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These are two course works. Please start with the first one ‘Innovation Entrepreneurship’ which is a 3000 words. You should follow the instruction in the corresponding file attached in conjunction with the lecture notes 3 & 4. These lecture notes are very important and must be considered. When the work is ready, please upload it straight away.

The second course work is shown in the corresponding file attached.

‘Identify and evaluate how culture impacts on the behaviour of leadership and managing teams’

You should cover the following learning outcomes:

• Critically analyse the workings of different international social groups

• Examine and analyse how different cultures affect one another

• Evaluate and analyse the influence of different cultures on the organisation of business

• Examine and analyse the impact of dominant cultures on emerging economies

• Evaluate different cultural business practices

It is a 3000 words too and you should use the lecture notes 1 & 2.

Please use 20 references for each course work.

 
Then look no further.

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Movie
Question 1
Some viewers find Wonderful Town difficult to watch because they expect a story which is driven by the motivations of the characters, but here the main characters instead seem to lack any clear motivation. What then gives the story its structure?

Question 2
How would you describe the cultural relationship between Hello Kitty and Gloomy Bear?

 
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A Doll’s House
Paper instructions:
Read over Henrik Ibsen’s A Doll’s House. Then write an essay in which you argue for an interpretation of the play. What is its theme? How is Nora a victim? How is she at fault for what she does? Compare a real-life situation from current events to Nora’s situation

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A Situational Analysis and Market Objective for Apple Company

Executive Summary……………………………………………………………….3

  • Introduction ……………………………………………………………………….4
  • Situational Analysis ……………………………………………………………….4
    1. Internal Environment……………………………………………………………… 4
    2. External Environment ………………………………………………………………5
    3. Strengths …………………………………………………………………………..7
    4. Weaknesses ……………………………………………………………………….7
    5. Opportunities ……………………………………………………………………..8
    6. Threats ……………………………………………………………………………9
    7. I.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Executive Summary
      Marketing Objectives …………………………………………………………….10

    1. Conclusion ……………………………………………………………………….10
    2. References ……………………………………………………………………….1

    Apple probably tops in the world list of smart phone producing companies. iPhone is a unique, unmatched, easy-to-use and up-to-date smart phone featuring internet, PDA and touch screen. To ensure market superiority and improve consumer convenience, the company designs such products with unique aptitude that is compatible with consumer wants.

    The current potential competitors of Apple iPhone include Microsoft’s Windows Phone 7, Google’s Android, Research in Motion’s BlackBerry OS, Nokia’s Symbian, Palm OS and Linux.

    The key strengths of Apple are innovativeness, consistency, uncomplicated, high quality and cost-effective products and the increasing trademark awareness; while the weaknesses include relatively high prices for the cost-conscious consumers, underdevelopment of the company’s image in the market and iPhone long-term effects.

    Apple has the potential of gaining from continual technological developments and partnerships. The trend of consumers switching to up-to-date technological gadgets with more convenient, entertaining and effective features will definitely work for iPhones (Wooldridge and Schneider, 2010).

    The major threats to iPhone service include socio-cultural factors, anti-competitive laws and amplified competition

    1. II.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Introduction

    Apple Company has gained reputable recognition in the corporate world since the 1990s when it was founded. This is as a result of the company’s sense of creativity and innovativeness. Apple launched iTunes, followed by iPod, and later in 2003 designed internet downloadable MP3 songs. Thus the company basically deals in devising, assembling and trading computers, cell phones and digital music gadgets. Apple’s aims at producing cost-effective, high quality, unmatched, up-to-date and easy-to-use products (O’Grady).

    The company is committed to production of novel products which are satisfactory to all kinds of consumers ranging from students to professionals, entrepreneurs, health workers and corporate consumers. O’Grady acknowledges the company’s innovativeness in terms of introducing iPhone, the first-rate world-class phone of the time (O’Grady, 2008). This exceptional aptitude puts the company in a better position to predict consumer needs and fill the market gap. Thus a proper market plan including a comprehensible and smart situation analysis is essential. This document gives a detailed description of Apple’s situation analysis which is important for the company’s strategy to improve its overall services.

