Strateegiline juhtimine eksam Wahl (1)

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Sarnased õppematerjalid

24

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Starteegiline juhtimine

eesmärgid, mis aitavad äriühingul täita oma missiooni ja liikuda oma visiooni suunas. Starteegilise juhtimise tsükkel: visioon/mission, väärtused; teadmised, oskused; tegevused, tulemused-tagasiside. Strateegia on eesmärgistatud kavand, mis sobitab omavahel organisatsiooni ressursid, struktuuri ja kultuuri (tugevused, nõrkused) väliskeskkonna muutustega (võimalused, ohud). Strateegiline juhtimine on otsuste ja tegevuste kogum, mis kindlustab pikas perspektiivis äriühingu jätkusuutliku tulemuslikkuse. • Organisatsiooni seire, formuleerimise, elluviimise, hindamise ja kontrolli protsess. Strateegilist juhtimist iseloomustab: • Interdistsiplinaarsus  Organisatsioon kui tervik • Fookus väliskeskkonnale  Majandus  Konkurents  Turg • Fookus sisekeskkonnale  Ressursid ja võimekused • Fookus tulevikku  Otsused  Plaanid  Muutused

Juhtimine

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Strateegilise juhtimise konspekt

Strateegilised otsused on: Harukordsed (rare)  Põhjuslikud (consequential) Juhislikud (directive) Strateegilise otsustusprotsessi etapid: 1. Hinda praegust tulemust 2. Vaata üle äriühingute valitsemine 3. Uuri ja hinda väliskeskkonda 4. Uuri ja hinda organisatsiooni sisekeskkonda 5. Analüüsi strateegilised faktorid (SFAS) 6. Loo, hinda ja vali parim strateegia (TOWS) 7. Vii valitud strateegia ellu 8. Hinda elluviidud strateegiaid VALITSEMINE VS JUHTIMINE governance is the work of the board of directors or other governing body Management is the work of the executive management team (KKK) INSTITUTSIOONID Juriidilised alused o Tsiviilseadustiku üldosa seadus o Äriseadustik o Võlaõigusseadus o Väärtpaberituru seadus o Börsi reglement o Pankrotiseadus Euroopa Liit ­ püüded ühtlustamisele o OECD ühingute valitsemise printsiibid

Juhtimine

78

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Employee Relations

Employee Relations 1 BSB50618 DIPLOMA OF HUMAN RESOURCES MANAGEMENT BSB51918 DIPLOMA OF LEADERSHIP AND MANAGEMENT BSBWRK510 Manage employee relations  ii This workbook has been designed for use in conjunction with information and materials provided at lecture and tutorial sessions. Students should attend all timetabled sessions so they can obtain all subject information. Students should read and understand all materials provided. Information that is available in digital form is not included in this workbook in the interest of the environment. Publisher: Young Rabbit Pty Ltd

Avalik juhtimine

34

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SUSTAINABILITY REPORTING GUIDELINES

TALLINN UNIVERSITY OF TECHNOLOGY SUSTAINABILITY REPORTING GUIDELINES Report Composers: Meelika Koitjärv EABM03 000502 Sandra Oisalu EABM03 000484 Tallinn 2004 2 PREFACE The Board of Directors of the Global Reporting Initiative (GRI) is pleased to release the 2002 Sustainability Reporting Guidelines. From an institutional perspective, it marks the beginning of the cycle of release, testing, review, and revision under GRIs new governance structure. The GRI was launched in 1997 as a joint initiative of the U.S. non-governmental organisation Coalition for Environmentally Responsible Economies (CERES) and United Nations Environment Programme with the goal of en

Majandus

36

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Tarkvara kokkuvõte inglise keeles

vaja pidevalt sooritada töökangelastegusid. Ka (juhuslikult) õnnestunud projekti kordamiseks peaks meeskond ja selle liikmete rolled samad olema. Seega, 1se taseme puhul võime küll rääkida üksikisikute võimekusest ja küpsusest, mitte aga organisatsiooni küpsusest. 2.tase – Repeatable – korratav. Sellel tasemel on määratletud tarkvaraprojekti juhtimise poliitikad ja nende poliitikate elluviimise protseduurid määratletud. Uute projektide plaanimine ja juhtimine toetub kogemustele analoogsete projektidega. Protsessid on praktikas läbiproovitud, dokumenteeritud, kohustuslikud, on läbi viidud opposed ja treeningud. On loodud tingimused protsesside edasiseks täiustamiseks. Paneme tähele, et tunduvalt on vähenenud sõltuvus üksikisikust, mis tõsisemate ettevõtmiste korral (nt. finantsinstitutsioonid) on turvalisuse seisukohalt äärmiselt oluline. 3. tase – Defined – määratletud

Tehnoloogia

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Introduction of SCM

INTRODUCTION OF SUPPLY CHAIN MANAGEMENT (SCM) A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. Supply chains exist in both service and manufacturing organizations, although the complexity of the chain may vary greatly from industry to industry and firm to firm. Supply chain management is typically viewed to lie between fully vertically integrated firms, where the entire material flow is owned by a single firm and those where each channel member operates independently. Therefore coordination between the various players in the chain is key in its effective management. Cooper and Ellram [1993] compare supply chain management to a well-balanced and well-practiced relay team. Such a team is more competitive when each player knows how to

Kategoriseerimata

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Public Administration and Innovation

Preparing for exam. Focus areas Defining innovation ● “An innovation is an idea, practice, or object that is perceived as new by an individual or other unit of adoption.” (Rogers 1952) ● CIS survey: “Product innovations must be new to your enterprise, but they do not need to be new to your market”. ● “Companies achieve competitive advantage through acts of innovation. They approach innovation in its broadest sense, including both new technologies and new ways of doing things” – (Porter 1990) ● “An innovative business is one which lives and breathes “outside the box”. It is not just good ideas, it is a combination of good ideas, motivated staff and an instinctive understanding of what your customer wants” – (Branson 1998) ● “...novel implementation of an invention, discovery, new or existing knowledge in economic process” (Joseph A. Schumpeter) ● An innovation is the implementation of a new or significantl

Public Administration

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IT Strateegia IT Ettevõttele

Table of Contents 1. Background ..............................................................................................................................2 2. Business Plan............................................................................................................................2 2.1. Mission..............................................................................................................................2 2.2. Values ...............................................................................................................................2 2.3. SWOT Analysis of the Organization ................................................................................2 2.4. Opportunities ....................................................................................................................3 2.5. Primary Processes ........................................................................................

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