and Human Resource Management.

    pdf77p tuanloc_do 04-12-2012 68 31   Download

  • In a world of geo-political, social and economic uncertainty, strategic financial management is in a process of change, which requires a reassessment of the fundamental assumptions that cut across the traditional boundaries of the subject. Read on and you will not only appreciate the major components of contemporary finance but also find the subject much more accessible for future reference.

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  • This lecture introduces you to strategic management. This chapter includes contents: The concept of strategic management, role of competitive analysis in strategy formulation, formulating corporate level strategy, formulating business level strategy, formulating functional level strategy, strategy implementation.

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  • Learning objectives of this chapter include: Summarize the basic steps in any planning process, describe how strategic planning should be integrated with tactical and operational planning, identify elements of the external environment and internal resources of the firm to analyze before formulating a strategy,...and the other objectives.

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  • The Global Strategic Framework on Integrated Vector Management (IVM) sets out new and broad principles and approaches to vector control that are applicable to all vector- borne diseases. Integrated vector management seeks to improve the efficacy, cost-effectiveness, ecological soundness and sustainability of disease vector control.

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  • Bài giảng Chapter 12: Strategic Leadership với các nội dung cơ bản như: The ability to anticipate, envision, maintain flexibility and empower others to create strategic change; Multi-functional work that involves working through others; Consideration of the entire enterprise rather than just a sub-unit; A managerial frame of reference. Mời các bạn cùng tìm hiểu và tham khảo nội dung thông tin tài liệu.

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  • Chapter 10: Creating effective organizational designs. After reading this chapter, you should have a good understanding of the following learning objectives: The growth patterns of major corporations and the relationship between a firm's strategy and its structure; each of the traditional types of organizational structure: simple, functional, divisional, and matrix; the implications of a firm's international operations for organizational structure.

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  • Chapter 11 - Organizational structure and controls. Studying this chapter should provide you with the strategic management knowledge needed to: Define organizational structure and controls and discuss the difference between strategic and financial controls, describe the relationship between strategy and structure, discuss the functional structures used to implement business-level strategies,...

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  • Lecture Strategic management - Chapter 10 "Implementing strategy: Creating effective organizational designs". After studying this chapter, you should have a good understanding of: The growth patterns of major corporations and the relationship between a firm's strategy and its structure; each of the traditional types of organizational structure: simple, functional, divisional, and matrix; the implications of a firm's international operations for organizational structure.

    ppt10p hihihaha4 16-12-2016 4 1   Download

  • After reading the material in this chapter, you should be able to: Describe the differences between strategy formulation and strategy implementation, list the components of the strategic management process, discuss the role of the HR function in strategy formulation, describe the linkages between HR and strategy formulation,...

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  • Lecture Human resource management (5/e) - Chapter 16: Strategically managing the HRM function. The main goals of this chapter are to: Describe the roles that HR plays in firms today and the categories of HRM activities, discuss how the HR function can define its mission and market, explain the approaches to evaluating the effectiveness of HR practices,...

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  • Armstrong's Handbook of Human Resource Management is the classic text for all students and practitioners of HRM. Providing a complete resource for understanding and implementing HR in relation to the needs of the business as a whole, it includes in-depth coverage of all the key areas essential to the HR function.The 12th edition has been radically updated to create a cutting-edge textbook, which encourages and facilitates effective learning.

    pdf1089p buoi_chieu 23-04-2013 170 70   Download

  • Strategic Management can be defined as “the art and science of formulating, implementing and evaluating cross-functional decisions that enable an organization to achieve its objective.”

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  • Discuss the components of strategy, types of strategic alternative, and the distinctions between strategy formulation and implementation •Describe how to use SWOT analysis in formulating strategy. •Identify and describe alternative approaches to business-level strategy formulation. •Describe how business-level strategies are implemented. •Identify and describe alternative approaches to corporate-level strategy. •Describe how corporate-level strategies are implemented.

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  • China’s rural financial system has changed dramatically over the last twenty five years, but rural financial reforms were lagging behind changes in the real economy and required further economic transition. As in other countries moving towards a market economy, the reform of banking systems and the creation of efficient financial markets in China continues to be among the most difficult reform issues. Poorly functioning official financial markets push rural population to rely on informal institutions.

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  • We report the results of experiments on economic decisions with two populations, one of healthy elderly individuals (average age 82) and one of younger students (average age 20). We examine confidence, decisions under uncertainty, differences between willingness to pay and willingness to accept and the theory of mind (strategic thinking). Our findings indicate that the older adults’ decision behavior is similar to that of young adults, contrary to the notion that economic decision making is impaired with age.

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  • Destination marketing is increasingly becoming extremely competitive worldwide. This paper explains the destination concept and attempts to synthesise several models for strategic marketing and management of destinations. It provides an overview of several techniques widely used and illustrates examples from around the world. The paper also explains that marketing of destinations should balance the strategic objectives of all stakeholders as well the sustainability of local resources.

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  • Responsibilities must be clearly assigned to individual persons and/or com- mittees. In addition, the relevant units must be functionally independent to avoid potential confl icts of interests. 20 Senior management should ensure that adequate interest rate risk management is in place for measuring, monitoring and controlling interest rate risks, and that all the relevant business units of the bank have been taken on board.

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