Literatura académica sobre el tema "Strategic Managemet"
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Artículos de revistas sobre el tema "Strategic Managemet"
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Kosztyán, Zsolt T. "CHALLENGES OF THE PROJECT PLANNING METHODS IN THE 21ST CENTURY". Problems of Management in the 21st Century 5, n.º 1 (5 de diciembre de 2012): 46–60. http://dx.doi.org/10.33225/pmc/12.05.46.
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There are a lot of project planning (like Gantt chart (Gant, 1910)) and network-based scheduling methods (like CPM, PDM, GERT (see i.e. Kelley-Walker, 1959, Pritsker 1966)), they were developed for handling traditional (e.g. construction) projects. While these methods are appropriate for the operation level - logic planning, scheduling, cost and resource allocation - of traditional project managemet, these methods can hardly be used for agile and extreme project management. Network-based methods focus on operation level, while for strategic decisions other methods should be used. Matrix-based methods can be used for planning agile methods (see Kosztyán-Kiss 2010-2013), however these methods also focused on operation level. This paper introduces an improved matrix-based method, the extended Multilevel Project Expert Matrix (xMPEM) method. This method can be used not only for operation, but strategic level of project management, where typical strategic questions arise e.g. which subprojects/tasks should be completed, how to treat priorities of completion in case of defining logic planning, how to support not only traditional but agile project management approaches. In this paper a multilevel genetic algorithm (MLGA) will be specified in order to determine possible project scenarios and possible project structures. The introduced xMPEM and MLGA methods can serve as the connection between operation and the strategic level of the project management. Key words: Project Expert System, matrix-based project planning methods, multilevel project planning.
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Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba". Kesmas: National Public Health Journal 1, n.º 4 (1 de febrero de 2007): 176. http://dx.doi.org/10.21109/kesmas.v1i4.301.
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Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit
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Muhamat Bakri, Sudadi. "MANAJEMEN STRATEGIK DALAM MEWUJUDKAN KUALITAS PENDIDIKAN DI MTs NEGERI 7 KEBUMEN". INSPIRASI (Jurnal Kajian dan Penelitian Pendidikan Islam) 6, n.º 1 (29 de junio de 2022): 38. http://dx.doi.org/10.61689/inspirasi.v6i1.317.
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Manajemen strategik memiliki peran urgen dalam peningkatan kualitas pendidikan. Penelitian ini bertujuan untuk mengetahui: (1) Bagaimana perencanaan strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen (2) Bagaimana pelaksanaan manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen (3) Bagaimana evaluasi manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen.Penelitian ini merupakan penelitian kualitatif deskriptif, data yang dikumpulkan melalui metode observasi, wawancara, dokumentasi, triangulasi, serta dianalisis dengan teknik analisis deskriptif. Penelitian ini bertujuan untuk mengetahui proses perencanaan, pelaksanaan, dan evaluasi manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen. Pada kajian manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen ini, menunjukkan bahwa: (1) Perencanaan strategik di MTs Negeri 7 Kebumen meliputi empat kegiatan yaitu pengembangan visi, misi, dan tujuan, perencanaan jangka pendek, menengah dan panjang, identifikasi faktor internal dan eksternal, serta penyusunan strategi. (2) Pelaksanaan manajemen strategik diMTs Negeri 7 Kebumen mancakup empat kegiatan yaitu menentukan kebijakan madrasah, memotivasi pendidik dan tenaga kependidikan, mengalokasikan sumber daya manusia, dan mengembangkan budaya strategi. (3) Evaluasi manajemen strategik di MTs Negeri 7 Kebumen meliputi tiga kegiatan yaitu memonitor seluruh hasil, mengukur kinerja individu dan madrasah, mengambil langkah perbaikan. Kata Kunci : manajemen strategik, kualitas pendidikan Strategic management has an urgent role in improving the quality of education. This study aims to determine: (1) How strategic planning in realizing the quality of education in MTs Negeri 7 Kebumen (2) How to implement strategic management in realizing the quality of education in MTs Negeri 7 Kebumen (3) How to evaluate strategic management in realizing the quality of education in MTs Negeri 7 Kebumen. This research is a descriptive qualitative research, the data collected through the methods of observation, interviews, documentation, triangulation, and analyzed by descriptive analysis techniques. This study aims to determine the process of planning, implementing, and evaluating strategic management in realizing the quality of education at MTs Negeri 7 Kebumen. In this study of strategic management in realizing the quality of education at MTs Negeri 7 Kebumen, it shows that: (1) Strategic planning at MTs Negeri 7 Kebumen includes four activities, namely developing vision, mission, and goals, short, medium and long term planning, identifying factors internal and external, as well as strategy formulation. (2) The implementation of strategic management at MTs Negeri 7 Kebumen includes four activities, namely determining madrasa policies, motivating educators and education staff, allocating human resources, and developing a strategic culture. (3) Evaluation of strategic management at MTs Negeri 7 Kebumen includes three activities, namely monitoring all results, measuring individual and madrasa performance, and taking corrective steps.
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Awaliah, Dewi, Arif Rahman y Dadang Kuswana. "Manajemen Strategik Customer Relationship Management (CRM) dalam Menjaga Loyalitas Donatur". Tadbir: Jurnal Manajemen Dakwah 5, n.º 4 (31 de diciembre de 2020): 337–56. http://dx.doi.org/10.15575/tadbir.v5i4.2125.
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Penelitian ini bertujuan untuk mengetahui manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di lembaga zakat Sinergi Foundation. Metode yang digunakan dalam penelitian ini ialah metode deskriptif dengan pendekatan kualitatif. Hasil penelitian manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di Sinergi Foundation dilakukan dengan baik sesuai dengan teori tahapan manajemen strategik yaitu pengamatan atau analisis lingkungan yang terdiri dari kekuatan, kelemahan, peluang dan ancaman dilakukan oleh Sinergi Foundation sebagai bahan untuk perumusan strategi. Perumusan strategi dilakukan dengan membentuk visi misi, implementasi strategi dilakukan dengan memperkuat sisi kelembagaan dan sistem organisasi dengan meningkatkan peran divisi masing-masing, evaluasi dan pengendalian dengan melihat analisa jumlah donatur dari tahun ke tahun serta mengadakan rapat evaluasi bulanan internal. Dengan demikian, ini menunjukan bahwa manajemen strategic Customer Relationship Management (CRM) Sinergi Foundation dalam menjaga loyalitas donaturnya sudah berjalan dengan baik dan mendapatkan hasil yang optimal.
