| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "STRATEGIC DECISION MAKING": |
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Strategic Decision Making, 2005.
This discussion investigates strategic decision-making in project management organizations, focusing on the World Bank and UNESCO.
25,514 words (approx. 102.1 pages), 45 sources, MLA, $ 249.95
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Abstract
The research explores how corporations or organizations make strategic decisions in project management. The investigation focuses on organizations such as the World Bank and UNESCO providing a comparison of these two entities. Tje paper explains how the World Bank makes special use of the project life cycle which is composed of eight phases: Country assistance strategies, identification, preparation, appraisal, negotiation and board approval, implementation and supervision, implementation and completion and evaluation. It shos how the World Bank relies on various strategies and the board of directors in the decision making process. On the other hand, the paper explains how UNESCO relies on the general conference and the bureau of strategic planning to make decisions for the organization. Project management is specialized for each project. It also includes an objective and goal for each aspect of the organization. A SWOT analysis is made for both organizations. The discussion focuses on the key factors involved in making decisions. The research indicates the importance of feasibility studies for both organizations and the success of the projects that have been implemented. The literature review discusses project management, product management, benchmarking, strategic marketing and other components of strategic planning. In addition, the research investigates strategic decision-making as it relates to human resources including team training and the characteristics of a project manager. The strategies and marketing aspects of the organizational strategies are also investigated. Finally, the discussion focuses on future studies in areas of strategic decision-making and project management.
Outline
Abstract
Executive Summary
Chapter I
Introduction of Topic
Introduction
Background
Conclusion
Chapter II
Comparison of the World Bank (International Bank) and UNESCO
Introduction
On What Basis do Corporations or Companies Make Strategic Decisions in Project Management?
World Bank (International Bank)
Strategic Decision-Making and Project Management
SWOT Analysis
Strengths
Weaknesses
Limited Scope of Operations
Opportunities
Threats
Conclusion (World Bank)
UNESCO
Strategic Decision Making
Education
Objectives
Natural Sciences
Information Systems and Communication
Objectives
Social and Human Sciences
SWOT Analysis
Conclusion (UNESCO)
Man-made Limitations
Seasonal Factors
Institutional Factors
Comparison of Feasibility Studies between the World Bank and UNIDO
UNIDO
Successfulness of Projects
Chapter II Conclusion
Chapter III
Literature Review
Introduction
Strategic Management
Project Management and Strategic Decision Making
Project Management
Strategic Decision Making
Project Managers and Project Teams
The Role of Product Innovation and Development
Creativity
Benchmarking
Strategic Marketing and Planning
Chapter III Conclusion
Chapter IV Future Studies
Introduction
Future Studies
Chapter IV Conclusion
Chapter V
Discussion& Conclusion
Introduction
Discussion
Conclusion
References
From the Paper
"Strategic Decision Making has long been a part of the corporate culture. The need for strategic decision-making became evident after World War II; this will be discussed in detail in the literature review. Strategic decision-making is also essential because most organizations are now using project teams to complete certain tasks. Therefore, the ability of managers to make strategic decisions is important. In recent years, project management has become increasingly more popular. In addition, the importance of strategic decision-making has become more prominent. The development of new ideas and concepts has led many organizations to seek out project managers to implement the new innovative projects properly. There is evidence to suggest there is a shortage of project managers, which is a reflection of the changing corporate environment. To combat this shortage of project managers many business schools have begun to offer specializations in project management."
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Strategic Decision Making, 2007.
This paper investigates how senior management influences peers to adopt cultural change within a decision-making context.
5,854 words (approx. 23.4 pages), 7 sources, MLA, $ 140.95
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Abstract
The paper reveals that the strategic decision-making process is an essential part of the success of a company. The paper looks at factors such as risk tolerance and cultural background that influence the decision. The paper explains that risk tolerance is used to measure how many risks a business is willing to assume in the carrying out of organizational goals. The paper explores the role that cultural background plays in the decision-making process and shows how in certain cultures, the decision-making process can almost be predicted based on the cultural norms of the society. The paper concludes that that risk tolerances and cultural background influence the decision- making process of senior managers.
Outline:
Introduction
Strategic Decision Making and its Importance
Risk Tolerance
Cultural Background
Conclusion
From the Paper
"Strategic decision making is what separates successful companies form companies that are not successful. At every level of management that are decisions that must be made to ensure that the company is performing in the manner that it is capable of. With this being understood senior mangers have a unique responsibility in that the decisions that they make impact the decisions that lower level managers make which in turn affects the performance and direction of an entire company. As a result of this cause and effect relationship it is also essential that the strategic decisions that are being made are in congruence with the strategic goals and objectives that have already been established by the company."
