C) Provide the senior managers of Alphabet Games with a set of guidelines to follow that would enable them to carry out an effective SWOT analysis. Provide guidelines of SWOT analysis. We can define SWOT Analysis as a strategic planning tool utilized to evaluate the Threats, Weaknesses, Strengths , and Opportunities involved in a business venture or in a project or in or in any other case of an organization or individual to pursuit of an objective it must requiring a good decision. It includes observing the advertising environment, interior and outer to the person or company. "Alphabet game" has seen development focused marketing that did not exist previously.
Kreps (1990) defined organizational communication as the process whereby members gather pertinent information about their organization and the changes occurring within it. Generally organizational communication has two objectives. The primary objective is to inform the workforce about their tasks and the policy issues of the organization (De Ridder, 2003; Francis, 1989). Organizational communication is defined as “transmitting news about the work from organization to employees and through employees (Phattanacheewapul & Ussahawanitchakit, 2008; Chen et al., 2005). The second goal of organizational communication is to construct a community within the organization (Francis, 1989; Postmes et al., 2001; De Ridder, 2003).
Definitions Organizational control – this term consents with the management science, control is defined as a process through which managers direct attention, motivate, and encourage organization’s members to act in desirable ways that lead to achieve the organization's objectives (Jaeger and Baliga, 1985; Merchant, 1988; Ouchi, 1977, 1979; Snell, 1992). Control mechanisms – describe the components of organizational control (e.g., standards, policies, norms) that are applied in control processes. Some researchers suggest that control mechanisms are either formal or informal according to their position along the formality continuum (Anthony, 1952; Barnard, 1938; Blau and Scott, 1962; Makhija and Ganesh, 1997; Merchant, 1985). Others, like Sitkin and George (2005) have suggested both formal and informal mechanisms represent distinct dimensions and that individual control mechanisms can exhibit both formal or informal attributes. Formal control mechanisms – include those officially a range of official and
Lacking key performance indicators – Balanced Scorecard There were no key performance indicators (KPI) on the project linking it to the organisational performance, i.e. no measurement according to specific KPI’s, neither was a balance scorecard implemented. 3.3.3. There was a lack of change management processes and practices within the project There were two main aspects that displayed complete lack of project change control and include the computer system implementation, which was later abandoned, and the customer’s representative’s request for project changes which both had a cost and time impact on the project. With no formal process in place to address change requests the project incurred additional costs as well as time delays.
1.3 Scope of the Study In many organizations, data plays very important role. The sources of the data could be from different departments, employee details, salary plan, childeren and womwn populaltion , benifit returns, etc. These data need to be transformed into meaningful and relevent informations which helps government and other concerned personals to make sound decision. This can be done by implementing data warehouse. Different architectures have been used in different Ministries to accomplish this
Introduction According to Schein (1992), organization culture is becoming very significant nowadays compared with the past because it will affect the overall performance of an organization. By understanding the organization culture, it enables managers to analyze the organization behavior in order to lead and monitor (Ojo, 2010). Organizational culture is the system of sharing the common actions, values and beliefs that develops within an organization despite the characteristic of the members are different and it will guides the behavior of its members (Schermerhorn et al., 2011, p 366). It acts as glue that holds the overall organization together with the common practices (Tichy, 1982). Pettigrew (1979) argued that style of an organization in conducting a business is mostly depends on the different level of culture based on the multifaceted set of beliefs, values and assumptions.
Excerpts from “Impression Management in Organizations” from the journal “Journal of Management Volume 14, No. 2, 1988” state that there are three reasons why a conceptual review of IM is needed in the area of management (William L. Gardener, Mark J. Martinko). First, impression management techniques employed by individuals in an organization are related with their individual success and their promotions. Second, impression management techniques are also an important mechanism to get support of others for whatever actions they are performing. Third, since many impression management techniques can be controlled and are conscious, so they can also help to influence or manipulate the manager’s behavioral repertoire for both personal as well as
The TQM literature argues that because senior managers create the organizational systems that determine how products and services are designed and pro-duced, the quality improvement process must begin with management’s own commitment to total quality. Thus, creating and designing systems that have an impact on how products and services are produced, and fostering organizational culture (Waldman, 1993) is the responsibility of leadership at the top of the organization. Leadership at other levels in the organization is in the form of team design and coaching behaviours (Wageman, 2001) and in the use of appropriate ‘control’ and ‘exploration’ structuring behaviours (Douglas & Judge, 2001). These and other behaviours such as systematic experimentation behaviours and implementing participation system behaviours are articulated in the theory developed here as key behaviours of middle and lower level leaders, thereby extending the literature’s attention to these specific behaviours at different
And those who will carry out a research in future will find it useful in meeting their goals. Literature review Several Authors have described “Strategic Management” as it involves implementation of major goals and steps taken by company top level managers on behalf of their owners looking into the resources and an assessment of the internal and external environments in which the organization competes. It provides direction to the organization and involves specifying objectives, developing the policies and plans designed to meet the organization objectives. Academics and practicing managers have developed numerous models and frameworks to assist in
CHAPTER ONE INTRODUCTION 1.1 BACKGROUND OF THE STUDY According to Oliver (2007), a long standing Chartered Institute of Public Relations (CIPR) definition of public relations is ‘the planned and sustained effort to establish and maintain goodwill and mutual understanding between an organization and its publics’. Here, the definition implies the strategic management by the inclusion of the words ‘planned’, and ‘sustained’, and the use of the word ‘publics’ for stakeholders, interested parties and other influential groups. A more recent CIPR approach is to refer to public relations as being ‘about reputation- the result of what you do, what you say and what others say about