This research aims to determine the strategic management of Customer Relationship Management (CRM) in maintaining the loyalty of donors in the zakat institutions of Sinergi Foundation. The method used in this research is descriptive method with qualitative approach. The result of strategic management of Customer Relationship Management (CRM) in maintaining donor loyalty in Sinergi Foundation is done well in accordance with strategic management stage theory that is observation or environmental analysis consisting of strengths, weaknesses, opportunities and threats done by Sinergi Foundation as material for strategy formulation. Strategy formulation is done by establishing mission vision, strategy implementation is done by strengthening institutional and organizational system by increasing the role of each division, evaluation and controlling by looking at the analysis of the number of donors from year to year and holding monthly internal evaluation meetings. Thus, this shows that the strategic management of Customer Relationship Management (CRM) Sinergi Foundation in maintaining donor loyalty is running well and get optimal results.
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Najib, M. y Novan Ardy Wiyani. "Strategic Management Process of Islamic Character Development of Early Children in Islamic Kindergarten". Ta'dib 21, n.º 2 (31 de diciembre de 2016): 165. http://dx.doi.org/10.19109/td.v21i2.1027.
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This research is a field research by using a qualitative research approach. The purpose in this research is to find steps in strategic management process for development character of early children in Islamic kindergarten of al-Irsyad Purwokerto, Central java, Indonesia. The results showed that the process of strategic management to develop Islamic character of early children is done through four processes. First, processing of observation environmental to develop Islamic character in Islamic kindergarten. Second, strategic formulation process for development an Islamic character of early children in Islamic kindergarten. Third, implementating strategic process for develop an Islamic character of early children in Islamic kindergarten. Fourth, strategic assesment process for develop an Islamic character of early children in Islamic kindergarten.Penelitian ini adalah penelitian lapangan menggunakan pendekatan penelitian kualitatif. Tujuan dari penelitian ini adalah untuk menemukan langkah-langkah dalam proses manajemen strategik untuk membentuk karakter anak usia dini di Taman Kanak-kanak (TK) Islam al-Irsyad Purwokerto, Jawa Tengah, Indonesia. Hasil penelitian mengungkapkan bahwa proses manajemen strategik untuk membentuk karakter anak usia dini di TK Islam dilakukan melalui empat langkah. Pertama, proses pengamatan lingkungan untuk membentuk karakter Islami anak usia dini di TK Islam. Kedua, proses formulasi strategi untuk membentuk karakter anak usia dini di TK Islam. Ketiga, proses penerapan strategi untuk membentuk karakter anak usia dini di TK Islam. Keempat, proses penilaian strategik untuk membentuk karakter anak usia dini di TK Islam.
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Paramitha, Janna y H. H. Daniel Tamburian. "Studi Manajemen Strategis Instagram @cchannel_id dalam Menjangkau Publik". Prologia 4, n.º 1 (26 de febrero de 2020): 98. http://dx.doi.org/10.24912/pr.v4i1.6440.
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Nowadays digital media hold an important role in people's lives. An important role that has helped the community is the rise of digital media like Instagram.C Channel Indonesia is one of the companies engaged in digital media, which is Instagram. Strategic management on Instagram @cchannel_id is important to be done in order to know the direction of a company. The long and short term strategies of the company are the determinants of the direction the company is headed for. Strategic Direction Instagram C Channel Indonesia wants to make number one digital media for Indonesian women and build community. The purpose of this study is to find out about strategic manajemen Instagram C Channel Indonesia's in reaching the publit. The theory used in this research is the theory of strategic management, strategic communication, New Media, and trust. The research method is qualitative with case studies. Informants who are key informants deal with Strategic Social Media, Strategic Digital Media, Strategic Human Resources, Head of Media and Production, and Instagram followers of @cchannel_id. The results show that strategic communication guides the company's strategic direction by building consumer trust in the long term strategic direction determined by C Channel Indonesia. Saat ini media digital memegang peran penting dalam kehidupan masyarakat. Peran penting yang ikut membantu masyarakat adalah munculnya media digital seperti instagram. C Channel Indonesia merupakan salah satu perusahaan yang bergerak dibidang media digital salah satunya di Instagram. Manajemen strategis di instagram @cchannel_id penting untuk dilakukan agar mengetahui arah suatu perusahaan. Strategi jangka panjang dan pendek dari perusahaan adalah penentu arah yang sedang dituju perusahaan. Arah Strategis Instagram C Channel Indonesia ingin menjadikan media digital nomor satu bagi para perempuan Indonesia dan membangun komuniti. Tujuan penelitian ini adalah mengetahui studi manajemen strategis Instagram C Channel Indonesia dalam menjangkau publik. Teori yang digunakan dalam penelitian ini adalah teori manajemen strategis, komunikasi strategis, New Media, komunikasi dan Public Relations. Metode penelitian menggunakan kualitatif deskriptif. Informan yang menjadi narasumber kunci menangani Sosial Media Strategis, Media Digital Strategis, Human Resources Strategis, Head of Media and Production dan followers Instagram @cchannel_id. Hasil penelitian menunjukan bahwa komunikasi strategis menuntun arah strategis perusahaan dengan membangun kepercayaan konsumen dan menjangkau publik untuk dapat menuju ke strategi jangka panjang yang telah ditentukan oleh C Channel Indonesia.
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Hasanudin, Hasanudin, Dadang Kusnawan y Dewi Sadiah. "Manajemen Strategik Pondok Pesantren Dalam Upaya Membentuk Santri Yang Berkarakter". Tadbir: Jurnal Manajemen Dakwah 4, n.º 3 (30 de septiembre de 2019): 305–22. http://dx.doi.org/10.15575/tadbir.v4i3.1861.