    1. III.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Situation analysis
      1. a.&nbsp;&nbsp;&nbsp;&nbsp; Internal environment

    The factors which constitute the company’s current internal situation include; price controls, quality production, brand awareness and innovation. These factors complement Apple’s mission of providing a convenient, secure, and flexible world-class smart phone service. Apple has developed trademark awareness through its innovativeness. The iPhone gains populace through the company’s internet advertisements, promotion of media programs, customary advertisements and promotions on social networks such as twitter, MySpace and FaceBook (Clapperton, 2009). Apple supplies iPhones through many chains including e-selling.

    The product distribution chain includes: all key electronic dealers such as Wal-mart, Circuit City and Best Buy; Apple stores in Canada, Japan, the U.K, the U.S and worldwide; direct purchases from Apple online and from key third-party dealers such as Amazon; and AT&T and other key cellular suppliers such as Verizon.

    The iPhone is basically intended for storage of data, communication, entertainment and multifunctional appliances. Apple targets entrepreneurs, corporate consumers, students, health workers and professionals (Maxwell et al, 2007). Principal consumers consist of middle-upper class individuals who use the device for synchronizing their hectic schedules and conversing with family and social groups. Students are secondary consumers who need multifunctional gadgets (Maxwell et al., 2007). The current market is targeted at collaborating with mega-phone providers and other software corporations. The targeted corporations would contribute to annual yield of $25 million. The marketing strategy will basically deal with creating awareness of the multifunctional gadget containing images, film, internet and music. The iPhone has unique features such as the touch screen, the PDA and internet and greater power which are not provided by other companies. The distinctive iPhone design such as OS X bring uniqueness to the gadget and makes it better than other smart phones in the market. Apple iPhone has greater battery life with five hours of video playback and recharging is simple. The iPhone contains inbuilt microphones. The iPhone is sold at reasonably affordable prices. This market superiority will ensure advancement of iPhone service.

    1. b.&nbsp;&nbsp;&nbsp; External environment

    The iPhone domestic and foreign market is currently small. This is largely due to the fact that Apple has not established immense commercial links in the corporate world compared to other smart phone manufacturing companies. Even though, the certainty of its growth can be seen due to the lower prices and better quality compared to Apple’s competitors. Studying the political situation with regard to government requirements is very vital because the company will base on the stipulations to design the business plan.

    Assessing and evaluating the government provisions of potential foreign market countries is equally imperative (Luther, 2011). Assessing domestic and foreign economic circumstances will enable Apple to develop informed price manipulation. The prospective market is likely to diminish if poorly assessed basing on socio-cultural, economic and political factors. &nbsp;It is important to consider such laws as approval of imported products in prospective foreign markets, particularly if that potential nation has got manufacturers of the same commodity (McDonald and Keegan, 2002).&nbsp; Socio-cultural issues could also lead to discrimination in certain regions in terms of race, ideologies, religion and beliefs. It would be very difficult for American commodities to be imported to Islamic countries due to existing discriminatory socio-cultural factors. According to Luther, analysis of socio-cultural factors is essential in terms of making demographical surveys that are required in establishing the prospective customers (Luther, 2011). The increasing population will definitely raise the demand for smart phones or rather mere cell phones for the purpose of correspondence with family and social groups. The issue of technological advancement crops in and makes the consumers conscious of which brand is the most appealing and cost-effective (Maxwell et al, 2007). It is also crucial to consider technological environment. It is obvious that advancement in technology in relation to cell phone manufacturing is drastically growing (Woodridge and Schneider, 2010). Consumers are largely using internet services with the booming e-commerce world and this raises demand for internet providing gadgets. Assessing competition patterns is crucial, basing on the many smart phone companies (Maxwell et al, 2007). The escalating demand for environmental protection indicates that Apple has to strategize on how to deal with this issue in terms of packaging and cell phone radiations. Assessing of the sales volume of iPhone is equally imperative (Operating System, 2009).

