what's meant by the core competence and tynergy components of strategy? give example?
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Hey kid- Ask your teacher for help, were not here to do your homework for you.
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1. Competence \n You are knowledgeable in the subject areas relevant to your organization's success; \nYour knowledge is seasoned and tested; \nYou are successful, with a winning track record. \n\n2. Integrity \n You keep your word ... always; \nYou do what is right ... always; \nYou are truthful in your words and actions; \nYou do not tolerate "looking the other way"; \nYou choose the more difficult right over the easier wrong; \nYou have in-depth understanding of others and connect with their struggles to know their own limitations - often this comes from experiencing deep, personal loss and pain, which helps you to gain humility; \nYou guard your principles and convictions; \nWhat you do is a demonstration of who you are; \nYou are honest and admit mistakes. \n \n3. Values \n You establish clear statements of the organization's values to guide the behaviour of employees; \nYou live your organization's values; \nYou audit the organization's adherence to its values; \nYou demonstrate social responsibility to the greater community. \n\n4. Vision \n You have a clear picture of your organization's vision and direction; \nYou foster the development of a common vision for your organization or department; \nYou have a strong sense of direction; \nYou have well-thought-out plans to achieve; \nYou accept public accountability to achieve the plans; \nYou are committed to continuous growth. \n\n5. Passionate Commitment \n You engage people's hearts, emotions, and passions to achieve the organization's vision; \nYou inspire people to work at their full capabilities; \nYou create enthusiasm and a desire to excel; \nYou expect positive results; \nYou have high and sustained energy; \nYou persevere to see plans through to completion. \n\n6. Decisiveness \n You demonstrate sound analyses and timeliness; \nYou have the courage to take risks to achieve superior results; \nYou recognize that decisions are judgements, not consensus on the facts; \nYou make decisions when faced with opportunities. \n\n7. Effectiveness \n You focus on results versus tasks, techniques, and tools; \nYou build on strengths - your people's and organization's resources - not on weaknesses; \nYou work efficiently, making good use of priority and time management tools; \nYou achieve superior results and routinely exceed expectations. \n\n8. Understanding of People \n You listen; \nYou know, respect, and value the concerns and capabilities of others; \nYou care about employees' successes and growth to reach their potential; \nYou are concerned for your employees. \n\n9. Team-Building \n You earn the respect of others; \nYou create group commitment to achieving collective goals; \nYou state expectations with clear specific directions and priorities, resources, limits, measures, and results; \nYou empower others to accomplish results; \nYou guide and support; \nYou address non-performance and conflict; \nYou stimulate employees to reach their potential; \nYou encourage joy in work; \nYou assist employees to change with grace; \nYou encourage contrary opinions; \nYou provide challenging assignments; \nYou acknowledge and show appreciation; \nYou develop future leaders. \n \n10. Self-Confidence \n You are willing to face reality; \nYou are sure of your capabilities; \nYou are comfortable and clear about your limitations; \nYou have a strong sense of your worth. \n\n11. Continuous Learning \n You thirst for new knowledge; \nYou vigorously seek new ideas.
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Welcome To Ross International\n\nUsing Lean principles to delight you and your customers by delivering more value for less cost. Guaranteed. \n\nhttp://www.rossinternational.co.uk/
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Skills- Business development.  That's something no company has enough of.\n\nResponsibilities- Emphasize completing tasks, and customer satisfaction.
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When setting objectives, list down key result areas for each particular objective, as well as a matching measurable performance indicators. the strategies must then be set in line with your objective and must answer to your key result areas and measured through performance indicators.\n\nFor example, your main company goal is to increase profitability and your main strategy being to increase sales by providing higher comission rates to agents surpassing their quota, your Key Result Area would be the total sales of say $1,000,000.00 per agent. your agent's actual performance would then be matched to your set KRA and would measure as Performance Indicator.
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Business has never been as competitive, fast and eveloving as it is today. Easy and boundry less communication and integrating global economy is a reason for it. In such a global economy only those businessess survive which are better placed and managed.\n\nHuman resource is the most important element of any organizaiton and it is also the most difficult to manage element within the business. So managerial knowledge is utmost important in steering a business in todays global economy.\n\nStategic management is totally different. It is the process of putting the strategy together and implementing it within an organizaiton. A strategy is broadly classified in 3 level: Corporate Level Strategy, Business Unit Strategy, and Functional Level Strategy. Corporate level strategy is the strategy for the whole business, ie where the business is going, how should it grow/expand, what business areas it should concentrate and areas it should leave. Strategic managment basically deals with this segment of corporate planning.\n\nIn todays business world it is the most important function of corporate planning and business management, without which a business might loose focus, run wayward and waste resources.
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management that works by trying to assess competencies and measure performance based on competency levels.\n\n(you thought i was going to say competent management is a contradiction in terms, didn't you?)
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In advertising, as in many aspects of life, there are STRATEGIES and there are TACTICS.  \n\nStrategy is your company's long term marketing scheme.  For example, Dodge is a major car manufacturer.  What is there STRATEGY?  The Dodge strategy is to attract young, active, men who are interested in muscle cars and performance, as well as the rugged outdoor types for the pick-up truck segment.  A third strategy is the business use of their heavy duty trucks.\n\nSo...what is a TACTIC?  A tactic is a move you make to implement your creative strategy.  In the example of Dodge, a tactic they might utilize is to sponsor outdoor events where people that fit their target demographic might see the cars in action.  The tactic follows the strategy.  Without a solid strategic plan, tactics have no cohesiveness to them.  \n\nI'm sure if you look around, you'll find LOTS of examples of GOOD STRATEGY being backed up with SOLID TACTICS.  You'll also find tactics being employed without strategy...this usually looks like chaotic "let me advertise everything to everyone everywhere" marketing.