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Penelitian ini bertujuan untuk menemukan kejelasan tentang formulasi strategi, implementasi strategi, dan evaluasi serta pengendalian strategi pada Pondok Pesantren Al-Masthuriyah dalam upaya membentuk santri yang berkarakter. Metode yang digunakan pada penelitian ini adalah metode deskriptif dengan pendekatana kualitatif. Pengumpulan data dilakukan dengan teknik observasi, wawancara, dan dokumentasi sehingga data dapat terkumpul dan dianalisis dengan baik. Penelitian ini menemukan bahwa manajemen strategik Pondok Pesantren Al-Masthuriyah telah diterapkan sesuai dengan tahap-tahap manajemen strategik, yaitu formulasi strategi yang didasarkan pada hasil analisis SWOT, kemudian dituangkan dalam keputusan strategi-strategi yang menjadi nilai jual inti pondok pesantren. Implementasi strategi telah berjalan dengan baik, yaitu dengan melaksanakan program-program yang tersusun, serta penerapan tata tertib santri. Evaluasi dan pengendalian strategi dilkaukan secara terus menerus oleh pimpinan, pengurus, dan karyawan dengan agenda dan jenis rapat yang berbeda. Akhirnya dari seluruh tahapan manajemen strategik yang telah ditetapkan dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Al-Masturiyah telah dijalankan dengan baik dan menunjukan keberhasilan yang cukup signifikan dalam upaya membentuk santri yang bekarakter.
This study aims to find clarity about strategy formulation, strategy implementation, and evaluation and strategy control at Al-Masthuriyah Islamic Boarding School in an effort to form santri with character. The method used in this research is descriptive method with a qualitative approach. Data collection is done by observation, interview, and documentation techniques so that the data can be collected and analyzed properly. This study found that the strategic management of Al-Masthuriyah Islamic Boarding School has been applied in accordance with the stages of strategic management, namely the formulation of strategies based on the results of the SWOT analysis, then poured into decisions on strategies that are the core selling points of Islamic boarding schools. The implementation of the strategy has been going well, namely by implementing structured programs, as well as the application of the santri code of conduct. Strategy evaluation and control are carried out continuously by leaders, management and employees with different agendas and types of meetings. Finally, from all the stages of strategic management that have been determined, it can be concluded that the strategic management at Al-Masturiyah Islamic Boarding School has been carried out well and has shown significant success in the effort to form students with character.
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Martínez-Moreno, Omaira C., Yannet Hernández-Ibarra y Juan C. Sandoval-Zavala. "Implementando Estrategias de mercado ¿Gestión estratégica de marketing o una combinación?" Revista científica anfibios 4, n.º 2 (10 de noviembre de 2021): 20–28. http://dx.doi.org/10.37979/afb.2021v4n2.91.
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Con los requerimientos del entorno empresarial de ajustarse a las necesidades de sus clientes, resulta imprescindible implementar las estrategias de marketing adecuadas para llegar al público objetivo, sin embargo, esta estrategia puede que requiera esfuerzos de otras dependencias de la organización. Es así que se pretende examinar la relación entre gestión estratégica y marketing en aspectos primordiales como el interfaz entre cuestiones estratégicas y cuestiones de marketing y cómo se gestiona en entornos prácticos, Esta propuesta va dirigida a ejecutivos de empresas, gerentes y académicos de marketing. Para tales fines se plantea una revisión de la literatura en esta temática. Los resultados que contienen están respaldados por información empírica acerca de las perspectivas convencionales sobre el contenido de marketing, gestión estratégica y toma de decisiones, también se discuten los cambios organizativos y los argumentos teóricos que han socavado en estos conceptos
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Nurfadillah, Ni'mah, Ahmad Sarbini y Herman Herman. "Manajemen Strategik Bimbingan Manasik Haji dalam Meningkatkan Kualitas Jemaah". Tadbir: Jurnal Manajemen Dakwah 4, n.º 2 (30 de junio de 2019): 115–32. http://dx.doi.org/10.15575/tadbir.v4i2.1827.
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ABSTRAK
Penelitian ini bertujuan untuk mengetahui manajemen strategik Bimbingan Manasik Haji KBIH Masjid Raya Bandung melalui tahapan perumusan strategi, pelaksanaan strategi dan evaluasi strategi untuk meningkatkan kualitas jemaah calon haji. Agar didapatkan data yang valid penelitian ini menggunakan metode deskriptif dengan teknik pengumpulan data wawancara, observasi, dan analisis dokumen. Hasil penelitian menunjukkan bahwa manajemen strategik Bimbingan Manasik Haji di KBIH Masjid Raya Bandung yaitu melakukan pengembangan visi, misi dan tujuan untuk menjadikan jemaah haji yang mandiri, dengan melakukan Bimsik Haji yang memfokuskan terhadap teori dan praktik. Pada pelaksanaan strategi, bimsik dilakukan semaksimal mungkin oleh para pembimbing yang ahli di bidangnya. Prosedur yang dijalankan oleh KBIH Masjid Raya Bandung dimulai dari pendaftaran sampai dengan pelaksanaan ibadah haji (bimbingan di tanah air, di Arab Saudi dan pasca ibadah haji yang dikumpulkan melalui wadah Jamiatul Hujjaj). Tahapan manajemen strategik dilakukan untuk membantu KBIH menjadikan jemaah haji berkualitas.
Kata Kunci: Manajemen, Strategik, Manasik, Kualitas, Jemaah
ABSTRACT
This study aims to determine the strategic management of the Hajj Ritual Guidanceby KBIH Bandung Great Mosque through the stages of strategy formulation, strategy implementation and strategy evaluation to enhance the quality of prospective pilgrims. In order to obtain a valid data, this study uses descriptive methods with interview, observation and document analysistechniques for collecting the data. The results shows that the strategic management of Hajj Ritual Guidance in KBIH Masjid Raya Bandung is to develop a vision, mission and goals to make an independent pilgrims, by conducting Hajj Ritual Guidancethat focuses on theory and practice. In the implementation of the strategy, Hajj Ritual Guidance carried out as much as possible by the supervisors who are experts in their fields. The procedure that is carried out by the KBIH Bandung Great Mosque starts from registration to the implementation of the pilgrimage (guidance in the homeland, in Saudi Arabia and after the pilgrimage collected through the Jamiatul Hujjajorganisation). The stages of strategic management are carried out to help KBIH make qualified pilgrims.
