Collis and C. Montgomery, "Competing on Resources (HBR Classic)." In Harvard Business Review, Case No. R0807N. Published 07/01/2008, Harvard Business School Publishing. Case: F. Oberholzer-Gee, T. Khanna, D. Lane, and E. Raabe.
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Revision Class Program Week/Session Dates Description 1 30 Jul Seminar Topic Company Law in Context Prescribed Reading Lipton & Herzberg Ch 1, pages 1-23; Ch 21, pages 735-745 Recommended Reading Harris, Hargovan and Adams 3rd Edn. pages 1-44 24/07/2012 (Spring 2012) © University of Technology, Sydney Page 3 of 9 2 6 Aug Seminar Topic Registration and its effects Prescribed Reading Lipton & Herzberg 16th Edn Ch 2-3, pages 26-98 Recommended Reading Harris, Hargovan and Adams 3rd Edn. pages 161-203 3 13
Pepperdine University, Aug. 2002. Web. 19 Feb. 2011 <http.//gbr.pepperdine.edu/2010/08/reforming-corporate-america/>. Coenen, Tracy L. “Reflections on Sarbanes-Oxley Act of 2002.” Wisconsin Law Journal 2007 n.p. Web.
Planning/strategizing works together with the organization’s primary purpose based on where the organization wants to be and what it will take for them to get there. Planning/strategizing enables management to go beyond daily activities to set realistic goals for the organization’s success. Organizing involves setting the structure and the coordination and use of available resources needed to carry out tasks necessary to achieve the organizational plans. Leading is the ability to motivate people to give their best both individually and within group settings. Through guidance, leadership ability, and supervision of employees managers achieve organizational goals.
A project refers to a group of related projects managed in a coordinating way to obtain management and control that would not be available if managing them independently. Program management can be viewed as a centralized management for a previouslyy coordinated groups of projects, all aimed towards achieving the companys objective. Strategic portfolio management relates to project management because, a portfolio is part of the boundary between the program and strategic business objective of the company. A portfoilo and project manager is to deliver benefits by executing a network of projects. Both define success by meeting boradly defined objectives, and usually ensuring benefits are felt by stakeholders.
& Murugaiah, V., Human Resource Outsourcing: A New Mantra for Business Sustenance, Procedia - Social and Behavioral Sciences, Volume 25, 2011, Pages 227-232. Retrieved August 22, 2012 from http://www.sciencedirect.com/science/article/pii/S1877042811023706 Tomás F. Espino-Rodríguez, Víctor Padrón-Robaina, A resource-based view of outsourcing and its implications for organizational performance in the hotel sector, Tourism Management, Volume 26, Issue 5, October 2005, Pages 707-721. Retrieved August 22, 2012 from http://www.sciencedirect.com/science/article/pii/S0261517704001037 Edward W. Rogers, Patrick M. Wright, Measuring organizational performance in strategic human resource management: Problems, prospects and performance information markets, Human Resource Management Review, Volume 8, Issue 3, Autumn
Journal of Accountancy. Retrieved from http://www.journalofaccountancy.com/Issues/2008/Nov/The+Firm+of+the+Future.htm Baker, R. J. (2009, June). Pricing on Purpose: How to Implement Value Pricing in Your Firm. Journal of Accountancy.
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