28th August 2008 From Indonesia , Jakarta
1. Scope. The scope of an organization refers to the breadth of its strategic domain—the number and types of industries, product lines, and market segments it competes in or plans to enter. Decisions about an organization's strategic scope should reflect management's view of the firm's purpose or mission. This common thread among its various activities and product-markets defines the essential nature of what its business is and what it should be.
2. Goals and objectives. Strategies should also detail desired levels of accomplishment on one or more dimensions of performance—such as volume growth, profit contribution, or return on investment—over specified time periods for each of those businesses and product-markets and for the organization as a whole.
3. Resource deployments. Every organization has limited financial and human resources. Formulating a strategy also involves deciding how those resources are to be obtained and allocated, across businesses, product-markets, functional departments, and activities within each business or product-market.
4. Identification of a sustainable competitive advantage. One important part of any strategy is a specification of how the organization will compete in each.business and product-market within its domain. How can it position itself to develop and sustain a differential advantage over current and potential competitors? To answer such questions, managers must examine the market opportunities in each business and product-market and the company's distinctive competencies or strengths relative to its competitors.
5. Synergy. Synergy exists when the firm's businesses, product-markets, resource
deployments, and competencies complement and reinforce one another. Synergy enables the total performance of the related businesses to be greater than it would otherwise be: the whole becomes greater than the sum of its parts.
15th June 2009 From Indonesia , Jakarta
14th July 2009 From Indonesia , Jakarta
25th August 2009 From Indonesia , Jakarta
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17th December 2009 From Indonesia , Jakarta
A comprehensive approach to innovation means that it becomes the responsibility and way of operating of business units and functional departments, whether purchasing, operations, finance, or human resources, just as much as it is for new product development or marketing.
13th February 2010 From Indonesia , Jakarta
10th April 2010 From Indonesia , Jakarta
13th May 2010 From Indonesia , Jakarta
Results indexes are often used for appraisal purposes if an employee's job has measurable results. Examples of job results indexes are dollar volume of sales, amount of scrap, and quantity and quality of work produced. When such quantitative results are not available, evaluators tend to use appraisal forms based on employee behaviors and/or personal characteristics. In some cases, appraisals may of necessity focus on results rather than behaviors. This is especially true where job content is highly variable, as in many managerial positions, thus making it difficult to specify appropriate behaviors for evaluative purposes. Results indexes such as turnover, absenteeism, grievances, profitability, and production rates can be used to evaluate the performance of organization units.
28th July 2010 From Indonesia , Jakarta
14th September 2010 From Indonesia , Jakarta
14th October 2010 From Indonesia , Jakarta
Peak performers don't rely on other people or random events to achieve their goals for them. They know they are the ones who need to act and they figure out precisely what they need to do to produce the results they're after. Rather than sitting back passively, waiting for things to happen, peak performers are active participants in fashioning their own future.
29th October 2010 From Indonesia , Jakarta
more at https://www.citehr.com/126715-excell...#ixzz15gnVCold
19th November 2010 From Indonesia , Jakarta
29th November 2010 From Indonesia , Jakarta