Keywords : Management, Strategic, Manasik, Quality, Pilgrims.
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Latifah, Erlin, Yusuf Zaenal Abidin y Ahmad Agus Sulthonie. "Manajemen Strategik Rumah Amal Salman dalam Meningkatkan Fundraising Zakat". Tadbir: Jurnal Manajemen Dakwah 2, n.º 1 (30 de marzo de 2017): 68–85. http://dx.doi.org/10.15575/tadbir.v2i1.152.
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Penelitian ini bertujuan untuk mengetahui bagaimana tahapan manajemen strategik yang dimulai dari Formulasi Strategi, Implementasi Strategi dan yang terakhir Evaluasi Strategi yang digunakan Rumah Amal Salman. Metode yang digunakan dalam penelitian ini menggunakan metode deskriptif dengan pendekatan kualitatatif. Adapun teknik pengumpulan data dengan menggunakan kajian pustaka,observasi, dan wawancara secara mendalam dengan Manajer Litbang Rumah Amal Salman sebagai data primer dan sekunder. Dari hasil penelitian menunjukan bahwa pada tahapan Formulasi Strategi tentang perumusan visi,misi dan tujuan Rumah Amal Salman dengan melakukan analisis lingkungan sekitarnya terlebih dahulu untuk mempertahankan kekuatan dan mengambil peluang yang ada sehingga bisa meminimalisir kelemahan dan ancaman yang terjadi pada lingkungan sekitar sehingga bisa meningkatkan fundraising zakat.Sedangkan pada tahap Implementasi Strategi yaitu penerapan perencanaan strategis pada program kerja jangka pendek yaitu pada program Salman Day Out Picnic, jangka menengah yaitu program Kampung bangkit, dan jangka panjang yaitu pada program Manajemen kinerja Ekselen Kriteria Zakat. Dan tahapan terakhir yaitu Evaluasi Strategi yaitu mengevaluasi seluruh kegiatan kerja yang berskala jangka pendek, jangka menengah, dan jangka panjang.Untuk menghasilkan inovasi terbaru pada perencanaan stretgis pada program berikutnya. Oleh karena itu, dapat disimpulkan bahwa manajemen strategik Rumah Amal Salman telah dijalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya meningkatkan Fundraising Zakat.
This research aims to find out how the stages of Strategic Management that starts from Strategy Formulation, Strategy Implementation and the last Evaluasi Strategy used Rumah Amal Salman. The data collection techniques using literature review, observation and in depth interviews whit the Rumah Amal Salman research and development manager as secondary and primary data. From the result of the research indicate that in the Formulation Stage of Strategy on the Formulation of vision, mission and objectives of Rumah Amal Salman by conducting the analysis of the surrounding environment in advance to maintain the strength and take the existing opportunities so as to minimize the weaknesses and threats that occur in the surrounding environment so as to increase fundraising zakat. While at the Implementation Strategy stage is the implementation of strategic planning on short term work program that is on Salman Day Out Picnic Program, medium term that isin Kampung Bangkit, and long term that is in program of performance Management of Eccentric Criteria Of Zakat. And the last stage of the Strategy Evalution is to evaluate all work activities that are short term,medium term,and long term. To generate the latest innovations in strategic planning in thenext program. Therefore,it can beconcluded that Rumah Amal Salman Strategic Management has been well executed and shows significant success in efforts to increase the fundraising zakat.
Tesis sobre el tema "Strategic Managemet"
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Staněk, Filip. "Strategie podniku". Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-71996.
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The subject of this thesis is to process a future development strategy of a specific firm based on its strategy analysis. The thesis consists of theoretical and practical part, where the theoretical part describes methods and procedures, which are subsequently used in the practical part. The practical part then analyses external and internal environment of the company, based on which SWOT analysis is created. A proposal of the firm's future development is put together from the obtained data, which also corresponds with the mission and vision of the company, and is described further in more detail within the functional strategies of the individual strategy business units. At the end, the chosen strategy is evaluated from the perspective of suitability, acceptability and viability.
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Hubačka, Miroslav. "Strategická analýza společnosti Zepter International s.r.o". Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-11124.
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The aim of this work is to describe tools and methods that are used to carry out strategic analysis and using these tools and methods to carry out strategic analysis of Zepter International Ltd. Finally, this work propose the necessary recommendations and measures which should be guided by the company.
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Das, Anup Kumar. "Strategic issues in training and development in the it service industry at Kolkata region: a study". Thesis, SOMS, IGNOU, 2005. http://drtc.isibang.ac.in/ldl/handle/1849/264.
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DAS, ANUP KUMAR. (March, 2005). MBA Dissertation. New Delhi, India: Indira Gandhi National Open University.Present study deals with training and development strategies in IT service industry in Kolkata region. This study highlighted present trends and common practices in training and development activities in specific and in human resources management in general. InfoTech sector is a thrust area of economic development in developing economies, like in India. Government and private joint initiatives make this sector a sunshine industry sector. Potentials of human resources explore in the professionally managed IT service companies. The training and development activities strengthen capabilities of IT service companies and help them to achieve excellence. Present study evaluated the heart of this knowledge industry, which centered on knowledge workers. Present study briefly elaborated the training and development practices of two top-ranked companies in Kolkata and found some unique modes of delivery of training. This study also pointed out that companies placed in higher value-chain have long-term vision as compared to ones in lower in value-chain.
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Bárta, Lukáš. "Návrh obchodní strategie podniku". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224604.
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This diploma thesis deals with the creation of business strategy for the development of small company. Especially at improving competitiveness and expansion of the branch network of retail stores with cheese. The thesis is based on the theoretical knowledge. In the analytical part is analyzed the current situation and based on the results is designed business strategy for the development of the company.
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Králová, Pavla. "Strategie podniku". Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193804.
