Nascot and Park Essay Example for Free

Nascot and Park Essay How do the land use, lodging and natural quality in Tudor, Callowland, Nascot and Park wards of Watford influence the general attractive quality of the wards? I will presently talk about essential information in regards to the four wards, and not to incorporate any auxiliary information, including registration information or examined information from the Internet. A shading coded guide will give a simple visual report of the dispersion and partition of different lodging types, also a where timberlands and parks are spread out, and connect that to the natural nature of every one of the four wards. I will plate each ward independently and afterward close it in a last passage toward the finish of this area. The finishing up section will contain diagrams and graphs to help upgrade the examinations. Obviously while talking about the allure of some place, you need to consider who it is for. For instance, an understudy would not live in a 5 room isolates house. PARK WARD This was the primary ward visited and because of the way this was the first occasion when I had visited these wards, this ward has left a space in my brain of my initial introduction of Watford. We started north up Hempstead street and brought a left into Stratford way, where our hands on work started. Little disengaged lodging secured this zone. The field sketch beneath gives you how close the houses limits are, just as the style and age of the houses. At the point when we were at the intersection of Stratford Way and Parkside Drive, the primary natural quality study was taken. The outcomes have been organized inside the examination and finishing up passage toward the finish of this segment. We at that point took a right, and headed up Parkside Drive, considering that we were on the limit of isolates lodging and the Cassiobury Park. As we proceeded up Parkside Drive, we were stood up to with semi-disconnected lodging following Richmond Drive on the correct hand side. Semi-Detached lodging could now be seen on either roadside. We were because of take the following transforming on the correct which drove us into Langley Way. On the intersection of Langley Way and Parkside Drive, the second ecological quality overview was taken. As we transformed up into Langley Way, we saw semi-disconnected lodging on either roadside until Richmond street on the right, and until Bellmount Wood Avenue on the left. The flood of isolates lodging proceeded from that point onwards. We continued up Langley Way, until we met an indirect which split Langley Way and Cassiobury Drive. Our first locating of neighborhood shops were seen on the contrary side of the indirect, this is shaded in RED on the shading coded map. Other than these couple of shops and a bar on the left hand side, disengaged lodging was surrounding us. We contined up Langley Way until Devereux Drive was seen at a 90 point to Langley Way. We continued left were as yet encircled by confined lodging. At the highest point of Devereux Drive, we could see that the further up we went, the more trees and greenery were to be seen behind the houses, and at the highest point of the street, we took a trail left which drove us into Rough Wood. We followed the pathway round until we came into Glen Way, which was the place we ran over our first sightings of terraced houses. The third and last ecological quality overview for this ward was taken here. We followed Glen Way round to one side and hit the primary street called Hempstead Road where we crossed onto the opposite side and took a left until we went over Rosecroft Drive on the correct hand side. Where we left Glen Way and entered Hempstead Road, was the fringe between the two wards, Park and Nascot. So in rundown, Park ward contains little separated houses in a quiet climate and all around avoided the occupied Hempstead Road. Despite the fact that Cassiobury Drive, Parkside Drive and Woodland Drive are the three fundamental streets of Park ward, they don't experience issues of traffic which leaves Park ward as a quiet and family-accommodating region. The huge park inside the ward will inconclusively add to the property costs as property costs are firmly founded on the spot, area, area, and because of the way that they are disconnected, this leaves a decent picture in my psyche of my initial introduction of Watford. Nascot Ward As we started our excursion down Hempstead Road and into Rosecroft Drive, we saw that in spite of the fact that Hempstead Road is occupied, the houses inside Rosecroft Drive and the encompassing street were genuinely huge disconnected houses. At the intersection of The Ridgeway, and Rosecroft Drive, the principal ecological quality review of this ward was taken, which got excellent grades when considering its area close to a very bustling street. We at that point brought a directly down The Ridgeway, and saw how the houses were in acceptable keep and genuinely large. The street we were in (The Ridgeway) was genuinely peaceful and in great condition because of the way that rough terrain/private stopping was accessible. The field sketch underneath, shows a run of the mill house inside Nascot ward.