    1. IV.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; SWOT analysis

    Apple’s SWOT analysis in relation to iPhone provides a significant marketing plan, through the evaluation of the strengths and weaknesses of the company and using the opportunities and possible threats to design an informed market objective.

    1. a.&nbsp;&nbsp;&nbsp;&nbsp; Strengths

    The company’s strengths include; innovativeness, consistency, market superiority, trademark awareness and simple to use devices. Creativity and innovativeness is evident in the incorporation of video, PDA and internet features into a small portable device. The iPhone features an unmatched and patented touch screen. Trademark awareness of the iPhone has drastically grown over the period. Apple Company has been known for production of original unmatched devices like iPhones in line with immense innovations in the technological field.&nbsp; The company has gained reputable recognition in terms of lower prices, high quality and effective products. The touch screen has hard high quality surface which cannot easily be spoilt even by the viruses. The embedding of Mac OS X application provides assurance of customers’ ease to identify with the features of iPhone 4, unlike other iPhone related gadgets without the application. The gadget outperforms all smart phones sold by other companies. This has enabled Apple Company to emerge superior to its competitors thus able to counteract them.

    1. b.&nbsp;&nbsp;&nbsp; Weaknesses

    Apple brand’s weaknesses include; poor marketing image, relatively high prices and user interface. Unlike most smart phone companies, Apple’s reputation for compatibility has been poorly developed in the cumulative field. The prices are not very friendly to expenditure-mindful users. Lastly, the touch screen input has the tendency of getting flat and hard if used for a long time thus causing discomfort to consumers (Bennet and Flach, 2009; Maxwell et al, 2007).

    1. c.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Opportunities

    The opportunities of iPhone are; the continuous market demand and new target fragment development. The current flogging of smart phones to the market is resulting into reduction of prices. Apple aims at attracting consumers who need convenient entertainment services (Woodridge and Schneider, 2010). Thus the company will attract iPod consumers and in the event bring them to the attention of the iPhone by magnifying the grand features of the iPhone such as the touch screen. Apple will also collaborate with other phone producing companies which will enable it to submerge the market with iPhone and manipulate marketing prices (Maxwell et al, 2007). Revenue will also be increased through long-term treaties.

    1. d.&nbsp;&nbsp;&nbsp; Threats

    The major threats to iPhone service include; immense competition and anti-competitive laws. There is intense competition in the smart phone production industry. Despite the fact that Apple has managed to launch a unique smart phone, there is the likelihood of other companies such as Nokia improving on iPhone idea and coming up with a more appealing smart phone. This poses the threat of possible future reduction of prices too if the rival companies manage to manufacture a cheaper smart phone with similar or better qualities to iPhone. Lastly, the socio-cultural factors combined with anti-competitive laws would lead to under-exploitation of available market and resources. Socio-cultural factor include the negative perception of the surrounding in terms of religion. For instance, most Islamic countries tend to reject American products. It is unfortunate that smart phones by now are present in Asian markets.

    1. V.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Marketing Objective

    Apple has designed a marketing strategy for the first two years of the commodity in the market. The first year objective consists of a target for 2% share of the U.K and U.S PDA phone market through 445,000 volumes of iPhone sales. The second year objective consists of target for realization of 10% share based on overall sales. Apple also targets the extension of its brand name and link to the established significant positioning. Capitalization on the iPod to market the iPhone is a great plan since the iPod has been immensely promoted. Apple also plans on expanding its image in terms of quality, innovation and value. Lastly, measurement of the awareness and response of the consumers will be the last endeavor so as to allow for necessary adjustments.

    1. VI.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Conclusion

    Designing a situation analysis is a very vital step on the way to achieving the company’s objectives. Apple will definitely make it in the smart phone industry by filling the loopholes and working on the strengths.

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    1. VII.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; References

    Guy Clapperton. (2009). This is Social Media; Tweet, Blog, Link and Post Your Way to Business Success. John Wiley and Sons.