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The subject of the diploma thesis is the processing of a future development strategy of a concrete company based on its strategy analysis. The thesis is divided on two main parts, where the first describes theoretical and methodological bases, whose findings are then used in the second, practical part. To achieve the company's future strategy is used to approach of the strategic planning cycle. In its analytical part is analyzed the external and internal environment of the company by which are proposed options for the future development of the company in a strategic part, based on acceptance criteria. Finally, in the implementation of the strategic planning cycle are long-term strategic objectives of the selected company decomposed to short-term goals, providing the operational management.
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Riegelová, Lucie. "Strategická analýza podniku". Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-197267.
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This thesis entitled "Strategic analysis of a company" concerns the theory and practice of strategic management of a company development. It includes a general characteristic of strategic planning and management, strategic analysis and various types of strategies. It also has a complete strategic analysis of a specific company. In conclusion, the thesis is focused on the specific outputs strategic analysis along with the proposal of recommendations, which should contribute to a successful development of a new branch of the described personnel agency.
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Das, Anup Kumar. "Strategic issues in training and development in the IT service industry at Kolkata Region : a study". Thesis, Indira Gandhi National Open University, 2005. http://eprints.rclis.org/7208/1/Das_AK_Dissertation.pdf.
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Present study deals with training and development strategies in IT service industry in Kolkata region. This study highlighted present trends and common practices in training and development activities in specific and in human resources management in general.
InfoTech sector is a thrust area of economic development in developing economies, like in India. Government and private joint initiatives make this sector a sunshine industry sector. Potentials of human resources explore in the professionally managed IT service companies. The training and development activities strengthen capabilities of IT service companies and help them to achieve excellence. Present study evaluated the heart of this knowledge industry, which centered on knowledge workers. Present study briefly elaborated the training and development practices of two top-ranked companies in Kolkata and found some unique modes of delivery of training. This study also pointed out that companies placed in higher value-chain have long-term vision as compared to ones in lower in value-chain.
This report is a modest attempt to study a sunshine industry in India and particularly in Kolkata region, within a limited timeframe and resources. The findings and observations are based on my understanding on the industry profile in respect to the training and development practices.
The companies operating from Kolkata are placed in different levels in value-chain, where the top revenue earning companies are placed in highest value-chain and others are moving up the value-chain. Similarly, different companies are targeted to different market segments, like, domestic market and international market segments. Thus, their training and development practices and policies are significantly different.
The companies surveyed here sometimes could not share information, which are confidential in nature. Also there is limited statistics with the respondents, as most training programmes are organised for the requirements of particular projects.
The information technology (IT) service industry sometimes refers as IT industry or software industry or InfoTech sector. The term is used here interchangeably.
The study report is presented here in chapters. The chapter one introduces basic concepts and industry profile in India and in Kolkata region. Chapter two states the objectives and methodology of this study. Chapter three represents analytical general discussions on results and findings, and depth study of two cases. These two cases represent some unique features of their training and development practices. These companies are placed in higher value-chain and thus their training objectives are much focused for the growth of the companies. Chapter four concludes the study and suggests a future direction for further growth of the industry in Kolkata. At the end a list of references and two annexures are appended.
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Hořáková, Lucie. "Návrh strategie rozvoje konkurenceschopnosti obchodní firmy". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222052.
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Diplomová práce se zabývá problematikou rozvoje konkurenceschopnosti obchodní firmy v Brně. V teoretické rovině je zaměřena na odborné poznatky a nejnovější trendy v oblasti strategie a konkurenceschopnosti. Na základě literárního průzkumu analyzuje a zhodnocuje stávající přístup k strategickému plánování v dané společnosti. V rámci analytické části je provedena strategická analýza firmy. Na základě literární rešerše a strategické analýzy je zpracován návrh strategie, který si klade za cíl přispět k efektivnějšímu řízení interních procesů, systematičtějšímu přístupu ke strategickému plánování a v konečném důsledku k zvýšení konkurenceschopnosti firmy.
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Marek, Jan. "Strategické podnikatelské aktivity vybraného podniku". Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-124837.
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The subject of the Graduation theses "Strategic Business Activities of Outward Bound - Česká cesta, s.r.o." is creation developing strategy of choosen enterprise. Starting point is the strategic analysis of external and internal environment, which show and describe the most important impacts taking effect at a given enterprise. Based on these impacts is deduced mission and vision of an enterprise and long-term goals. In closing part of the thesis is choosen one of the generic strategies and gives suggestions how to strategy realize.
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Vimmer, Jan. "Strategický a marketingový plán vybrané společnosti". Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-201829.
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The aim of this Master's Thesis is to create a strategic marketing plan for existing travel agancy on the basis of theoretical knowledge. Another aim of this thesis is to explore the surroundings of the company, especially its existing competitors. The thesis is divided into two parts. Theoretical, where I describe the definition of the strategic planning process and its parts as well as determination of the company's vission and mission, strategic analysis and specific types of possible strategies, all by usining the literature sources. The second part is a practical part where I apply the theoretical principles of marketing planning to specific example of our travel agency.
Libros sobre el tema "Strategic Managemet"
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Sirotkin, Sergey y Natal'ya Kel'chevskaya. Strategic management. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/958515.
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The textbook outlines the basics of strategic management in an industrial enterprise. In particular, the concept and types of industrial enterprise strategies are considered, the methodological basis for the formation of corporate, business and functional strategies is described, as well as approaches to evaluating the effectiveness of the strategy and methods for selecting the optimal strategy of an industrial enterprise are presented.
Meets the requirements of the Federal state educational standards of higher education of the latest generation.
For undergraduate students studying in the areas of "Economics" and "Management", postgraduate students, teachers and specialists in the field of strategic management.
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The transformation of management. Basingstoke, England: Macmillan Business, 1995.
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Davidson, Mike. The transformation of management. Boston: Butterworth-Heinemann, 1996.
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A, Pearce John y Robinson Richard B. 1947-, eds. Strategic management practice: Readings in strategic management. Homewood, IL: Irwin, 1991.
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M, Birkinshaw Julian, ed. Strategic management. Northampton, MA: Edward Elgar Pub., 2005.
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Ansoff, H. Igor. Strategic Management. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230590601.
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1941-, Hunger J. David, ed. Strategic management. 2a ed. Reading, Mass: Addison-Wesley, 1987.
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Barinov, Vladimir y Dmitriy Busalov. Strategic management. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1391566.