How to write to your clients - The Lawyer - Emphasis

The most effective method to keep in touch with your customers - The Lawyer The most effective method to keep in touch with your customers The Lawyer Legal advisors are not eminent for their punchy writing. Be that as it may, customers don't have the opportunity to be puzzled by befuddling wording and verbosity; nor do they acknowledge ineffectively organized contentions and overtechnical clarifications. What they need is clear and brief exhortation. Regardless of whether you are composing a legitimate understanding or an email, here are some broad tips that will assist you with improving your composing aptitudes: Concentrate on your peruser. Consider who will understand it and what data they need. Consider whether they need back-up detail just as forthright suggestions. Consider the amount they definitely think about the subject, what their possible demeanor to the exhortation will be and if there are a particular issues concerning them. When composing for partners, make your guidelines understood. Abstain from delivering bunch messages that are a brain dump of all the activity focuses. This ensures something doesn't complete in light of the fact that everybody trusts another person is doing it. Illuminate who needs to do what. Never utilize the creative cycle to explain your musings. Have an away from of what to compose previously, else you chance having no legitimate structure. Consider the fundamental branches of knowledge and issues you have to cover. Ensure they answer the inquiries: what, where, when, how, why and who. At that point utilize each going to conceptualize all the focuses identified with that subject. Next, consider the structure and choose what goes where and in what position. Just data that is basic to all perusers ought to go in the primary body of the content. Be heartless and consign any data that is significant or important to reference sections or commentaries. What's more, ensure your principle message is at the bleeding edge, not covered underneath layers of detail and supporting proof. Keep passages and sentences short. Long sections and overwhelming squares of content are a genuine mood killer. So are long, complex sentences that must be perused more than once to comprehend. Avoid long words and colorful expressions. As opposed to mainstream thinking, these are not an indication of mind or demonstrable skill. Customers are excessively occupied to invest energy interpreting them. Utilize dynamic language at every possible opportunity. Dynamic action words make your composing simpler to peruse. So compose, X explored the customers job in the venture, instead of, The pretended by the customer in the undertaking was examined by X. Favor action words over things. Use action words, for example, consider and give as opposed to structures, for example, offer thought to and the arrangement of. Maintain a strategic distance from poor syntax, accentuation and spelling this will sabotage your validity and recommend you couldn't care less. Robert Ashton, Chief Executive, Emphasis

Therapeutic Role-Playing for Phobia Treatment

Therapeutic Role-Playing for Phobia Treatment Phobias Treatment Print Therapeutic Role-Playing for Phobia Treatment By Lisa Fritscher Lisa Fritscher is a freelance writer and editor with a deep interest in phobias and other mental health topics. Learn about our editorial policy Lisa Fritscher Medically reviewed by Medically reviewed by Steven Gans, MD on August 05, 2016 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD Updated on April 12, 2019 nullplus / Getty Images More in Phobias Treatment Causes Symptoms and Diagnosis Types Therapeutic role-playing has proved to be an effective treatment for phobia sufferers, who often believe that a feared situation is inherently dangerous. This type of therapy allows a therapist and patient to act out scenarios that are difficult for the phobia sufferer. Through role-playing, the patient learns new behaviors to help overcome their particular phobia. Treating Phobias Many professionals believe that the most important causes of phobias are the environmental triggers and learned behaviors. They argue that a phobia is ultimately a learned response to a stimulus. By “unlearning” the response and substituting rational reactions, the phobia can be cured. This model favors therapy as a preferred treatment. Many phobia sufferers are best treated with a combination of medication and therapy. Most psychiatrists do not perform the types of therapy best suited to phobia treatment. Therefore, psychiatrists and therapists often form referral networks to help clients meet both needs. Mental health centers often have a range of mental health specialists on staff, offering their clients a one-stop solution. Individual Therapy for Phobias Individual therapy, which can include therapeutic role-playing, allows the therapist and client to focus on each other, building a rapport and working together to solve the clients issue. However,  psychoanalysis and related therapies may progress for months or even  years,  while  brief therapies, such as cognitive-behavioral therapy, or CBT can produce results in just a few sessions. How Does Role-Playing Therapy Work? Therapeutic role-playing is a technique that allows a person with a phobia to practice new behaviors. In a role-playing session, the therapist takes the identity of someone that the person is afraid to confront, such as a parent or employer. The person then interacts with the therapist, utilizing behaviors that she has learned during therapy. After the role-playing session is complete, a debriefing takes place in which the client and therapist discuss what happened and ways to improve the interaction. This technique can be particularly helpful for those dealing with social phobia, germ phobia, or other interpersonal phobias. How Does Role-Playing Therapy Help? When someone with a phobia is interacting with a therapist, he or she can put to use the new behaviors that were learned during treatment. Many people with phobias suffer from social or interpersonal fears that prevent them from actively participating in some aspect of their lives. Role-Playing Therapy can help people overcome their fears by learning new behavioral techniques. How well role-playing works often depends on the severity of the phobia. A good mental health professional will customize a treatment plan for the patient, which may include role-playing therapy. The 9 Best Online Therapy Programs