    Luther, W. (2011). The Marketing Plan: How to Prepare and Implement It. New York: AMACOM Div American Mgmt Assn. Maxwell, C. Lee, B. Suen, A. & Hofmann, J. (2007). IPhone Marketing Plan.

    [Accessed 5th July, 2011

    Kevin B. Bennet & John M. Flach. (2009). Display and interface Design: Subtle Science, Exact Art pp 16-19. CRC Press.

    O’Grady, J. (2008). Apple Inc. Connecticut: ABC-CLIO.

    Operating Systems. (2009). Apple Company [online] Order Here

     

    INTERNATIONAL BUSINESS STRATEGY

    International business strategy

    Strategy matches the resources along with capabilities of a firm. It finds out the nature of the enterprise along with the setting, modifying, and applying efforts for the realisation of the goals of the enterprise. It is the direction as well as the scope of organisations over a long-term that achieves benefit for organisations through the process in which resources are configured in challenging environments for the purpose of meeting the market needs and fulfilling the expectations of the industry.  (Ann & Joe, 2010).

    Strategy analysis through an application of creativity aims at creating several options with opportunities which can be applied for the implementation of a concrete strategic plan essential for novel or else existing markets. An analysis that is objective conjoined with an understanding of costs and markets as well as capabilities shapes the basis for the process of strategic development. Successful setting of strategy requires an understanding of the customers, competencies and competition. This is only attained through successful strategic management which controls all processes of analysing and planning as well as implementing strategy (Hoe, 2005).

    Strategic management is the process that involves an assessment of the corporation with its environment so as to fulfil the objectives of the firm. These objectives include adapting along with adjusting to the environment through manipulating opportunities and reducing threats. The corporate mission of strategic management is to make use of, along with coordinating all the resources plus the venues presented to the management in the process, attentively progressing any given strategic agenda by enforcing a sort of an alignment that is Omni-directional among them (Hoe, 2005).

     

    Processes of forming integrative strategy combined with equal consistency and materialization facilitates highly effective work management especially complex types of work. When an organisation allows high degrees of participation by its members it facilitates improvements in the results of the organisation. This mostly applies to administrative works, engineering as well as professional works (Lavarda, Giner, & Bonet, 2011).

    A firm classifies its goals as its mission and the definition is done in terms of its customers who together with suppliers and competitors make up an industry. It evaluates the impact of the existing customers as well as the potential customers by understanding their needs and identifying those that are exceedingly beneficial to the markets. Knowledge and skills are very crucial in determining the scope and budgetary control. Additionally, one should consider the surrounding of his competitive environment for effective identification of threats in organisational institutions (Lavarda, Canet-Giner, & Peris-Bonet, 2010).

    Institutions are establishments that seek to promote a particular program or course. Organizations are thus classified as institutions comprising different groups in different levels all with a common goal. Therefore, strategy formation in an organisation is triggered by the increasing change and dynamism of environments. Thus, strategy formation requires contribution from all levels of hierarchy in the organization (Lavarda, Canet-Giner, & Peris-Bonet, 2010).

    Strategic planning in business institutions is used to identify the corporate mission of a company. It clearly defines where a company or an organisation is going and the threats involved. Strategic planning deals with the process of formulating strategy through laid down concepts, tools and processes. It is aimed at putting to an endorsement of strategic thinking, operations as well as progressive learning. It thus ensures the vitality of an organization, its effectiveness and the capacity to add on to public value (Poister, 2010).

    Nevertheless, the modern strategic management practitioners have generally been criticised for their focal point on maximizing profits while other researchers have criticised its lack of relevance. This, to the modern society, is portrayed as a major problem mounting tension for this field to re-evaluate its system of belief, assumptions and practices putting into consideration the greater social impact (Poister, 2010).