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This tutorial is not just another of the many books on a well-known topic. The main emphasis is placed on connecting many, at first glance, well-known things and helping students and managers to better understand the need and meaning of strategic management as a set of actions for the consistent development of an organization in an increasingly competitive environment. For the Russian reader, this is also important because competition in our country is only "gaining momentum", and understanding its nature is necessary both to preserve business and to achieve personal success.
Meets the requirements of the federal state educational standards of higher education of the latest generation.
For university students and postgraduates studying the peculiarities of enterprise management in a competitive environment, as well as for companies regardless of their size and field of activity, managers involved in the development of business development strategies.
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Gus'kov, Yuriy y Tat'yana Gus'kova. Strategic management. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1095689.
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The textbook presents in a systematic form the main content of the eponymous academic discipline, which is based on the results of the work of foreign and domestic specialists in the field of management of socio-economic systems, as well as the authors ' own research. The specifics of the activities of future specialists in the field of management, who carry out management in the conditions of modern Russia, are taken into account.
Meets the requirements of the federal state educational standards of higher education of the latest generation.
It is developed in accordance with the working programs of the discipline and is intended for students studying in the areas of training 38.03.01 "Economics" and 38.03.04 "State and Municipal Management", as well as for undergraduates, postgraduates and teachers.
Capítulos de libros sobre el tema "Strategic Managemet"
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Ant, Marc. "Strategen und Strategien". En Effizientes strategisches Management, 7–24. Wiesbaden: Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-21827-0_2.
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Fink, Dietmar y Bianka Knoblach. "Strategien für Strategen". En Erfolgsmechanismen der Top-Management-Beratung, 79–102. Heidelberg: Physica-Verlag HD, 2004. http://dx.doi.org/10.1007/978-3-7908-2669-2_5.
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Yu, Xiu-bao. "Tactics and the Three Elements of Strategy". En Management for Professionals, 61–76. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-4713-7_5.
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AbstractWhat is the relationship between tactics and strategy? This chapter answers the question through a military example. In the framework of the three elements of strategy, it presents the relationship between strategy and tactics in Strategic Business Unit (SBU), and at corporate level. The question of whether tactics should be included in strategies is raised and answered.
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Yu, Xiu-bao. "Implications for Future Research". En Management for Professionals, 161–89. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-4713-7_10.
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AbstractOn the basis of the three elements of strategy, this chapter puts forward some follow-up research questions and prospects mainly from the following aspects. The first is the study of factors that have influences on the quality of strategic decision. Factors include individual aspects of decision-maker, strategic decision-making information factors, approaches of strategic decision-making, etc. The second is about normative studies. They are about how the world ought to be or how strategy decisions ought to be in given situations. Outcomes of the studies can provide guidance to industry decision makers when facing development issues. Future research includePerhaps the impact of strategic decision-makers on the quality of strategies is far beyond our imagination.
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Iskan, Stefan y Erwin Staudt. "Change Management: Ein reaktives Krisenwerkzeug oder die hohe Kunst des Managements?" En Strategic Change, 35–52. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6_3.
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Ratten, Vanessa y João Leitão. "Strategic Innovation-Strategies for Entrepreneurship and Resilience". En Contributions to Management Science, 1–5. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-87112-3_1.
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Brown, William A. "Strategic Management". En The Jossey&;#x02010;Bass Handbook of Nonprofit Leadership and Management, 217–39. Hoboken, NJ, USA: John Wiley &;#38; Sons, Inc., 2016. http://dx.doi.org/10.1002/9781119176558.ch8.
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Elcock, Howard. "Strategic Management". En Managing the New Public Services, 55–77. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-22646-7_3.
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Elcock, Howard. "Strategic Management". En Managing the New Public Services, 49–70. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24723-3_3.
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Hughes, Owen E. "Strategic Management". En Public Management and Administration, 149–66. London: Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-26896-2_7.
Texto completoActas de conferencias sobre el tema "Strategic Managemet"
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LEHENE, Cosmin Florin. "AN EMPIRICAL INVESTIGATION OF ALLIANCE PORTFOLIO STRATEGIES OF MEDIUM AND LARGE COMPANIES OPERATING IN ROMANIA". En International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/03.01.
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In this paper we have investigated the alliance portfolio strategies of best performers medium and large companies operating in Romania. Adapting, shaping, and stabilizing alliance portfolio strategies were investigated based on an existent theoretical framework, but extending the criteria used to evaluate each type. Based on a qualitative and quantitative analysis of the answers provided by 46 companies we found divergent patterns of adoption of alliance portfolio strategies by companies in our sample. From the 46 companies considered in our study 16 implemented a shaping alliance portfolio strategy. Thus, these companies used alliances to shape the environment according to company’s strategy. In addition, 17 companies implemented an adapting alliance portfolio strategy using alliances to adapt, respectively 13 companies resorted to a stabilizing alliance portfolio strategy using alliances to stabilize their environment. At molecular level, we found that most of medium size firms resorted to an adapting alliance portfolio strategy (11 companies) while most of large companies appealed to a shaping alliance portfolio strategy (15 companies). We also found that most MNC resorted to alliances either to shape or stabilize the environment as part of their strategy in Romania. Using alliances to adapt to their environment as part of their strategy was mostly used by Romanian companies. Moreover, we found that all companies operating in a younger industry resorted to a shaping alliance portfolio strategy, while for those operating in more mature industries the patterns were more diverse and equilibrated. For all these variables the alliance portfolio strategies were also separated investigated in detail. The findings in this paper might have implications for international business and strategic management scholars, particularly those studying strategy topics in Eastern Europe.
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Klimenko, Oxana y Svetlana Apenko. "Mechanisms for Developing a Portfolio of Projects Based on the Organization’s Sustainability Strategy". En 7th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/eraz.2021.179.