Outline Of A Speech On Civil Rights - 916 Words

Kaija Scheuerman COMM 105-BO2 Informative Speech Outline I. Introduction A. In 2016, there were almost 1,400 recorded arrest related deaths, and in arrest African American people are three times more likely to be killed than white people (Banks, 2016). B. Racism is an age-old issue that was named during the Civil War, fought during the 1960s, and is still lingering in modern society. C. I’m not African American, but I am an ally; I have friends and loved ones who are African American, and I cannot stand by and watch people die. D. This speech is about civil inequality in the 1960s, the importance of standing up against it, and how discrimination is still very much woven into the fabric of our society today. II. Body of Presentation A.†¦show more content†¦d. The gesture was seen as a â€Å"Nazi-like salute†, an expression of anger, a symbol of black power, or just bad manners (Hoffer, 162). e. Carlos and Smith were kicked out of the Olympic Village and blacklisted for the rest of their careers (Carlos, 124). B. This photo emphasizes the importance of silent protest and the power of gesture, political climates experience incredible shifts with movements such as these. 1. It was the start of decades of political protests and civil inequality. 2. Recently, another form of silent protest has been occurring called the â€Å"Take a Knee† Movement in 2017 (Smith, 2017). 3. It started with the NFL player Colin Kaepernick and when he decided to kneel during the national anthem. 4. The purpose of this silent movement was to protest police brutality (Smith, 2017). 5. Currently, athletes everywhere are kneeling during the national anthem. C. This photo called attention to the issues in civil equality that are still prevalent today, it was the start of a very long fight for equality. 1. This photo is important especially within the context of the Black Lives Matter and Take a Knee movements that are occurring. 2. Like the 1968 Olympic Games, millions of Americans are ostracizing these athletes for disrespecting the flag and the overall country (Brown, 2017). 3. This photo and the subsequent Take a Knee movement show how powerful gesture and silent protest is. a. A raised fist was nothing moreShow MoreRelatedAccording To Bethel University (2011), Leadership Is An800 Words   |  4 PagesAccording to Bethel University (2011), leadership is an evolving interaction between the leader, the followers, and the situation. Dr. Martin Luther King, Jr.’s leadership role in the civil rights movement represents a great leader. In addition, his leadership vividly portrays the dynamic between the leader, the followers, and the situation. While Dr. King’s dream for racial equality lacks fulfillment, interracial relations and equality have substantially improved as a direct result of Dr. King’sRead MoreKant s Views On Freedom Essay1302 Words   |  6 PagesIn the following paper, I will outline how my understanding of freedom has changed since reading Immanuel Kant’s An Answer to the Question: What is Enlightenment? Firstly, I will state the views that I held on freedom before I read the text, framing them within a political context by labelling myself as a civil libertarian and explaining what that means. Subsequently, I will provide my interpretation of Kant’s views on freedom through the â€Å"positive† and â€Å"negative† senses and how, for Kant, that thereRead MoreThe Life Legacy of Rosa Parks Essay958 Words   |  4 PagesInformative speech outline- courtesy of Tiffany Smith who gave this speech right after Rosa Parks died. 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Analysis of Nikes Air Max Shoes Example

Essays on Analysis of Nikes Air Max Shoes Book Report/Review ï » ¿NIKE Air-Max Customer Traits: For a successful and experienced business like Nike, maintaining customer loyalty through clearly understanding the customer is the key. This is done through having a clear understanding of consumer ´s geo-demographics, psychographics and other personality traits. In a business where Nike faces direct competition from brands like like Adidas, Puma, Reebok and indirect competition from other shoe wear like Converse, Sketchers, Timberland etc, differentiation strategy is very important. Nike has been successfully maintaining its differentiation strategy with help of Brand Ambassadors, massive campaigning, and producing differentiated products like Nike Air Max Shoes. Nike ´s Air Max Shoes possess a highly competitive advantage due to its differentiation strategy in bringing in a new air technology that provides comfort, long term satisfaction along with durability in brand (Berthon et al, 2011). A clear customer profiling and segmentation for Nike Air Max is described below: Customer Segment: The idea behind Nike Air Max was to create comfortable shoes for athletes for sporting and casual users casual wear purpose. If we go along with the tag line of  ´Just Do It ´, it refers to all those people who have a drive and motivation to excel in life, be it sports, and be it other aspects. But since sports is considered to be a true demonstration of one ´s skills, abilities and passion, the excellence aspect in Nike Air Max Shoes it shown by athletes (Goldmen Pepson, 1998). Target Market: Target market is explained on the basis of