The audit which is carried out by the organisation's own staff is called: Select one: a. Own. b. Organisational. c. Internal.
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The audit which is carried out by the organisation's own staff is called:
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- STRATEGIC INFORMATION SYSTEMS Technology has evolved over time with key aspects being discovered with the advent of new information systems whose management has been at the center stage of operations by governments and big organizations. Required:- Discuss the Frameworks for integrating IS strategies with business strategiesOn the basis of online data availability, select any organization and discuss the strengths as well as short comings of its operational management strategies.how would data be collected for each element, and how might management at J.C. Penney use that data to provide loyal customers with a very strong relationship with the firm?
- In a discussion with a colleague the following statement is made to you: 'I was explaining data flow diagrams to our client this morning. It took a while but eventually they understood that divisions of their organisation must be shown as internal entities, and other businesses or customers must be shown as external entities.' Evaluate this statement and read relevant course materials (lecture, tutorial, and book chapter). Actual questions will be asked during assessment. Question: Evaluate the extent to which your colleague is correct. Justify whether your colleague is right or wrong by referring to the definition of internal and external entities. Use examples to justify your answer.Internal analysis (about organisation) Identify and discuss organisation’s unique resources & distinctive capabilities (approximately 10-12 Strengths and Weaknesses should be covered in total). Discuss resources (what a company has) and competences (activities) separately. While addressing unique resources (physical – e.g. retail outlets, manufacturing facilities, products etc.; human – e.g. people and teams crucial for successful strategic development; intangible – e.g. brands, links to external stakeholders etc. and possibly financial) make sure that each is discussed separately and concluded as an S or a W. Identify and discuss 5 to 6 resources in total. While discussing distinctive competences construct Value Chain for the organisation and within list a number of specific and distinctive activities for your organisation (5-6 in total). Demonstrate how unique capabilities link to competitive advantage (each distinctive competence from Value Chain should be “pushed” through VRIO…A resource-based strategy A) is often based on cross-department combinations of intellectual capital and expertise. B) uses industry key success factors to provide a company with a core competence that rivals cannot effectively imitate. C) refers to a company's most efficiently executed value-chain activity. D) uses a company's valuable and rare resources and competitive capabilities to deliver value to customers that rivals have difficulty matching. E) is typically based on a stand-alone resource strength such as technological expertise.
- Now that we have been using CAPSIM, let’s look back at your experiences in your practice work. How did you test the relationships of decisions across the four business functions? Specifically, how did you use the reports in each round? (Please provide a specific example.)Describe at least three advantages that budgeting can bring to an organisation. (Adapted from the CMA)Which statement is accurate about a matrix organization? It creates an environment in which the unity-of-command principle is strictly followed. It is composed of dual reporting relationships in which some employees report to two superiors. It involves holding employees together by contracts that stipulate results expected, rather than by hierarchy and authority. It is a collection of independent, mostly single-function firms that collaborate to produce a good or service.
- 1. Criticise the SECI model with reference to other models of knowledgemanagement 2. evaluate the use of outsourcing for the development of a mobile appfor AerobuddiesWithin the context of strategy formulation, what is the firm in the business of doing is considered as iii. assessing core competencies 11. what a firm does better than anyone else iv defining a primary task i the purpose of the firm V. positioning the firm OO D DDifferences in external and internal analysis 1 How is an internal analysis different from an external analysis? 2 How do core competencies and distinctive organizational capabilities differ? 3 How is an internal audit different from the value chain analysis?