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A large number of organizations \choose sustainable development as their strategy. At the same time, the project format of the strategy implementation is growing, project management and strategic management are increasingly used in interconnections. However, the lack of mechanisms for translating the sustainable development strategy into the project portfolio is a pressing issue. The purpose of our research is to study the practice of translating a sustainability strategy into the projects of organizations, identify challenges and propose mechanisms for integrating a sustainability strategy in the formation of a project portfolio. The main method applied for the research is the method of analyzing case studies. We studied 3 cases of three organizations on the implementation of strategic principles of sustainability in specific projects of digitalization and telecommunications. The study demonstrated the lack of clear mechanisms for translating the sustainability strategy into a portfolio of projects. The authors’ proposals, firstly, contribute to the development of the theory and methodology of project management and strategic management in their relationship; secondly, they may be of interest to professionals and managers developing a sustainability strategy and forming portfolios of projects for this strategy.
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Craze, Andrew, Pete Davis y Matthew Clark. "Strategic Environmental Assessment for UK LLW Management". En ASME 2009 12th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2009. http://dx.doi.org/10.1115/icem2009-16392.
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NDA is delivering a Strategic Environmental Assessment (SEA) to underpin the UK Nuclear Industry Low Level Waste Strategy. The purpose of this assessment is embed sustainability issues into our decision making and to fulfil our requirements under the European Union’s Strategic Environmental Assessment (SEA) Directive (2004/42/EU) and transposing UK Regulations, and to underpin the development of the strategy. The outputs of the SEA have provided input into particular aspects of the strategy, leading to a more robust and better informed result. Development of options to be assessed under the SEA has looked at a number of factors, including: • what the strategy is aiming to achieve; • expectation from stakeholders as to what should be addressed; • consideration of tactical approaches to implementation of the strategy in addition to high level strategic issues; • links to other projects and programmes (for example the Environmental Safety Case for the Low Level Waste Repository. The SEA aims to provide a robust assessment of the environmental and sustainability impacts of alternative strategies for providing continued capability and capacity for the management and disposal of LLW in the UK. The assessment also considers other, more tactical, issues around implementation of the strategy, for example: issues around the location of LLW management facilities; the environmental impacts of alternative waste treatment options (metal recycling etc); considerations of alternative approaches to the classification of radioactive waste and opportunities that would result. Critical to the development of the SEA has been the involvement of statutory and non-statutory stakeholders, who have informed both the output and the approach taken.
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Lazareva, Elena I., Yulia V. Gavrilova, Aram A. Gevorgyan, Kseniya Y. Boeva y Alla V. Temirkanova. "Human capital priority: ESG – oriented strategy for managing economy". En Sustainable and Innovative Development in the Global Digital Age. Dela Press Publishing House, 2022. http://dx.doi.org/10.56199/dpcsebm.fgie1973.
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In the contemporary world of continuous fluctuations, the stability of multilevel economic trends is largely determined not only by financial, but also by social performance. This trend is reflected in the formation of ESG – oriented economic management strategies. The research substantiates the priority role of the human capital reproduction policy in the system of strategic management of ESG – oriented trends in the new economic realities. The objective of the paper is to identify the key components of a human capital development strategy to achieve progress-enhancing ESG benchmarks. The research methodology provides for a comprehensive analysis of the impact of the new economic conditions on the multi-level system of HR management, a substantiation of expert econometric toolkit providing parameterization of the human capital reproduction strategy, as well as for the identification of the benefits associated with the introduction of human-oriented principles of sustainable management at all levels. The result of the study is methodologically substantiated and empirically verified components of the strategy for the reproduction of human capital in the management system of sustainable innovative development of the economy. It is substantiated that in the conditions of the new economic realities, the systemic algorithm of strategy formulation should be multi-level, which guarantees an endogenously consistent objective analysis of strategic measures in terms of achieving ESG benchmarks. The requirements for the ESG toolkit for evaluating strategic decisions at various levels of the management system have been formulated, as well as recommendations for economic actors on using the ESG toolkit were justified.
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Mesaroş, Florin y Irina Antoaneta Tănăsescu. "Integrated Strategic Communication in Romanian Organizations". En 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/18.
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The strategic communication goes beyond the area of public relations and focuses mainly on strategies that create, develop, and control the success of an organization. Strategic communication also includes traditional practices of institutionalized organizational communication to use the messages much more easily when interacting with internal and external stakeholders. Wishing to find a better strategy to programme any internal or external communication, the organizations develop different kinds of strategic plans meant to support the management process, starting with the mission and vision statement and ending with the evaluation of achieved goals. The following example - Integrated Strategic Communication (ISC)- shows the ways the integrated strategic communication can be reached in Romanian organizations.
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Prabhu, Padmanabha J. y Damian A. Testa. "Steam Generator Asset Management Program". En 18th International Conference on Nuclear Engineering. ASMEDC, 2010. http://dx.doi.org/10.1115/icone18-29471.
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The Steam Generator Asset Management Program (SGAMP) is a long term program designed to maximize the performance and reliability of the steam generators. The SGAMP focuses on plant specific conditions and hence is applicable to the original or the replacement steam generators. It is recommended that the utility and the vendor form a joint steam generator management team (SGMT) to develop, monitor and implement a long-term plan to address steam generator operation, maintenance and life extension goals. The SGMT will consist of representatives from operations, chemistry, maintenance and engineering functions and will be responsible for making decisions related to the steam generators. The charter of the SGMT is to develop a steam generator strategic plan that will cost-effectively manage steam generator options. The strategic plan is consistent with the Steam Generator Program Guidelines (NEI 97-06 in the United States). The strategic plan is a living document and is revised periodically to incorporate inspection results, new technology developments, lessons learned and industry experience. Cost-benefit analyses of strategies may be performed to prolong steam generator operability through steam generator performance modeling (tube degradation, fouling, etc.), diagnostic tools, regulatory strategy, condition monitoring and operational assessment strategy, and maintenance strategy. The SGMT will provide input regarding potential maintenance of the steam generators with schedule and cost impacts for each outage. It will also recommend engineering evaluations to be performed in support of program goals and will develop short- and long-term recommendations. These recommendations will address action plans, performance measures and results. Secondary side inspection and cleaning strategy should be developed (techniques and frequency) to maximize performance cost-effectively. This paper is based on Westinghouse experience gained by working with several pressurized water reactor (PWR) plant operators in the United States (US).
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Ab. Rahima, Siti Sakinah. "Leveraging Strategic Knowledge And Strategic Competence For Strategy Formulation". En 13th Asian Academy of Management International Conference 2019. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.10.72.