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Qualitative Decision-Making, 2008.
An examination of qualitative decision-making at Eclipse Technologies Limited.
2,148 words (approx. 8.6 pages), 5 sources, MLA, $ 67.95
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Abstract
This paper explains that many companies have now embraced a decision-making process that is not solely dependent on financial statistics, but will add more to the company than profits. The paper further explains that, although, quantitative factors will continue to be important, more companies are engaging in analyses that focus on human resources, economic factors that affect demand and supply, and quality measures. The paper then looks at how this approach applies to Eclipse Technologies.
Outline:
Incremental Cost Analysis
Non-Financial Factors for Eclipse Technologies
The Role of Technology at Eclipse Technologies Limited: A Qualitative Assessment
Demand and Supply Characteristics: Understanding the Market/Consumer Structure
Human Resource Model for Eclipse Technologies Limited
Why Focus on the Strategic Development of Employee Loyalty?
Total Quality Management
Conclusion: Qualitative Versus Quantitative Factors
From the Paper
"Technological advancements have allowed communication and information technology to cost less and be more efficient to market and produce goods. As such Eclipse Technologies should consider efficiencies related to technology, that are not related to the financial aspects, that is, there has to be an evaluation related to the supposed benefits of technology and how they impact operations based on the choices to expand the Nass operations or to establish a new operation in Lisbon."
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Organizational Decision-Making, 2007.
This paper discusses organizational management, through an analysis of Derek S. Pugh and David J. Hickson's 'Writers on Organizations' and Leslie W. Rue and Lloyd L. Byars' 'Management: Skills and Application'.
1,628 words (approx. 6.5 pages), 2 sources, MLA, $ 53.95
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Abstract
In this article, the writer notes that understanding organizational behavior requires an examination of the decision-making processes and opportunities that organizations face. The writer explains that in part 3 of 'Management: Skills and Application', Rue and Byars point out the efficacy of strategic and operational planning on the decision-making process. The writer then relates that Pugh and Hickson present 'Writers on Organizations', which includes pertinent essays illustrating the theories of Herbert A. Simon, James G. March, Vivtor H. Vroom and Michel Crozier. The writer maintains that each theorist approaches organizational decision-making from a unique perspective, illuminating the complexities of the decision-making process. Moreover, the theorists introduced by Pugh and Hickson illuminate the core issues outlined in the Rue and Byers Management text.
From the Paper
"Nevertheless, Rue and Byars do note that management by objectives has recently been hailed as an effective means to motivate members of an organization to incorporate personal commitments into organizational ones. Humanizing organizations seems to be a current trend in management theory, evident in the essays by Pugh and Hickson. The Rue and Byars work is more of an overview of the organizational planning environment than it is an in-depth analysis of management theory. In Chapter 7, Rue and Byars offer three basic levels at which strategic planning takes place within most organizations: the corporate level, the business level, and the functional level. Corporate planning consists of the decisions that effect firms on a grand scale: the overarching goals and strategies organizations work with. Business goals more directly deal with the competitive market environment and include issues such as product differentiation or diversification. Finally, functional strategies affect the day-to-day operations of the organization at the office or plant level."
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The Role of Leaders in Foreign Policy Decision Making, 2004.
A discussion of the importance of leadership characteristics in the political arena.
912 words (approx. 3.6 pages), 2 sources, MLA, $ 32.95
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Abstract
This paper discusses how the role of a leader in foreign policy decision making is often complicated by the need to balance both the leader's political base at home with the nation?s best strategic interests and the best interests of allies in the geopolitical power structure abroad. This paper provides examples to demonstrate the fine line a leader must walk while making foreign policy decisions and how foreign policy decisions may backfire on the leader and, indeed, on the nation, later on.
From the Paper
"The first U.S. president to initiate an intervention into Iranian affairs was Dwight Eisenhower, in 1953, Ike?s first year in office. His Central Intelligence Agency (CIA) and his national security advisors counseled Eisenhower that a covert foreign policy aimed at Iran was in America?s best national interests. The CIA, according to well-known, oft-published documents, indeed planned and pulled off a bold coup in Iran (EIU.com, 2003), the first successful overthrow of a foreign government by the U.S. The operation was code-named TP-AJAX (Iranchamber.com, 2003), and it was implemented in order to depose Iran?s nationalist leader, Prime Minister Mohammad Mosaddeq, who had nationalized the Anglo-Iranian Oil Company ? much to the chagrin of the U.S. and British governments, both of which were intent on keeping a hand on the rich oil supply gushing from Iranian wells. And as a replacement for Mosaddeq, the CIA?s mission was to install ?The Shah of Iran? (Mohammad Reza Shah Pahlavi)."