    Moreover, some major forces that cause change at this moment in time are exerting more pressure towards the fulfilment of a more incorporated strategic approach that will see every one of the national environment being associated with the international system. In larger firms different branches in the corporate hierarchy specialize on diverse strategic planning levels. It is the duty of the managers in particular environments of operations to develop sub strategies and integrate them with broader strategy (Marc, J, G, & Dawley, 1999).

    Therefore a clear strategy on business unit will drive greater financial performance as well as seek to bring into line the corporate strategies, business unit and functional strategies. This strategy is exclusively placed to append value due to the realistic emphasis laid on the business results. This strategy also reveals corporate imperatives and is seen in functional strategy. This type of strategy has its heart in attaining competitive advantage on the basis of the business decisions made on the time, location, and the mode in which to compete thus, it ensures that corporation needs and needs of the customers and those of the shoppers or consumers are met. In addition, a business leader is placed in a position to achieve his objectives on the business performance (InDeed Holdings Jersey Limited, 2011).

    Operational strategy executes strategies and brings out the capabilities of each member in the organisation concerned. Thus operational strategy through the process of strategy analysis helps identify the list of priorities in several programs required to deliver the required strategy. On the other hand strategy execution which involves an implementation of programs follows as the business follows up to improve the ways of identifying the programs that have been undertaken. A successful execution of strategies is caused by relating several business benefits with capabilities through portfolio configuration (Franken, Edwards, & Lambert, 2009).

    In addition, operational strategies seek to identify risks and evaluate them. The strategies determine how risks can be of significance to businesses as well as come up with measures to prevent or stop them. It is done by stating the intensity of the probability or consequences of every risk ranging them from high to low. Scaling comes in handy otherwise called risk maps to plot the significance of occurrences of risk (Cranfield University, n.d).

    Strategic management that is effective focuses on keeping an eye on external forces and trends along with internal performance, refreshing intelligence and revision of strategy when needed and in the required format. There is also a greater need to move emphasis from the measurement of performance to its management. This is due to the ubiquitous nature of the systems for performance measurement. In addition, real performance management improves performance while maximizing the public services benefits (Franken, Edwards, & Lambert, 2009).

    On the other hand, even as strategic management provides necessary framework designed in support of successful performance management, in itself, performance management enriches strategic planning through clarifying strategy as well as finding strategy. For example an experience in the systems of performance management that is in continuity, like is the case for AGRANA, informs the planners on the realistic opportunities, expectations and limitations encountered in strengthening program performance in their operating context. The performance reports also help in identifying strategies that tend to be effective in particular areas while identifying those that are not as well (Poister, 2010).

    The risk management process anticipates possible triggers or actual threats such as disaster, accidents or losses. It positively gives a timely and budgetary control for the business plan as well as the allocation of resources. It also improves on the planning of the business, the making of decisions and prioritization. Besides, achieving success in an environment of global business calls for proper management of challenges as well as expectations. Therefore stakeholders and socio-political strategies of risk management play a major role in the fulfilment of the strategy vision (Andrew & Jozsef, 2008).

    The objectives of any given organisation are established in different levels ranging from the top, the corporate bodies, all the way down to the team and individual objectives that generate operational activities. They are frequently decoded into targets that aid in motivating the organization to reach its short-term goals. Therefore, objectives offer clear structures for all the different activities carried out by an organisation. Managers can thus make changes that are required for progress by measuring the achievements of the objectives (The Times 100, 2011).

    On the other hand values define the behaviour of each individual in an organisation. They are worthwhile traits that govern the actions of an organisation towards its internal community, customers, and suppliers. Values together with experiences of the individuals in firms bond to form the corporate values or culture. In this case, business leaders will determine a lot in the setting and establishing a conducive environment for the parties concerned; depending with the kind of values they embrace. It is up to them to select the right individuals in whom they believe to have similar values that fit in the culture of the workplace (Heathfield, 2011).