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Voronova, Irina, Vladimirs Shatrevich, Mihails Gavrilovs y Viktorija Skvarciany. "PRIORITISING COMPETITIVE STRATEGIES BASED ON THE ANP APPROACH: A CASE OF THE LATVIAN TELECOMMUNICATION COMPANY". En Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.10.
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The present study provides a comparative analysis of development strategy selection and presents an overview of multiple-criteria decision analysis (MCDA) in strategic management. The main aim of the paper is to use the analytic network process (ANP) as one of MCDA methods for determining the best strategy. Based on expert opinions and analytic hierarchy process (AHP), the authors have identified and evaluated SWOT analysis factors used for the development of a company strategy. To investi-gate the interaction of external and internal environment, the authors have used the ANP that allows obtaining relative measurement of the influence of SWOT elements. The ANP is useful with regard to interdependent relationship between multi-objectives and multi-stakeholders’ environment. The algo-rithm of quantitative evaluation of telecommunication company strategies is also presented in the paper.
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Lapina, Tatiana. "Humanistic Management as the New Human Resource Management Strategy". En 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_120.
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Nedeliakova, Eva y Michal Petr Hranicky. "Quality and strategy for response to change using a software solution in a service enterprise". En Kvaliteta-jučer, danas, sutra (Quality-yesterday, today, tomorrow), editado por Miroslav Drljača. Croatian Quality Managers Society, 2021. http://dx.doi.org/10.52730/bbwd9220.
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Abstract: It is now important for companies to respond proactively to the changing environment, to solve extraordinary situations, to implement an appropriate strategy and to constantly improve the quality of services through innovative changes. When determining the strategy in the company, it is necessary to find the right method and way of management and implementation. This can be facilitated by a number of models, tools and methodologies. This paper is focused on those offered by change management. The authors' own research brought a new software solution. The paper defines the starting points for setting changes in the strategy affecting the quality of the company's services. It describes a new proposed software that links change management methods. All the features have been designed to make it as easy as possible and to help create a strategy. A very valuable feature of the software is linking the entire organization and letting all employees understand what the strategy is and how they can get involved. Sažetak: Sada je važno da tvrtke proaktivno reagiraju na promjenjivo okruženje, rješavaju izvanredne situacije, provode odgovarajuću strategiju i stalno poboljšavaju kvalitetu usluga inovativnim promjenama. Pri određivanju strategije u poduzeću potrebno je pronaći pravu metodu i način upravljanja i provedbe. To mogu olakšati brojni modeli, alati i metodologije. Ovaj je rad usredotočen na one koje nude upravljanje promjenama. Vlastita istraživanja autora donijela su novo softversko rješenje. U radu su definirana polazišta za postavljanje promjena u strategijama koje utječu na kvalitetu usluga poduzeća. Opisuje novi predloženi softver koji povezuje metode upravljanja promjenama. Sve su značajke dizajnirane kako bi ih učinile što jednostavnijim i pomogle u stvaranju strategije. Vrlo vrijedna značajka softvera je povezivanje cijele organizacije i omogućavanje svim zaposlenicima da shvate koja je strategija i kako se mogu uključiti.
Informes sobre el tema "Strategic Managemet"
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Coffman, James M. Army Installations: Mobilization and Management Strategies of Strategic Consequence. Fort Belvoir, VA: Defense Technical Information Center, marzo de 2005. http://dx.doi.org/10.21236/ada432803.
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Considine, Jennifer, Philipp Galkin, Majed AlSuwailem y Abdullah Aldayel. Reconsidering Inventories: An International Strategy for Strategic Storage Assets. King Abdullah Petroleum Studies and Research Center, septiembre de 2023. http://dx.doi.org/10.30573/ks--2023-dp17.
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The purpose of this report is to recommend an interconnected regional and international strategy to share the burden of developing and maintaining commercial and strategic storage infrastructure for Saudi crude oil and products through an alliance with the Gulf Cooperation Council (GCC) and other countries. If properly implemented, the project has the capacity to enhance the security of oil supply throughout the transition to a green economy. Such enhancement can be achieved through the centralized tracking and management of commercial and strategic stockpiles overseas. The initiative will forge new links in the global supply chain for crude oil and liquids and reveal new forms of financing for strategic petroleum reserves (SPRs).
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Baker, Ken L. Creating Strategic Energy Management. Office of Scientific and Technical Information (OSTI), marzo de 2018. http://dx.doi.org/10.2172/1424443.
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DEPARTMENT OF DEFENSE WASHINGTON DC. Strategic Management Plan. FY11. Fort Belvoir, VA: Defense Technical Information Center, diciembre de 2010. http://dx.doi.org/10.21236/ada535842.
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Roseta Palma, Catarina y Ana Brasão. Strategic Games in Groundwater Management. DINÂMIA'CET-IUL, 2004. http://dx.doi.org/10.7749/dinamiacet-iul.wp.2004.39.
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Brandenburg, Paul L. A Framework for Strategic Management. Fort Belvoir, VA: Defense Technical Information Center, abril de 1992. http://dx.doi.org/10.21236/ada276574.
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Mallon, Lawrence G. Strategic Mobility 21 Project Management Plan. Fort Belvoir, VA: Defense Technical Information Center, septiembre de 2006. http://dx.doi.org/10.21236/ada458292.
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Leary, W. H., Tufte III, Yaphe W. y M. Corporate Information Management for the 21st Century and Enterprise Integration; A DoD Strategic Plan and Implementation Strategy. Fort Belvoir, VA: Defense Technical Information Center, junio de 1994. http://dx.doi.org/10.21236/ada282772.
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COLLINS, M. S. FY 2001 Hanford Waste Management Strategic Plan. Office of Scientific and Technical Information (OSTI), febrero de 2001. http://dx.doi.org/10.2172/805997.
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Scott, John, Angela Higginson, Zoe Staines, Liuissa Zhen, Vanessa Ryan y Mark Lauchs. Strategic review of Cape York Income management. Queensland, Australia: Queensland University of Technology, diciembre de 2018. http://dx.doi.org/10.5204/rep.eprints.123533.
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