For further elaboration following elements are used in the balanced scorecard: Financial Perspective Internal Processes Learning and Growth Customer Perspective Strategy Map for Ashton Graduate School: The strategy map specifically provides the information about the strategic direction towards the objectives that are more significant for all the employees of the company to act on it accordingly. Strategic mapping of the Ashton Graduate School starts with the financial perspective of the balanced score card; after the financial perspective, customer perspective, internal perspective, and learning as well as growth perspective will be mapped
Functional Areas of Business Paper MGT/521 Jan 19, 2015 Functional Areas of Business Paper A Business has many roles in order to keep things moving within the organization/ company. Perhaps one of the most important roles being the manager level roles. Managers have to be very well versed within the company in order to be efficient and productive. This paper will identify all roles a manager will have to address at different times, as well as how a managers role ties into each area. There are eleven areas in which managers reside within, those include the following: Management, Law, Human Resources, Leadership, Accounting, Finance, Economics, Research and Statistics, Operation Management, Marketing, and Strategic Planning.
In the paper, I will evaluate the various marketing, finance, and human resources functions and discuss how the organizational design influences Aetna's organizational structure as a whole. A Functional Organization As a functional organization, Aetna has a CEO and departments organized by specialized functions. Reporting to the CEO are Vice Presidents of Information Technology, Accounting, Legal, Human Resources and Sales. Each departmental leader is responsible for guiding their respective areas in support of the organization's ultimate goals. They motivate their staff members and communicate the high level messages received during leadership meetings.
Trace your lifeline – activities that are vital to the organization’s global success should be identified as well as specify the roles of responsibility for those who will carry out these activities. 3. Build a global database to know who and where your talent is - focus on all levels of the organization not just top level executives, do not neglect the market’s middle management, and seek potentially new talent entering the workforce. 4. Construct a mobility pyramid – due to changing opportunities within the company, assess those employees who are willing to move to new locations and new positions according to their experience and ability.
This paper will provide detailed information regarding the customer service manager position, the job analysis of the position, methods of recruiting and selection methods for seeking the best candidates. Description of the Position The Customer Service Manager (CSM) is involved in various aspects of business at GE. Knowledge of the company as well as the part in which the individual hired will play in his or her role will be essential to the success of the individual hired. The customer service manager will oversee customer service throughout the GE branch hired for. This includes ensuring customer service practices are well established and followed by customer service employees as well as ensuring excellence in customer service (General Electric, 2012).
Besides sports footwear, Adidas also produces other products such as bags, shirts, watches, eyewear, and other sports- and clothing-related goods. Adidas is the largest sportswear manufacturer in Europe and the second biggest sportswear manufacturer in the world. What Adidas has done recently to compete with Nike? Attaining market share is important to both Nike and Adidas. In order to maximize their market share, both Nike and Adidas have placed a great importance in developing their branding and marketing strategies on the net through web appearance and user friendly functionalities such as ease of purchase, speed, and navigation.
How do you think managers can ensure that their performance behavior meets the requirements of the organization for which they work? It is important for a manager to have experience with and an understanding of the processes and procedures carried out by their team/department. Managers should be familiar with company schedules and deadlines, communicate these deadlines to their team and plan accordingly. They should also have a clear understanding of the company’s goals and objectives. A manger should report on and audit their team/departments overall productivity and outputs to ensure that time and recourses are being spent wisely.
Outline how you, as an organisational leader, would gather information about continuous improvement needs and would contribute to and implement continuous improvement initiatives. Draft a memo to employees providing information about changes to plans and operations, the outcomes of continuous improvement efforts. Lastly, also consider customer service and feedback from customers that might contribute to identification of improvement opportunities. Include reference to the impact of change on individuals and groups within an organisation, risk assessment, risk management and techniques for successfully managing the different types of change. What actions would you take to ensure that employees in the organisation understood the need for improvement and were able to cope with the accompanying changes?
Also how I believe the HRM role can be optimized for shaping organizations and employee behavior. Upon reflecting my whole focus is to identify, included, and understand every aspect of Human Resources Management. As I have reached the end of this human resources management course I have learned that every aspect of HRM works together to perform a primary function. Human resources planning consist of managing an organizations employees, money, and product. Recruitment is informed by human resources planning, job analysis, and job design and it serves as the foundation for effective selection, compensation and benefits, as well as for training, development and performance appraisal (Youssef, 2012).
Understand the Process of Strategic Planning & Be Able To Formulate a New Strategy ‘Name’ ‘Instructor’s Name’ August 8, 2013 Strategic management is the technique of devising, executing and assessing the cross-functional business decisions, that will help an organization achieve its business goal. The process of strategic management starts from defining the business objectives of the concern, then develop the policies and plans to achieve those objectives, allocate the necessary resources required for successful implementation of the plans and finally implement those plans. Thus strategic management is a combination of tasks of different functional areas or departments of an organization, focused on achieving the organizational targets. It offers the general direction to the organization, and prepares the enterprise to meet its tentative circumstances with due assiduousness. The following part of the essay aims at defining some of the important terminologies and concepts used in strategic management.