    Identifying as well as developing clear and concise meaning of corporate values instils an understanding into the minds of employees, owners, suppliers and competitors who in return contribute towards a company. Thus, a business leader should nurture and support the impact relayed by the values they implement in order to gain the confidence of their employees, stakeholders, shareholders and suppliers. In addition these parties will model and demonstrate these values in deeds towards their contribution, their decision making and intrapersonal as well as interpersonal interaction. Prioritization will be anchored in the corporate values (Heathfield, 2011).

    The modern strategic management calls for focus on the internal attributes of a firm which are an advantage to any firm. Internal peculiarities of a firm are classified as critical components of potential advantage. This approach falls under the umbrella of Resource-Based views (RBV). It is used to give explanations to differences portrayed in the performance of a firm which cannot be given attribute to the conditions of the industry or economy. RBV has its origin from intertwining three main research programmes namely industrial organisation, organisational economics and strategy research (Habbershon & Williams, 2009).

    Additionally, RBV emphasizes on the fact that organisations are diverse and their idiosyncratic intangible resources give them the prospect for superior performance as well as competitive advantage. RBV examines the relation between the internal characteristics of a firm and processes with its outcomes in performance.  Basically meaning that firms surrounding an industry cannot be termed as identical (Habbershon & Williams, 2009)

    Core competencies are crucial in organisations especially with an overview of key competitors. They are unique capabilities that afford some competitive advantage levels that involve knowledge, skills, systems and functions that are underlying. The factor that greatly determines the core competence of an organisation is the unique advantage earned over the competitors. For instance, an organisation that deals with IT, functions together with capabilities and skills are termed competent if they can support business processes directly (Hayes, 2011).

    In 2001 the most famous Mariah Carey succumbed to a breakdown of her nervous system out of a flop of her debut movie in 2001. Her album had poor soundtrack and its poor reception by the public led to her loss of a multimillion recording contract by EMI. However, Lyor Cohen the CEO for Island Def Jam records saw this as an opportunity and took advantage of her competitive advantage. He hastily called her and signed her into his station in the month of May in 2002. He saw great potential in her through her magnificent voice and talent in song writing as well as her ballad style (Grant, 2005).

    Business managers have the responsibility to manage the policy formulation process for there to be any meaningful accomplishment of policies. They manage inputs in the organisation, collect crucial information and give advice and recommendations. They also manage finances, the organisation and its personnel in order to achieve the set objectives. Thus managers play a key role in operating from both levels of formal which requires legal practices and informal processes which follows in practice (Elliott, 1997 ).

    Consultation is a formal practice that involves borrowing inputs from government or the public via publications. For instance, in the U.S. Green Paper requests submissions and is taken into consideration during the process of policy making in the tourism sector. White Paper follows and it holds statements on views as well as policy intentions by the government before proceeding to drafting the legislation. Commitment to this process facilitates a huge input in the organisation for many parties are involved including political as well as public and private sectors (Elliott, 1997 ).

    Informal practice is more limited in terms of scope plus participation. It is mundane, bureaucratic and less open. Its main concern is on special interests of managers and negotiations are the heart of the process. The main players are the managers and policy communities excluding those outside the policy community as well as those that do not have power. The process is slow and complex for it requires great communication, cooperation, coordination along with agreed decision making. The process is slowed down by the disintegration in the system and the diversity in the perception and views of participants. Coordination is realized through the aid of advisory, consultative and interdepartmental committees (Elliott, 1997 ).

    Nevertheless, formal factors along with informal factors are important for they form close relationships, linking the most influential decision makers through their daily contact and the processes of policy determination (Elliott, 1997 ).

    REFERENCES

    Ann, R., & Joe, G. (2010). An Intelligent Content Strategy for the Enterprise. Web content delivery, Market strategy, Enterprise content management, Cost reduction , 37 (2), 33-39.

    CranfieldUniversity. (n.d). Managing risk. Retrieved June 17, 2011, from http://www.businesslink.gov.uk/bdotg/action/layer?r.i=1074410020&r.l1=1074404796&r.l2=1079050214&r.l3=1074404839&r.s=m&r.t=RESOURCES&topicId=1074404839

    Elliott, J. (1997 ). Tourism:politics and public sector management. United Kingdom: Routledge.

