Verizon: External/Internal Factors MGT/330 January 28, 2012 Verizon: External/Internal Factors The four functions of management continue to guide Verizon through internal and external factors successfully. Of course, management needs to work creatively in problem solving and execute all the four functions in order to attain the objectives and goals in a way that the cost of accomplishment is viable for the company. Some of the internal and external factors that Verizon must effectively and efficiently guide themselves through are globalization, technology, innovation, diversity, and ethics. Verizon will need to continually adjust how they use the four functions of management to handle the strategic, tactical and operational decisions for the organization, and a crucial tool that Verizon uses to do so is delegation. How Internal and External Factors Affect the Four Functions of Management Like many others successful organizations, Verizon still stands on the four functions of management (planning, organizing, leading, and controlling) to guide them into the future.
(2015). Five important issues of ethics & social responsibility in the strategic planning process. Retrieved on 02/08/2015 from http://www.ehow.com/info_8618109_five-responsibility-strategic-planning-process.html Gilman, S. (2009). Ten things you can do to avoid being the next Enron. Retrieved on 02/08/2015 from http://www.ethics.org/resource/ten-things-you-can-do-avoid-being-next-enron Marquis, A.
Balanced Scorecard Organizations and upper-management often use a Strengths, Weaknesses, Opportunities, Threats, and Trends (SWOTT) analysis model to concentrate on the company’s competitive advantages, their possibilities, evaluate how to improve susceptibilities, and avoid coercion. Organizations depend on SWOTT analysis to remain successful in their industries. For a business to be successful and sustain their performance, the entity is obligated by their external environment to generate strategic objectives and constantly evaluate its vision and mission. Organizations must reflect on their mission and vision frequently to assess each for validity, consistency, and making sure the objectives are components useful to the desired vision. Businesses require a tool to measure the execution of objectives.
I will describe each factor and how it relates to Cablevision. In the industry environment, I will discuss different competitors that have similar products and services as Cablevision, develop a strategy that covers everything from threat of entry, economies of scale, to product differentiation. “The operating environment, also called the competitive or task environment, comprises factors in the competitive situation that affect a firm’s success in acquiring needed resources or in profitably marketing, its goods and services. Among the most important of these factors are the firm’s competitive position, the composition of its customers, its reputation among
Networking Service Request POS/421 November 10, 2013 Contents Executive Summary 3 Networking Service Request 5 Design 5 Centralized Network Support 6 New Domain Structure 6 Encryption 6 Access Control 6 Domain Controllers 8 Ensuring Network Access 8 Ongoing Task 9 Conclusion 10 References 11 Executive Summary The existing systems at LaFleur Trading Company are not up to current security standards. The first step is bringing the company up to standard is to transition to Windows Server 2008 R2. This will allow for segregation of data where needed, better security, and a centralized network support system. The use of a centralized support system will allow the company to send updates to security protocols or software,
Companies must anticipate this change and plan for it. The infrastructure is made up of hardware, software, human resources, facilities, data and knowledge, communication and collaboration, and services. The top five challenges facing management: 1. Building a responsive IT infrastructure. 2.
George Kamencak, ʻAustralian consumer law reforms : offering greater consumer protection and simplifying interstate trade.ʼ (2011) BULLETIN (LAW SOCIETY OF S.A.) 33 (1) February 2011 : p. 24 5. ʻEditorialʼ (2010) 38 Australian Business Law Review 81 6. Stephen Corones, ʻThe Australian consumer law revolutionʼ (2010) 38 Australian Business Law Review 251 7. James Byrnes, ʻThe NCCP and unfair contract terms legislation : practical and compliance issues.ʼ AUSTRALIAN BANKING AND FINANCE LAW BULLETIN 25 (6) December 2009 / January 2010 : p. 89 8. H. H. Mason and P. A. Butler, ʻThe Trade Practices Act 1974, and the possible inconsistency therewith of certain state laws dealing with consumer protectionʼ (1975) 49 Australian Legal Journal
RETAIL INDUSTRY ACCT – 3444, S50 Charlee Hong #100070169 Dorina Cho #100218745 Brenda Adomi #100200523 Table of Contents INTRODUCTION 1 KNOWLEDGE OF THE BUSINESS 1 SWOT ANALYSIS: 2 BUSINESS RISKS AND STRATEGIES 3 CORPORATE GOVERNANCE 4 CORPORATE GOVERNANCE PRACTICES 5 FRAUD RISK ASSESSMENT 5 LAWSUITS /PROCEDURES FOR LITIGATION AND CLAIMS 6 TOP 3 LAWS AND REGULATION THAT MUST BE AHDERED TO 7 GOING CONCERN ASSESSMENT 8 AUDIT RISK LEVEL (LOW/MEDIUM/HIGH) 9 OVERALL AUDIT STRATEGY 10 PLANNING ANALYTICS 10 MATERIALITY 11 REVENUE CYCLE & TYPE OF AUDIT 11 KEY CONTROLS 11 REVEUNUE’S ASSERTIONS, AUDIT RISK, AUDIT PROCEDURES 12 ANALYTICAL PROCEDURES 13 INFORMATION SYSTEM & IMPACT ON AUDIT APPROACH 13 APPENDIX 15 REFERENCES 20 INTRODUCTION Dollarama is the largest dollar store in Canada and currently there are over 680 stores operating across the country. Dollarama offers broad range of everyday consumer products, general merchandise and seasonal items that are appealing to customers because of lower dollar values and one stop shopping convenience. Dollarama was founded by Lawrence Rossy in 1992, and went public in 2009. KNOWLEDGE OF THE BUSINESS CUSTOMERS: Targeted to all demographic consumers who seek value in a wide range of consumer product and one shopping convenience. COMPETITORS: Some of Dollarama’s direct competitors include “A buck or two”, “Dollar Giant”, “Dollar store with more” just to name a few.
Location and Facilities: 6 B4: Management Structure: 7 B5. Products and Service: 8 C. Market Analysis 9 C1: Target Market 10 C2: Industry Analysis 11 C3: Competitive Analysis 12 D. Market Strategy 13 D1: 4Ps. 13 D2: Price List- 14 D3: Selling Strategy- 17 D4: Sales Forecast- 18 E. Implementation Strategy 19 E1. Overall Strategy- 19 E2. Implementation- 20 E3.
UNIT 102 MANAGEMENT PERSPECTIVES. ANDREW MACKENZIE Table of Contents Question 1 Specific Environment 3 Customers 3 Employees 3 Shareholders 3 Suppliers 4 Competitors 4 Regulators 4 Question 2 Management Style 5 Classical 5 Administration 5 Bureaucratic 6 Human Resource (HR) 6 Modern 6 Contingency 6 Systems 7 Question 3 Control processes 7 Strategies 7 Systems 8 Processes 8 Competition 8 Question 4 Planning 9 Planning Process 9 Define Objectives 9 Determine where you stand vis-à-vis objectives 9 Develop Parameters 9 Analyze and Choose 9 Implement the plan 10 Planning tools 10 Forecasting 10 Benchmarking 10