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Module 1 - Introduction to Strategy & Leadership
Topic Page M Comment
Invisible Hand - Adam 19 M1 self-int behav self regul mrkt
Visible Hand (opp Adam Inv Hand) - Alfred Chandler 19 M1 K function, admin struct & manag coor = Visible hand
Porter - Compet Strat 19 M1 Firm prof dtrmned by charact of indus & Its position on it so determ overal strat: Low cost or diff
Henry Mitzberg 19 M1 opp Porter, Strat should be flexi, continuously, from intuit & creat
Henry Mitzberg 2 20 M1 The worls supposed to hold still while plan dvlped and implemntd
Differentiation strat 20 M1 opperational effectiveness = improv perf true compet = trsfrm activ so diff from rival
Carl Von Clausewitz - Differtt start 20 M1 Tactic = art of using troops in battle, strat is art of using battles to win wars
Productivity frontiere - Porter 21 M1 Max value cpny can deliver given cost, best technoo, slills & mangmt tech
Put strat in place 53 M1 Mission (funda purpose, value) →Obj (targets) Strat→ Spprt orgsnl argmnt (strct, prcss, rwrd, staff ...
Elements of strat - 5 majors - Diament 55 M1 Arena (Where), Vehcle (how), Differenttors (how win mrkt) Staging (Speed & cons of move) Eco Logic
Arenas - Element of strat 55 M1 Where business active + how mush emphasis placed on each of them (Which prod, market, geo, core techno, value creation strat?)
Vehicle - elment of strat 55 M1 Internal dvpmt?, JV?, Licensing/franchise?, Acquisition?
Differentiators - Element of strat 56 M1 How to win? Image?, Customiszt? Price?, Styl? Reliability?
Staging 57 M1 Speed of expension, Sequence of initiatives
Economic logic 58 M1 Lowest cost (scale adv? Scope replicat av) premium prices (best service, proprietary prod feature?)
Imperative of Strat Comprehensivenes 59 M1 all 5 elemts + preparation & Invest + 5 support each othes then: design support activ, policies, procss
Testing the Quality of strat 65 M1 Fit envir? Exploit key resources (better than compet)? Sustbl? Internly const? Enough ress? Impltbl?
Emergence of strat 22 M1
Strat Planning Process - 1 -Strat Analysis 23 M1 Where are we? internl influ, current perf, inter perf, review prod & ident new imprvmt opport
Strat Planning Process - 2 -Defining futur state 23 M1 Were are we going? When? Ident growth area, devpt vision & mission, Def value = guide, SMART goals
Strat Planning Process - 3 - Option and plan 23 M1 How get there? Dvp & Eval opt, Hight level theme, KPI, Review correct
Strat Planning Process - 4 - Implementation 23 M1 Imple plan deign & dvpnt, imple, Manage change, monitor & perf
Role of Leadership (Mangmt ≠ leadrshp) 24 M1 Influencing not forcing action. At each level of strat
Role of Leadership - Kouses & Porter 24 M1 getting other to do ≠ getting other want to do, at every level
Ethic & leadership 25 M1
Ethic & leadership - clasical view - Friedman 25 M1 persue value instead of profit = threat. Costly dtrn firm goal. Only soc resp = profit mx ovr activ but no fraud
Ethic & ldrshp - clasical view - Neoclassical eco theory of the firm 26 M1 Rational pursuit of max profits is only perspective in decision mekaing & eco interact. Soc Resp & Moral not in PD of leaders and managers
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