    Franken, A., Edwards, C., & Lambert, R. (2009). Executing Strategic Change. UNDERSTANDING THE CRITICAL MANAGEMENT ELEMENTS THAT LEAD TO SUCCESS , 51 (3).

    Grant, R. M. (2005). Contemporary strategy analysis. United Kingdom: Wiley-Blackwell.

    Habbershon, T. G., & Williams, M. L. (2009, May 21). Family Business Review. Retrieved July 14, 2011, from http://www.uk.sagepub.com/chaston/Chaston%20Web%20readings%20chapters%201-12/Chapter%2011%20-%203%20Habbershon%20and%20Williams.pdf

    Hayes, I. S. (2011). Developing a Core-Competence Based Strategy. Retrieved July 12, 2011, from http://www.clarity-consulting.com/developing_a_core-competence_strategy_summary.htm

    Heathfield, S. M. (2011). Develop Your Values and Value Statements Within Your Strategic Framework. Retrieved July 6, 2011, from http://humanresources.about.com/cs/strategicplanning1/a/strategicplan_3.htm

    Hoe, S.-L. (2005). Strategic Management: Formulation, Implementation, and Control in a Dynamic Environment. Journal of Management and Organization , 11 (1), 74-75.

    InDeedHoldingsJerseyLimited. (2011). Business Unit Strategy : Distinctive Competitive Advantage. Retrieved July 12, 2011, from http://www.in-deed.com/Competitive_Advantage

    Jozsef, P., & Gross, A. C. (2008). The Global Management Consulting Sector. Business And Economics , 43 (4), 59-68.

    Lavarda, R. A., Canet-Giner, M. T., & Peris-Bonet, F. J. (2010). HOW MIDDLE MANAGERS CONTRIBUTE TO STRATEGY FORMATION PROCESS. Revista de Administração de Empresas , 50 (4), 358-370.

    Lavarda, R. B., Giner, M. C., & Bonet, F. P. (2011). Understanding how the strategy formation process interacts with the management of complex work. European Business Review , 23 (1), 71-86.

    Marc, S., J, H. J., G, I. J., & Dawley, D. D. (1999). Goal programming and international expansion in the hospital industry. Journal of Managerial Issues , 11 (3), 259-279.

    Poister, T. H. (2010). The Future of Strategic Planning in the Public Sector: Linking. Atlanta, Georgia: Georgia State University.

    TheTimes100. (1995-2011). Strategy. Retrieved July 12, 2011, from Is this the question you were looking for? Place your Order Here

    Visual Arts and Film Studies

    Play Synopsis of Phaedra by Jean Racine

    Project description
    Do a play synopsis based on the play called Phaedra, written by Jean Racine
    -List the main characters and tell a short description about each one of them
    -Tell us who is the PROTAGONIST in the play and explain why he/she is the protagonist
    -Describe clearly each of the scene in the play. (short description)
    -Tell us what is the one BASIC HUMAN DRIVE in the whole play (ex.LOVE, HATE, REVENGE,etc) and explain why you say so.

     
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    Project description
    1-Research in developing countries such as Saudi Arabia, which not contain any previously Train Station
    2-All sources can be found through the Internet
    3-No citation or copy past

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    Leadership Analytics
    Resources

    Activity Context

    This discussion helps you develop the skills to master the following course competency:

    Evaluate the role of statistical thinking in leading through chaos.
    Evaluate the role of creative thinking in building innovative capacity in complex systems.

    Activity Instructions

    The following question can apply to many settings. Please post your thoughts to the question, but also think ahead about how you will apply the ideas to your course project. You do not have to post your own application, but think about that context.

    Post an answer to the following question:

    Do you think we should use tools and techniques of information and data analysis for our leadership problem solving to create action plans, or is using our leadership intuition, experience, and general know-how sufficient? What potential risks do you foresee with the approach you are supporting?

     
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