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Shaping Business Opportunities (Human Resource Management (Employee…
Shaping Business Opportunities
Operations Management
Performance Objectives
Focused Operations
Strategy
Decisions
Workforce and organisation
Capacity and facilities
Supply chain design and integration
Technology Adoption
Internationalisation
Pros
Greater Choice
Flexibility over suppliers
Cons
Low cost labour
Working Conditions
Input-Process-Output Model
Transformation Processes
Information
Customer
Material
Marketing
Relationship
Internal
The Marketing Mix
Place
Product
Pricing
Promotion
Business-to-Business
Branding
Defining
Naming
Equity
Identity
Reputation
Globalisation
Convergence
Divergence
'Parent' Culture
Standardisation
Costly
Time consuming
Organisational strategy
Crossvergence
Context
Influence
Alternative
Quality
Six Sigma
Cost
Prevention of Failure
Monitored
Quality Assurance
Quality Control
Expectations
The quality gaps model
Improvement
Strategic improvement
Human Resource Management
Cultural Differences
Employee Relations
Flexible working
Economic exchange
Micro-economic analysis
Hiring Practices
Power of employers/employees
Macro-economic analysis
Labour Market changes
Potential reduction of bargaining power of employees
Unions
Organisational Culture
Outsourcing
Relationships
Employee
Employer
Negotations
Types
Among managers
Grievance Handling
Group problem solving
Bargaining
Identify/Seek/Adopt Practices
Innovation
Importance
Constant improvement
Maintains competitive advantage
Progress
Need for novelty
Organisational Culture
Tools for fostering innovation
Horizon scanning
Innovation teams
Idea management systems
Competition and prizes
Diagnostics
Types of Innovation
Policy
Systemic
Conceptual
Administrative or organisational
Service Delivery
Services
Value
Increasing Value
Business Incubators
Start-up Accelerators
Strategies
Competing in a global context
Tax Considerations
Exchange Rates
Transfer Pricing
International Tax Rates
Value
Estimation
Social Changes
Cultural Changes
Organisations Internally
Innovate
Improve
Success
Defining Value through different business functions
Stakeholders
Human Resource Management
Operations
Marketing
Advertising
Organisational culture
Employee encouragement for creativity
Employee empowerment
Value players
Time scales
Short term
Long term
Medium term
Identification
External factors influencing value
Idea generation
The Global Trade Environment
World Trade Organization
Competition
Comparative Advantage
Absolute Comparative Advantage
Relative Comparative Advantage
Globalisation
Trade Agreements
Creation of Barriers
Finance
Economic and Financial Flows
Balance of payments
Capital account
Financial account
Current account
Global Imbalances
Private sector spending
Public sector spending
Foreign Direct Investments
Multinationals