By David Harris
The 2006 variation of CIMA's respectable learn structures were totally up to date to mirror chanegs within the syllabus. up-to-date to include legislative and syllabus adjustments, the 2006 research platforms supply entire learn fabric for the may well and November 2006 checks. the hot version keeps the preferred loose-leaf structure and includes: * perform questions all through * entire revision part * subject summaries * prompt studying articles from quite a number journals * may possibly 2005 Q & A's * The professional learn platforms are the single examine fabrics counseled via CIMA * up-to-date to mirror adjustments within the syllabus with key sections written through examiners and assessors * whole built-in package deal incorporating syllabus suggestions, complete textual content, urged articles, revision courses and wide query perform
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Extra resources for CIMA Study Systems 2006: Integrated Management (CIMA Study Systems Managerial Level 2006)
G. g. a particular organisational culture or relationship with stakeholder groups). 4. g. not in the way that Microsoft used CD technology to substitute for the sales network, payments systems, printing and logisitics of Encyclopedia Britannica when it launched Encarta). Kay (1997) writes of ‘distinctive capabilities’ arising from four sources: 1. Competitive architecture: These are the relationships that make up the organisation. These can be divided into: (a) internal architecture: relations with employees; (b) external architecture: relations with suppliers and customers; (c) network architecture: relations between a group of collaborating ﬁrms.
1. Avoids short-termist behaviour. It ensures that management considers the long-term development of the business rather than focusing solely on short-term results and operational results. 1 above. 2. Helps identify strategic issues. By encouraging management to consider the business environment in their plans and decisions it will help them keep ahead of change and to be more proactive. 3. Goal congruence. There are many aspects to this: (a) It will help coordinate the different business units, divisions and departments and ensure that they work together to realise the full potential of the corporation.
To do this, a manager must exhibit the following skills: Manage stability. Managers should be able to master the details of running their business and not feel compelled to constantly rethink the business’s strategic future. As Mintzberg says: ‘ To manage strategy . . 1 Mintzberg’s types of strategy INTEGRATED MANAGEMENT Detect discontinuity. This is the ability to detect the subtle environmental changes that may affect the business and be able to assess their potential impact on its future performance.