geo-demographics (geographics and demographics), psychographics and brand positioning: Geographic Segmentation: Nike Air Max, like all other Nike assortments is a global brand therefor there is no geographic boundary. With the help of franchises, company-owned outlets, exports and online sales, Nike Air Max is available worldwide to its broad target market. Demographic Segmentation: Age: The age segment include young people, mainly including teens and youth. However, the purpose and spirit of Nike as a brand is for the people who are young at heart and have a passion to excel, the demographics in terms of age can be extended to 18 till 40 years (Rubini, 2010). Sex: The market for Air Max includes both Males and Females. Income Level: Nike, as compared to other snicker brands and shoes, is an expensive brand, therefore the income levels for targeted customers include middle-upper to upper-upper class. Psychographic Segmentation: The psychographics determine the consumer inner, intrinsic nature and personality which is external factors and situations and here in particular, with purchasing. Some factors that apply in this case are: Lifestyle: In terms of Nike Air Max, the consumer psychology is the need to stay comfortable and enjoy the experience, be it in sports or any other field. Therefore for Nike, it is critical that it targets the customer need of satisfaction and comfort during their experience to excel in any aspect of life. Personality: As discussed, Nike Air Max is a brand for people young at heart and full of spirit, therefore it aims at creating such image by advertising celebrities like Rafal Nadal, Christiano Ronaldo, Ashley Cole and Mario Balotelli. Considering Maslow ´s hierarchy of needs with respect to personality, the target market of Nike Air Max falls in the category of  ´Self Esteem ´ needs and  ´Self-actualization ´ needs. It is when people want to be associated with Nike, due to its brand name and high class product assortments, they also want to self-actualize by aiming to reach the zenith by excelling in their field (Fortin Uncles, 2011). Positioning Positioning defines the perception of brand into the minds of consumers. Therefore even though different marketing, branding aspects work on the background, the similar positioning is formed into the minds of consumers. On technical grounds, the positioning of Nike Air Max is based on the unique technology of storing air pockets into the shoes in order to give more comfort to the users (Neale Fullerton, 2010). This translates into the minds of consumers as unique, techy shoes that give style, separates from others along with giving comfort and ease. Nike Air Max has been successful at maintaining this positioning into the minds of consumers as they consider the brand as different and sporty as compared to any other brand from direct competitors like Adidas and Reebok and they treat Air Max exclusively. References: Berthon, P. Campbell, C. Pitt, L Ian, M. (2011). Creative consumers: awareness, attitude and action. Journal of Consumer Marketing [internet], 28 (7). Pp, 500-507. Available from: http://www.emeraldinsight.com/journals.htm?articleid=17003528show=abstract [Accessed 08 May, 2013] Fortin, D. Uncles, M. (2011). The first decade: emerging issues of twenty first century in consumer marketing. Journal of Consumer Marketing [internet], 28(7). Pp. 472-475. Available from: http://www.emeraldinsight.com/journals.htm?articleid=17003574show=abstract [Accessed 08 May, 2013] Goldman, R. Pepson, S. (1998). Nike Culture: The sign of Swoosh (Cultural Icons Series). London. SAGE Publications Neale, L. Fullerton, S. (2010). The international search for ethics norms: which consumer behaviours do consumers consider un(acceptable). Journal of Services Marketing [internet], 24(6). Pp, 476-486. Available from: http://www.emeraldinsight.com/case_studies.htm/journals.htm?articleid=1886201show=htmlWT.mc_id=alsoread [Accessed 08 May, 2013] Rubini, A. (2010). The role of brand in consumer behaviour: A case study of how sneakers have turned into status symbol. Savonia University of Applied Sciences (internet). Available from: http://theseus17-kk.lib.helsinki.fi/bitstream/handle/10024/16097/Rubini_Andrea.pdf?sequence=1 [Accessed 08 May, 2013]

Corprate Global Strategy Free Essays

string(51) " research and carrying out the designated reading\." Final Year Core Unit Corporate Global Strategy Hemis Code: 5J3060 UNIT HANDBOOK 2011/2012 Tutors: Maria Allen Room 901d 0161 247 6527 m. allen@mmu. ac. We will write a custom essay sample on Corprate Global Strategy or any similar topic only for you Order Now uk Carole Forbes Room 901a 0161 247 3830 c. forbes@mmu. ac. uk Dr. Panagiotis Kokkalis Room 808a 0161 247 6641 p. kokkalis@mmu. ac. uk Rationale Strategic management has become an integral mechanism for firms operating in the global economy, which is characterised by its high level of integration and cross-national operation. Strategic management issues relate to all aspects of an organisation, including its relationship with the environment and its internal processes. Accordingly, a vast amount of research has been conducted and published in the academic field of strategic management. Yet, far from showing a consensus, this literature is populated by a diversity of approaches, schools of thoughts, and paradigms. Understanding strategic management entails studying traditional and orthodox approaches to achieving and sustaining competitive advantage, as well as evaluating new and nnovative ways of organising and strategising in a global environment. Aims * To provide insights into the concepts relating to corporate and global strategy in the context of multinational, international and small to medium enterprises * To identify the impact of micro and macro influences on organisational strategising * To understand variables involved in strategic decision-making processes Unit Learning Outcomes On completing this unit, you should be able to: 1. Identify the key corporate and global level strategic management concepts. 