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Good companies have realized that its major assets are the competent human assets that it holds.\n\nA focussed and well defined HR Policy, covering from recruiting the right people, to training, development and reciprocating HR will ensure success for any company.\n\nWhat you have asked is a complete semester study program and is too vague to comment in such a short space but nevertheless, in a nut shell:\n\n1. Focussed, clear and objective job descriptions is a start.\n\n2. The advancement levels and pre-requisites for each job.\n\n3. Basic ingredients required by the successful candidate.\n\n4. Recruiting the right candidate.\n\n5. Providing adequate training and support.\n\n6. Provide opportunties for HR growth and polishing skills.\n\n7. A clear and healthy compensation plan.\n\n8. A clear and conducive serevence policy.\n\n9. A well-defined reward and accountability policy.\n\n10. Clearly understand, IT IS PEOPLE WHO MAKE COMPANIES BIG OR SMALL & IT IS PEOPLE WHO HELP COMPANIES ACHIEVE OBJECTIVES.\n\nThink of it this way: Your best friend is your body, if you look after it well, you can do what you want, if your body gives way then it is all a dream that remains. But for the body to function well, you should sharpen your mental skills, improve your health conditions, employ discipline etc.
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A lot.  But here are a few:\n\nBrings people together (gathers support)\nGood utilization of resources\nEncourages particpation and ownership of a process\nMotivates\nEngenders loyalty\nSets a positive example\nClearly defines goals\nStrategic and tactical thinker
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The strategies for large companies might be a bit more vague. Also the implementation might involve hiring more people or moving other projects out of the way.
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CMMI is a model for process improvement.  Companies use process to make sure things they do are repeatable and of high quality, providing value to their customers.  But some companies are more mature than others, and CMMI is one way companies can be assessed to see how mature they are.  There are five levels, 1 - 5, from least to most mature.  The company does not have to be a I.T. company.  It can theoretically be any company, but many of the companies assessed for CMMI tend to do software of some sort.\n\nSEI - Software engineering institute - is the organization that came up with the CMMI and its predecessor (CMM).  It is sponsored by the Department of Defense, and is based in Carnegie Mellon University in Pittsburg.\n\nThere are mandates in the government about contracting with companies that have at least a certain maturity level (usually 3).\n\nYes, there are level 4 companies.
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mixed strategy means that both players choose their actions (rows/columns of matrix) randomly, but with some known probability.  \n\nStrategy is defined by those probabilies, and then regular NE definition applies - strategy of each player is best response to what everybody else is doing (i.e. a player can't improve their expected payoff by changing probabilities)
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Competence implies that you are good at what you do! It gives a sense of pride and a job well done at the end of the day!
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Concept-Mapping is a tool for assisting and enhancing your ability to think and learn.\n\nSee the link below for a detailed explanation.
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It is basically the Six Sigma Methodology but integrated with Lean Manufacturing Tools in the Define Phase and in the improvement process.\n\nYes, I am an Industrial Engineer... also a Six Sigma Black Belt, and was trained in Lean Manufacturing.  If you need more info email me... nunezf@yahoo.com
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Strategic planning consists of the process of developing strategies to reach a defined objective. As we label a piece of planning "strategic" we expect it to operate on the grand scale and to take in "the big picture" (in contradistinction to "tactical" planning, which by definition has to focus more on the tactics of individual detailed activities). "Long range" planning typically projects current activities and programs into a revised view of the external world, thereby describing results that will most likely occur (whether the planner wants them or not!) "Strategic" planning tries to "create" more desirable future results by (a) influencing the outside world or (b) adapting current programs and actions so as to have more favorable outcomes in the external environment.\n\nStrategic planning takes place primarily in military situations (see military strategy), in business activities and in government. Within business, strategic planning may provide overall direction (called strategic management) to a company or give specific direction in such areas as:\nFinancial strategies\nHuman resource/organizational development strategies\nInformation technology deployments\nMarketing strategy\n\nWithin government, strategic planning provides guidance for organizational management similar to that for business, but also provides guidance for the evolution or modification of public policy and laws. Areas of such public policy include:\nFunding of infrastructure and rate-setting (streets, water-supplies, sewers, and parks)\nFunctional plans such as for land use, transportation, and water resources\nGrowth management and/or comprehensive planning\n\nBut strategic planning can occur in a wide variety of activities from election campaigns to athletic competitions, as well as in strategic games such as chess. This article looks at strategic planning in a generic way so its content can apply to any of the above areas. An effective strategy will:\nHave the capability to obtain the desired objective\nFit well both with the external environment and with an organization's resources and core competencies - it should appear feasible and appropriate\nHave the capability of providing an organization with a sustainable competitive advantage - ideally through uniqueness and sustainability\nProve dynamic, flexible, and able to adapt to changing situations\nSuffice on its own - specifically providing value or favorable outcomes without the need for cross-subsidization\n\nRead more at http://en.wikipedia.org/wiki/Strategic_planning/\n\nHope this helps.\nGood luck.