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U.S.. Decision to A-Bomb Japan, 1993.
Background & step-by-step development of ethical, strategic, military, psychological & political aspects of the decision-making process.
5,850 words (approx. 23.4 pages), 18 sources, $ 135.95
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From the Paper
"Moral Considerations and the the Atomic Bomb in 1945
This paper will discuss the ethical considerations which went into the decision to drop the atomic bombs on Japan in the Summer of 1945. The first part of the paper will examine the background of the Second World War in the Pacific theater, particularly looking at the Allied insistence upon Japan's unconditional surrender and the brutal nature of the combat operations compared to those in the Western European theater. The second part of the paper will examine the physical and military condition of Japan by the summer of 1945 and discuss whether Japan was already defeated militarily. The third part of the paper will discuss the decision on the part of the American military and political leaders to use nuclear weapons, focusing on the particular decision-making process and the attitudes of the.."
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Ansoff and Mintzburg, 2005.
A comparative analysis of business theorists H. Ansoff and H. Mintzberg views on strategic decision making.
1,184 words (approx. 4.7 pages), 7 sources, MLA, $ 40.95
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Abstract
This paper examines how business theorist Ansoff believes that strategy involves firms choices of products and markets, while Mintzberg defines strategy as a plan according to managerial intentions. It looks at how Ansoff's theory works better in mature or stable markets and Mintzberg's in dynamic markets.
From the Paper
"Much of the debate between the two scholars can be boiled down to competing premises: Ansoff sees strategy as the end result of rational actors seeking to maximise outcomes, while Mintzberg sees a near-spontaneous order emerging out of practices. Both have roots in different schools of economic thought, the neoclassical and Haykeian/Austrian respectively. The great debate between theorists is unlikely ever to be solved because so much strategy is simply a "black box."
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Global DSS and Strategic Planning, 2005.
Questions if a decision support system (DSS) can improve strategic planning within a multi-national organization.
4,128 words (approx. 16.5 pages), 16 sources, MLA, $ 110.95
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Abstract
This paper explains that a decision support system is an all-inclusive term for all methods and tools and technologies that help an organization carry out its decision making process and support its decision-making. It shows how a computerized system may be referred to as a decision support system, especially when it does not involve the 'online transaction processing system' -OLTP. This is when software is helpful to the manager of a company by making certain decisions relating to the company and then the software or the PC that it runs on will be referred to as a decision support system or DSS. It explains that in addition, other information systems such as the EIS or 'Executive Information Systems' can all be put together under the category of 'decision support systems'.
From the Paper
"The enterprise wide decision support systems are generally linked to large data systems and it would be used by a large number of managers within the company. This system facilitates a manager of a company that uses it to find out and get information about anything that would help him make his decision within a few minutes, that is, information is at his finger tips at all times. All relevant data can be either sliced up or diced up, or drilled down and graphed and charted up so that it is easily readable and comprehendible. A good example of a company that used this method of enterprise wide decision is the Mervyn Departmental Stores, which developed the 'decision maker's workbench' in the year 1994. Employees using this method have testified that the decision making process is infinitely easier and faster after using the DMW. Analyses are performed by the DMW on the present trends, performances and the stock inventory of the Mervyn Store. (What is a Decision Support System?)"
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Strategic Planning, 2005.
An in-depth look at strategic planning in the organizational environment.
7,788 words (approx. 31.2 pages), 25 sources, APA, $ 169.95
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Abstract
Strategic planning is important in the organizational environment, so it is equally important to understand the nuances of, and differences between, different models of strategic planning. It is also important to distance strategic planning from other associated issues such as strategic decision-making in terms of providing a definition and analyzing current issues. Some of the theoretical framework for this paper, which examines strategic planning in the organizational environment, comes from previous theories as well as present voices, including Maslow?s 'Hierarchy of Human Needs' and Porter?s 'Five Force Analysis'. This paper primarily serves to illustrate strategic planning from an introductory standpoint and moves on to discuss the meaning of strategic planning (illustrated through example and through the theoretical connections mentioned above), the models of strategic planning that are most often used (qualitative and quantitative models included in the analysis), and, finally, the lessons that can be learned from the application of these concepts of strategic planning.