2. Critique the concepts relating to the corporate and global levels of strategy in relation to a range of multinational and small to medium business enterprises. 3. Abstract from the global environment the key factors driving strategic change. 4. Critically evaluate the strategies of a range of enterprises involved in both manufacturing and service areas of business. 5. Measure the impact of global drivers on the operation and development of multinational enterprises. 6. Think creatively and develop the ability to recognise different strategic theories and practices in organisations. Assessment Coursework 40% comprising one element – an individual strategic analysis report assessing learning outcomes 2, 4, 5, 6. (See the brief below) Examination 60% – assessing learning outcomes 1, 2, 3, and 6 Assessment BA (HONS) BUSINESS MANAGEMENT BA (HONS) BUSINESS STUDIES COMBINED HONOURS CORPORATE AND GLOBAL STRATEGY You are required to conduct a strategic analysis of an international company of your choice. You should choose a company in which you have worked; have some knowledge, or one that has a high media profile. If you are in doubt about your choice of company, consult your tutor. You should use as the focus for your analysis a topic taken from the lecture programme and apply this to your chosen organisation to look at the particular aspects of the strategy within that organisation. However, this should be set in the context of the broader environment in which the organisation operates. It is important that you relate relevant theoretical frameworks to the empirical information (data) you have gathered in order to analyse, and not merely describe the organisation’s strategy. You should aim to evaluate the viability of the firm’s current strategy and make any recommendations for changes to the strategy that you consider to be appropriate. This analytical report should be no more than 3,500 words in length, should demonstrate your ability to identify and employ relevant academic concepts, theories and models, and should be fully referenced using the Harvard referencing system (refer to examples in handbook). Please attend the assignment preparation tutorials (see schedule below) where you will be provided with further information about the required content and scope of the work. In the event of a late submission, university regulations will apply. Submission date: Week commencing 16th January 2012 An assessment pro-forma is attached below for guidance. MANCHESTER METROPOLITAN UNIVERSITY BUSINESS SCHOOL Course: BA (Hons) Business, BA Combined Honors; BA (Hons) Business Studies Year: FinalSubject: Corporate Global Strategy| Assignment: Strategic AnalysisStudent:Tutor:| Mark:| 1st:(as 2. i +) creative, innovative, intellectual depth, extraordinary quality of work| 2. :competent, complete, insight observation, analytical and critical, total clarity | 2. ii:adequate, good coverage, some sound analysis, allowable flaws | 3rd:just sufficient, some theory, some observation, flawed but not failing | Fail:Simply incomplete OR totally uncritical OR no analysis OR inadequate material| THE INTRODUCTION sets the scene; and it indicates the areas to be covered, and in what order. | 1st 2. i 2. ii 3rd Fail| | THE LITERATURE/SOURCES/ surveyed is adequate in amount and qual ity, is relevant to the selected topic. 1st 2. i 2. ii 3rd Fail| | The DEPTH OF ANALYSIS is sufficient, with a critical approach; underlying concepts are investigated. No unsupported statements: there is evidence for substantial arguments. | 1st 2. i 2. ii 3rd Fail| | THE APPLICATION OF RELEVANT MODELS has an appropriate focus in the analysis of the specific company. | 1st 2. i 2. ii 3rd Fail | | THE CONCLUSIONS, drawn from the analysis are realistic and intelligent| 1st 2. i 2. i 3rd Fail| | As an ACADEMIC REPORT, the language is appropriate, the structure is clear and manifest, correct forms of academic referencing are used. | 1st 2. i 2. ii 3rd Fail| | Other comments: Teaching and Learning Strategy Learning will be through a mixture of lectures, seminars, discussions, reading and video material. Students will be encouraged to debate concepts and apply them to practical business situations and their own business experiences. Lectures will be complemented by seminars in which stu dents have the pportunity to apply the theoretical frameworks that are covered in the lectures and gain an in-depth understanding of individual publications in this area. Seminars will take the form of group work, student presentations and discussions (focused on textbook material and journal articles) case studies and feedback. Tutorials The tutorials are intended to provide students with the opportunity to gain a more in-depth understanding of academic studies and apply theoretical frameworks to the analysis of real-world organisations. Tutorials take place every week and usually consist of group discussion and group presentations where appropriate. Students will be expected to prepare for the tutorials by undertaking their own research and carrying out the designated reading. You read "Corprate Global Strategy" in category "Papers" Where students are allocated a specific article/paper/chapter to prepare, they should summarise it, present the main points and then comment on/critique it. To effectively critique the piece, students should research and read around the topic. It is expected that all students will read and prepare for these tutorials and contribute actively to them. The recommended textbook is Bob de Wit Ron Meyer ‘Strategy Process, Content’, Context, an International Perspective’ 4th Edition, Thomson. Some of the designated preparatory reading chapters will be from this text. However, the recommended textbook does not cover every aspect of the unit and additional reading from books and