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B207 (Block 3 Building long term success (The Empowerment era (new…
B207
Block 3 Building long term success
leadership
motivational theories
characteristics of a good leader
identifying leadership
what is a leader
training for leadership
shareholders value
measurement choices
meauring issues
problems with historic accounting costs
value
value players
value of innovation
organisation
othr interest groups
investors and lenders
employees
goverment
suppliers
Clients and consumers
politics of business
build long term success
Operational risk
Managing operational risk
assessing risk
Operation resilience
Uber case study
Mobile phone app
black cab
London
Quality
perception based quality
continuously improving quality
Short term success
Planning for Short , Medium and long term success
Long term success
Time and innovation
Cycles of innovation
Introducing employment relations
Decline of union power
Flexible working
Creating shared value
Ecosystem of shared value
Michael Porter & Mark Kramer 2011
The Empowerment era
new challanges
Employment
Employ ability
new opportunities
change managment
long term change
sustainable transformation
Block 2 Competing in global context
Transfer pricing
The Arm's Length Principle
Alternative approaches: unitary taxation with profit apportionment
Transfer mis pricing : Traditional approach
international operations
Economic and financial flows in globalised world
Balance of payment
The current account
The capital account
The financial account
Competition among businesses
Suppliers
Direct industry competitors
Buyers
Substitute goods for service
Potential entrants
exchange and foreign currency
Over coming exchange rate problems
Change in supply of and demand for a currency
Impact of exchange rate
Shift in supply of the currency to the foreign currency markets
Government interventions in the foreign currency markets
demand for £ from abroad
supply of £ to the foreign currency market
Shift in demand for currency
Reaching equilibrium in currency markets
competition and trade among countries
Porters diamond model
Theory of absolute competitive advantage
Theory of relative comparative advantage
Porters five forces model
city leadership and business opportunities
supply chain management
fundamental of international financial reporting
branding in global context
Global & Local branding
Critical reflection on branding
innovation
Brand tribes & Brand communities
local brands
Global brands
international brands
Block 1 Big ideas in organisations
Non-profit
Voluntary
doesn't earn a profit for its owners
pros of competition
motivation boost
increase productivity
encourage innovation
self development
cons of competition
increased stress for the members
no team work
unhealthy competition with detriment to the customer
reduction in morale
Models of delivery
voice model expression of satisfaction pr dis-satisfaction
command and control target driven
trust model managers and professionals making decisions or users
Big ideas in organisations
B207
The politics Choice ( Le Grand & Enthoven , 2007)
Public and no-profit management
demand particular values and skills
Doesn't earn a profit for the owners