From the Paper
"In formulating a strategic plan, it is also important for the organisation to consider ?speed and agility in responding to new market trends and changing competitive conditions; know-how in creating and operating a system for filling customer orders accurately and swiftly; and expertise in integrating multiple technologies to create families of new products.?(Thompson and Strickland, 1997, p. 128). Coming from this
initial perspective of core competency, one can also assess the strategy of possessing first mover advantage. ?While a core competence is something a company does well internally, what makes it a core competence, as opposed to just a competence, is that it is central to a company?s competitiveness and profitability rather than peripheral?
(Thompson and Strickland, 1997, p. 128). First mover advantage is also about centralizing competitiveness and adopting a strategic plan that is based on a real-world competitive environment."
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Strategic Planning, 2002.
A definition and explanation of strategic planning and its application for businesses and governments.
4,803 words (approx. 19.2 pages), 20 sources, MLA, $ 122.95
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Abstract
This paper defines strategic planning and the basic premises of the concept of planning. The paper presents a review of the literature in the area, in order to study the effect of strategic planning in organizations. The study poses certain questions in the area of effectiveness of strategic planning that need to be addressed by future researchers in the field.
Contents:
Table of Contents
Summary
Thesis
Introduction
Strategic and Tactical Planning- Definition
Strategic Planning ? Through the Years
The Eight Maxims of Strategy
Benefits and Costs Associated with Strategic Planning
The Need for Strategic Planning
Successful Implementation of Strategies
The Effects of Strategic Planning - Literature Review
Strategic and Tactical Planning ? A Case Study of the Early 1990s
Strategic Planning ? The Present Scenario
The Conclusions, Recommendations and Areas of Future Research
References
From the Paper
Though the concept of planning is generally known to all and sundry, it assumes confusing connotations in business parlance depending on the prefixes added to it such as long range planning, annual planning and strategic planning. Long range planning is usually associated with forecasting, annual planning with budgeting and strategic planning with the growth strategy of the organization. The term ?Corporate Planning? offers yet another implication, however, it is usually an overall organizational plan including all the other plans and is mainly guided by strategic planning and strategic management principles.
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Public Policy-Making Process, 2006.
A review of public policy making and the public policy-making process.
2,114 words (approx. 8.5 pages), 9 sources, APA, $ 66.95
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Abstract
This paper takes a look at the process of public policy making. According to the paper, the policy making process that occurs in governmental organizations is a complex process that involves many organizations and entities, and is inclusive of several stages in the policy-making process. The paper further discusses the thesis of Charles E. Lindblom and Edward Woodhouse.
Outline:
Introduction
The Nature of Policy
Different Kinds of Policy Analysis
How Perceived Problems gets on the Public Agenda
The Major Players in the Process
The Decision-Making Processes Used to Adopt Policies
The Environment Within Which Policy Must Take Place
How Federalism Impacts the Policy-Making Process
Assessment of the Process Using the Thesis of Lindblom and Woodhouse
From the Paper
"Policy analysis is stated to have its limitations in the work of Lindblom and Woodhouse and the policy-makers are generally given too much advice or information which is incidentally extensive but does not offer a contrary or different point of view. Another limitation exists in the fact that while one group would hold that the correct action was taken yet another group would believe that the action was incorrect and this is based on individual reasoning. Stated is: "There runs a deep and wide river of information and opinion fed by many springs, from formal research projects to letters to the editor, some of which makes it way into the thinking of those with direct influence over policy." [p.15]"
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The Baldridge Criteria for Strategic Planning, 2007.
The paper examines how the Australian National University and the University of Colorado at Boulder's strategic IT plans measure against the Baldrige criteria for assessing strategic planning.
1,064 words (approx. 4.3 pages), 3 sources, MLA, $ 37.95
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Abstract
The paper discusses the strategic IT plans of the Australian National University and the University of Colorado at Boulder. The paper examines the Baldbridge criteria for performance excellence and whether these universities will attain this level of quality. The paper concludes that despite impressive strategic IT plans, each university has much work to do in order to to reach and stay at the level of quality performance as defined by the Baldrige standard.