journal articles are indicated for the relevant topics, to support the content of each lecture and the tutorial discussions. The following programme is indicative only; the order, specific content, activities and allocated readings are subject to change and amendments. Week/C| Lectures| Tutorials| Preparatory reading| Term 126 Sept| 1. Introduction to course aims and objectives, content review teaching/learning arrangements, assignment and assessmentCarole Forbes/Maria Allen/Panagiotis Kokkalis| No Tutorial| Practice accessing journal articles from the library electronic resources and Google scholar. Look for:Porter, M. E. (1996)Whittington, R. 2004)| 3 Oct| 2. Origins and ‘nature’ of Strategy. Panagiotis Kokkalis| Groups forming. Introduction to critical analysis. | Read: Porter (1996) Whittington (2004)| 10 Oct| 3. Theory of the firm and entrepreneurship theory Panagiotis Kokkalis| Origins of strategy Readings discussion| Origins of strategy Readings:Porter (1996) Whittington (2004)| 17 Oct| 4. Strategy formationPanagiotis Kokkalis| Assignment workshop 1| Decide on a topic and a companyCHANG E IS EXCLUDED. | 24 Oct| 5. RBVPanagiotis Kokkalis| Strategy formationReadings discussion| Strategy formation. Readings:Mintzberg and McHugh, (1985)| 31 OCT – 4 NOV – RED WEEK| Week/C| Lectures| Tutorials| Preparatory reading| 7 Nov| 6. Competences and CapabilitiesCarole Forbes| Strategy FormationReadings discussion| Strategy FormationReadings:Hodgkinson and Clarke (2007)| 14 Nov| 7. KnowledgePanagiotis Kokkalis| Resource Based ViewReadings discussion | Resource Based ViewReading:Barney (1991)| 21 Nov| 8. Strategic ThinkingPanagiotis Kokkalis| Competences and CapabilitiesReadings discussion| Competences and CapabilitiesReadings:Teece et. al. (1997)| 28 Nov| 9. LeadershipMaria Allen| Knowledge Based ViewReadings discussion| Kowledge Based ViewReadings:Nonaka (1994)| 5 Dec| 10. The International ContextMaria Allen| Workshop| Draft report| 12 Dec| No Lectures on this course| Drop In| | 16 DEC – 9 JAN 2012 – CHRISTMAS BREAK| | Lectures| Tutorials| Preparatory reading| Term2201209 Jan| 11. Drivers of Globalisation and FDIMaria Allen| Knowledge Based ViewReadings discussion| Knowledge Based ViewReadings:Szulanski (1996)| 16 Jan| 12. Strategic AlliancesCarole Forbes ASSIGNMENT DUE| LeadershipReadings discussion| LeadershipReadings:Cyert (1990)| 23 Jan| 13. Structure of industries and markets and the general government and business contextMaria Allen| LeadershipReadings discussion| LeadershipReadings:Case Study: Strategic Leadership and innovation at Apple Inc. Heracleous and Papachroni (2009)Page 681 DeWit and Meyer| 30 Jan| 14. Strategic ChangeCarole Forbes| GlobalisationReadings discussion| GlobalisationReadings:Levitt (1983)| 06 Feb| 15. Strategy as practice, ANT, CoPPanagiotis Kokkalis| GlobalisationReadings discussion| GlobalisationReadings:Douglas and Wind (1987)| 13 – 17 FEB – RED WEEK| Week/C| Lectures| Tutorials| Preparatory reading| 20 Feb| 16. Visiting Lecturer or Corporate Strategy| AlliancesReadings discussion| AlliancesReading:Koza and Lewin (1998)| 05March| 17. Organisational purpose StakeholdersCarole Forbes| AlliancesReadings discussion| AlliancesReading:Gulati et al (2000)| 12March| 18. Corporate Strategy or Q ACarole Forbes| Structure of industries and marketsReadings discussion| Structure of industries and marketsReading:Miller and Friesen (1983) | 19 March| 19. Exam RevisionCarole Forbes| Structure of industries and marketsReadings discussion| Structure of industries and marketsReading:Selsky et al (2007)| 26 March| 20. Exam RevisionCarole Forbes| Drop in | | 26 MARCH – 09 APRIL – EASTER VACATION | (The references for the authors shown in the programme are listed at the end of this handbook) The Recommended Textbook: Bob de Wit Ron Meyer, Strategy, Process Content Context an International Perspective, Cengage Learning, 4th Ed. Journals Harvard Business Review Academy of Management Journal Academy of Management Review Long Range Planning Strategic Management Journal Recommended Reading Origins and Nature of Strategy Porter, M. E. (1996) ‘What is strategy? ‘, Harvard Business Review, November/December 61-78. Whittington, R. (2004) ‘Strategy after modernism: recovering practice’, European Management Review, 1 62-68. Clegg, S. , Carter, C. and Kornberger, M. (2004) †Get up, I feel like being a strategy machine†, European Management Review, 1 (1), 21. Andrews, K. (1998) The concept of corporate strategy. In Strategy: Process, Content, Context (Eds, de Wit, B. and Meyer, R. ) Thomson Learning, London, pp. 86-93. Evered, R. (1983) ‘So what is strategy? ‘, Long Range Planning, 16 (3), 57. Cornelissen, J. A. (1977) ‘Corporate Strategy in the Eighties’, Long Range Planning, 10 Oct. , 2. Campbell, A. and Alexander, M. (1997) ‘What’s wrong with strategy? ‘, Harvard Business Review, November-December 39-52. Chaffee, E. E. (1985) ‘Three models of strategy’, Academy of Management Review, 10 (1), 89-98. Hambrick, D. C. and Fredrickson, J. W. (2001) ‘Are you sure you have a strategy? ‘, The Academy of Management Executive, 15 (4), 48-59. Prahalad, C. K. and Hamel, G. (1994) ‘Strategy as a field of study: why search for a new paradigm’, Strategic Management Journal, 15 5-16. Huff, A. S. (2001) ‘The continuing relevance of strategy’, Human Relations, 54 (1), 123-130. Barry, D. and Elmes, M. (1997) ‘Strategy retold: towards a narrative view of strategic discourse’, Academy of Management Review, 22 (2), 429-452. Theory of the firm and entrepreneurship theory Seth, A. and Thomas, H. (1994) ‘Theories of the firm: Implications for strategy research’, The Journal of Management Studies, 31 (2), 165-193. Spender, J. C. (1996) ‘Organizational knowledge, learning and memory: three concepts in search of theory ‘, Journal of Organizational Change, 9 (1), 63-78. Grant, R. M. (1996) ‘Toward a knowledge-based theory of the firm’, Strategic Management Journal, 17 (Winter Special Issue), 109-131. Spender, J. C. and Grant, R. M. (1996) ‘Knowledge and the firm: Overview’, Strategic Management Journal, 17 5. Lawrence, T. B. (1999) ‘Institutional strategy’, Journal of Management, 25 (2), 161-188. Tsoukas, H. (1996) ‘The firm as a distributed knowledge system: a constructionist approach’, Strategic Management Journal, 17 (Winter Special Issue), 11-23. Hodgkinson, G. P. and Clarke, I. 2007) ‘Conceptual note: Exploring the cognitive significance of organizational strategizing: A dual-process framework and research agenda’, Human Relations, 60 (1), 243-255. Denis, J. -L. , Langley, A. and Rouleau, L. (2007) ‘Strategizing in pluralistic contexts: Rethinking theoretical frames’, Human Relations, 60 (1), 179-215. Strategy Formation Mintzberg, H. and McHugh, A. (1985) ‘Strat egy formation in an adhocracy’, Administrative Science Quarterly, 30 (2), 160-197. Grant, R. M. (2003) ‘Strategic planning in a turbulent environment: evidence from the oil majors’, Strategic Management Journal, 24 491-517. Hart, S. L. nd Banbury, C. (1994) ‘How strategy-making processes can make a difference’, Strategic Management Journal, 15 (4), 251-269. Mintzberg, H. (1990a) ‘The design school: reconsidering the basic premises of strategic management’, Strategic Management Journal, 11 (3), 171-195. Prahalad, C. K. and Hamel, G. (1994) ‘Strategy as a field of study: why search for a new paradigm’, Strategic Management Journal, 15 5-16. Mintzberg, H. (1994) ‘The fall and rise of strategic planning’, Harvard Business Review, 72 (1), 107. Ansoff, I. H. (1965) Corporate strategy, revised edition, McGraw-Hill, New York Ansoff, I. H. (1991) ‘Critique of Henry Mintzberg’s ‘the design school: Reconsidering the basic premises of strategic management†, Strategic Management Journal, 12 (6), 449-461. Bowman, C. , Ward, K. and Kakabadse, A. (2002) ‘Congruent, divergent and incoherent corporate level strategies’, European Management Journal, 20 Dec, 671-679. Mintzberg, H. and Waters, J. A. (1985) ‘Of strategies, deliberate and emergent’, Strategic Management Journal, 6 257-272. Mintzberg, H. (1990b) Strategy formation schools of thought. In Perspectives on strategic management (Ed, Fredrickson, J. W. JAI Press, Greenwich, CT, pp. 188-209. Mintzberg, H. (1987) ‘Crafting strategy’, Harvard Business Review, 65 (1), 66-75. Mintzberg, H. and Lampel, J. (1999) ‘Reflecting on the strategy process’, Sloan Management Review, 40 (3), 21-30. Hodgkinson, G. P. and Clarke, I. (2007) ‘Conceptual note: Exploring the cognitive significance of organizat ional strategizing: A dual-process framework and research agenda’, Human Relations, 60 (1), 243-255. Resource Based View Barney, J. B. (1991) ‘Firm resources and sustained competitive advantage’, Journal of Management, 17 (1), 99-120. Mahoney, J. T. (2001) ‘A resource-based theory of sustainable rents’, Journal of Management, 27 (6), 651-660. Wernerfelt, B. (1984) ‘A resource-based view of the firm’, Strategic Management Journal, 5 171-180. Teece, D. J. , Pisano, G. and Shuen, A. (1997) ‘Dynamic capabilities and strategic management’, Strategic Management Journal, 18 (7), 509-533. Campbell-Hunt, C. (2000) ‘What have we learned about generic competitive strategy? A meta-analysis’, Strategic Management Journal, 21 (2), 127-154. Competences and Capabilities Teece, D. J. , Pisano, G. and Shuen, A. 1997) ‘Dynamic capabilities and strategic management’, Strategic Management Journal, 18 (7), 509-533. Eisenhardt, K. M. and Martin, J. A. (2000) ‘Dynamic capabilities: what are they? ‘, Strategic Management Journal, 21 (10-11), 1105-1121. Knowledge Tsoukas, H. and Vladimirou, E. (2001) ‘What is organizational knowledge? ‘, Journal of Man agement Studies, 38 (7), 973-993. Wenger, E. (2004) ‘Knowledge management as a doughnut: shaping you knowledge strategy through communities of practice’, Ivey Business Journal, January/February 1-8. Nonaka, I. (1994) A Dynamic Theory of Organizational Knowledge Creation. Organisation Science, 5 (1), 14 – 37. Szulanski, G. (1996). Exploring Internal Stickiness: Impediments to the Transfer of Best Practice Within the Firm. Strategic Management Journal, 17 (Winter Special Issue), 27-43. Strategic Thinking Hodgkinson, G. P. and Clarke, I. (2007) ‘Conceptual note: Exploring the cognitive significance of organizational strategizing: A dual-process framework and research agenda’, Human Relations, 60 (1), 243-255. Eisenhardt, K. M. and Zbaracki, M. J. (1992) ‘Strategic decision making’, Strategic Management Journal, 13 (Special Issue), 17-37. Leadership Cicero, L. Pierro, A. and van Knippenberg, D. , (2010) ‘Leadership and uncertainty: how role ambiguity affects the relationship between leader group prototypicality and leadership effectiveness’, British Journal of Management, 21 (2), 411-421. Cyert, R. M. (1990) ‘Defining Leadership and Explicating the Process’, Non-Profit Management and Leadership, 1 (1), 29-38. Hakimi, N. , van Knippenberg, D. , and Giessner, S. (2010) ‘Leader Empowering Behaviour: The Leader’s Perspective’, British Journal of Management, 21 (3), 701-716. The International Context and Drivers of Globalisation and FDI Maguire, S. nd Hardy, C. (2006) ‘The Emergence of New Global Institutions: A Discursive Perspective’, Organization Studies, 27 (1), 7. Geppert, M. and Matten, D. (2006) ‘Institutional Influences on Manufacturing Organization in Multinational Corporations: The ‘Cherrypicking’ Approach’, Organization Studies, 27 (4), 491. Vaara, E. , Tienari, J. and Laurila, J. (2005) ‘Pulp and paper fiction: on the discursive legitimisation of global industrial restructuring’, Organization Studies. Douglas, S. P. and Wind, Y. (1987) ‘The myth of globalization’, Columbia Journal of World Business, 22 (4), 19-29. Tong, T. W. , Alessandri, T. M. , Reuer, J. J. and Chintakananda, A. (2008) ‘How much does country matter? an analysis of firms’ growth options’, Journal of International Business Studies, 39 387-405. Theodosiou, M. and Leonidou, L. C. (2003) ‘Standardization versus adaptation of international marketing strategy: an integrative assessment of the empirical research’, International Business Review, 12 141–171. Svensson, G. (2001) ‘†Glocalization† of business activities: a â€Å"glocal strategy† approach’, Management Decision, 39 (1), 6-18. Schlie, E. and Yip, G. 2000) ‘Regional follows global: strategy mixes in the world automotive industry’, European Management Journal, 18 (4), 343–354. Levitt, T. (1983) ‘The globalization of markets’, Harvard Business Review, 61 (3), 92–102. Leknes, H. M. and Carr, C. (2004) ‘Globalisation, international configurations and strategic i mplications: the case of retailing’, Long Range Planning, 37 29-49. Strategic Alliances Gulati, R. (1998) ‘Alliances and networks’, Strategic Management Journal, 19 293-317. Gulati, R. , Nohria, N. and Zaheer, A. (2000) ‘Strategic networks’, Strategic Management Journal, 21 (3), 203-215. Koza, M. P. and Lewin, A. Y. (1998) ‘The co-evolution of strategic alliances’, Organization Science, 9 (3), 255-264. Sydow, J. (2006) ‘Managing to Collaborate: The Theory and Practice of Collaborative Advantage’, Organization Studies, 27 (4), 605. Steven White, S. S. -Y. L. (2005) ‘Distinguishing costs of cooperation and control in alliances’, Strategic Management Journal, 26 (10), 913-932. Kanter, R. M. (1994) ‘Collaborative Advantage: The Art of Alliances’, Harvard Business Review, 72 (4), 96-108. Structure of industries and markets and the general government and business context Miller, D. and Friesen, P. H. (1983) ‘Strategy-making and environment: The third link’, Strategic Management Journal, 4 (3), 221-235. Selsky, J. W. , Goes, J. and Baburoglu, O. N. (2007) ‘Contrasting Perspectives of Strategy Making: Applications in ‘Hyper’ Environments’, Organization Studies, 28 (1), 71-94. Bourgeois, L. J. (1980) ‘Strategy and environment: a conceptual integration’, Academy of Management Review, 5 (1), 25-39. Strategy as practice, ANT, CoP Hendry, J. (2000) ‘Strategic decision-making, discourse, and strategy as social practice’, Journal of Management Studies, 37 (7), 955–977. Moisander, J. and Stenfos, S. 2009) ‘Exploring the edges of theory-practice gap: epistemic cultures in strategy-tool development and use’, Organization, 16 (2), 227-247. Hutzschenreuter, T. and Kleindienst, I. (2006) ‘Strategy-process research: what we have learned and what is still to be explored’, Journal of Management 32 (5), 673-720. Hendry, J. (2000) ‘Strategic decision-making, discourse, and strategy as social practice’, Journal of Management Studies, 37 (7), 955–977. Organisational Purpose and Stakeholders Augier, M. and March, j. g. (2001) ‘Conflict of interest in theories of the organization: Herbert A. Simon and Oliver E. Williamson’, Journal of Management and Governance, 5 (3/4), 223-230. Williamson, O. E. and Haas, W. A. (1999 ) ‘Strategy research: Governance and competence perspectives’, Strategic Management Journal, 20 (12), 1087-1108. Huff, A. S. (2000) ‘Changes in organizational knowledge production’, Academy of Management Review, 25 (2), 288-293. Rocha, H. O. and Ghoshal, S. (2006) ‘Beyond self-interest revisited’, Journal of Management Studies, 43 (3), 585-61. MMUBS’ referencing standard Examples of references for different source materials using MMUBS’ referencing standard (a style of the Harvard system of referencing) A document is available (electronically in your Moodle areas) providing instruction on applying the MMUBS Harvard referencing standard to your work – this includes detailed instruction on how to cite from and reference different sources. Book Huczynski, A. A. and Buchanan, D. A. (2007) Organizational behaviour: An introductory text. 6th ed. , Harlow: Financial Times Prentice Hall. Book chapter Gordon, R. , Druckman, D. , Rozelle, R. and Baxter, J. (2006) ‘Non-verbal behaviour as communication: Approaches, issues and research. ’ In: O. Hargie. (Ed. ) The handbook of communication skills. London: Routledge, pp. 73-119. Journal article Hass, M. (2006) ‘Knowledge Gathering, Team Capabilities, and Project Performance in Challenging Work Environments. ’ Management science, Vol. 52, no. 8, pp. 1170-1184. Internet source – author Kennedy, J. (2008) Contract Killer. Directory of Social Change [Online] [Accessed on 6th August 2008] http://www. dsc. org. uk/NewsandInformation/News/Contractshindercharities Internet source – organisation Business in the Community. (2008) Skills boost for North West companies. [Online] [Accessed on 5th August 2008] http://www. bitc. org. k/news_media/skills_boost_for. html Newspaper article – paper copy Milmo, D. (2008) ‘Ryanair launches price war as sales slump. ’ The Guardian. 8th August. p25. Newspaper article – Internet copy Wray, R. (2008) ‘Sony buys Bertelsmann out of joint music business. ’ The Guardian. [Online] 6th August. [Accessed on 11th August 2008] http://www. guardi an. co. uk/business/2008/aug/06/musicindustry. sony Government command paper Department of Trade and Industry. (2005) Our energy future: Creating a low carbon economy. Cmnd. 5761, London: TSO. Act of Parliament Companies Act 2006. (c. 46) London: HMSO. Dissertation Paucar-Caceres, A. (2006) Business culture and management science methodologies in England and France. Ph. D. Manchester Metropolitan University. introductory text. Harlow: Financial Times Prentice Hall. (For instruction on citing secondary sources, see the referencing standard document for MMUBS) Report ECOTEC. (2003) Guidance on Mapping Social Enterprise: Final Report to the DTI Social Enterprise Unit. London: ECOTEC Research and Consulting Ltd. (C2453). (When referencing a report, if there is no report code or number on the report that you have used, leave this field blank. ) How to cite Corprate Global Strategy, Papers

Persuasive Astrology free essay sample

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