Outline:
Executive Summary
Baldbridge Criteria for Performance Excellence
The Essence of any Strategic Plan: Goal Alignment and Agility
Goal-based diagnosis
Making Change Last
Summary
From the Paper
"In comparing the strategic IT plans of the Australian National University and the University of Colorado at Boulder, similarities and differences become quickly evident. When the Criteria for Performance Excellence (2007) are taken into account in conjunction with comparing each strategic plan, the variation in depth of commitment to customers (end users of the systems) needs both today and into the future, and the role of Web Services and XML to streamline availability of data to the many applications that students rely on was much more evident on the University of Colorado at Boulder plan. Further, the assumptions of how educational technology, web-based student services, the role of the middleware layer in ensuring enterprise application integration (EAI) between systems, and the role of systems and IT governance were also more prevalent in the University of Colorado at Boulder plan. The Australian plan however did focus on how to streamline help desk and support processes to better serve users who were in need of assistance."
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Strategic Plan for Harley-Davidson, Inc., 2005.
A five-year strategic plan for Harley-Davidson, Inc., new vision and mission statements, strategic planning tools including matrices and their interpretation.
15,000 words (approx. 60.0 pages), 35 sources, APA, $ 249.95
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Abstract
This paper provides the outcomes of the strategic planning process for Harley-Davidson, Inc. The first step includes a Competitive Profile Matrix, a vision statement, a mission statement and an external and internal analysis of Harley-Davidson, Inc. The second step is the Matching Stage where Harley-Davidson, Inc.'s internal strengths and weaknesses are matched with its external opportunities and threats. Several matrices, including a SPACE Matrix, an Internal-External Matrix, a Grand Strategy Matrix and a Quantitative Strategic Planning Matrix are developed and help in the selection of an appropriate strategy for Harley-Davidson, Inc. The firm's management selected to pursue from the intensive strategies. These include market penetration, market development, product development and concentric diversification, as well as a focus strategy. The more attractive strategic alternative that H-D will pursue is market penetration of its Buell Motorcycles line. The paper contains many tables and figures.
Paper Outline:
Abstract
Introduction to the Consulting Company
Company Description
Competitive Profile Matrix (CPM)
Vision Statement
Mission Statement
External Analysis
Long Term Analysis
Long-term Objectives
Matching Stage
The Strategic Position and Action Evaluation (SPACE) Matrix
The Internal-External (IE) Matrix
Grand Strategy Matrix
Quantitative Strategic Planning Matrix (QSPM)
Strategy Selection
Implementation Issues
References
From the Paper
"H-D's long-term strategic and financial objectives involve increasing its global market share by expanding sales of its high performance and lighter-weight motorcycles to attract women and younger riders while continuing to excel at capturing the loyalty of its older targeted market. It will do this by increasing customer awareness of its high performance and lighter-weight motorcycles and connecting to its already well-known brand name that exudes high quality and excellent service. The goal of this objective is to have a long-range effect of increased sales of its heavyweight motorcycles as the high-performance and lighter-weight motorcycles are often starter motorcycles for first time riders."
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Strategic Management, 2002.
Outlines the main lessons learned from a strategic management course and an overview of other issues pertaining to strategic partnerships.
4,854 words (approx. 19.4 pages), 12 sources, APA, $ 123.95
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Abstract
This research paper is divided into two parts. The first part outlines the major lessons learned from a graduate strategic management course. This includes the entire strategic planning process involving the hierarchical levels of strategy PEST analysis, strategic development and implementation, organizational structure, and leadership. The remaining part of the paper discusses advantages and disadvantages of strategic partnerships, ethical considerations in implementing strategy, and the contribution of SWOT analysis in strategic planning and other issues.
From the Paper
"Thus from the discussion above, it is evident that it is not sufficient for the companies to survive the tough competition by identifying and reviewing their internal issues including strengths as well as weaknesses and their external issues including opportunities and threats (Ferrell et al., Marketing Strategy, 1998). For the adequate, fruitful and productive application of the SWOT analysis in the strategic planning process, it is highly significant for the companies to realize the need to diminish weaknesses as well as the possible threats that include expected and the unexpected hazards (Ferrell et al., Marketing Strategy, 1998). In addition to the above, weaknesses must be considered as possible converters for strengths."
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Strategic Management: Philosophy or Management Technique?, 2002.
Discussion of what the term "strategic management" has meant in the past and what it means today, and how significant strategic management is in a global economy.
1,150 words (approx. 4.6 pages), 7 sources, $ 44.95
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Abstract
Not too long ago, strategic management was a term that applied to a company's short- and long-term planning goals. Such planning was generally done by senior-level officers or their designated experts in the company. Today, with the global economy growing every day, strategic management has taken on a new meaning, making it both a management technique and a philosophy.
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