Abstract
This paper look at strategic management and how it encompasses a range of different models, tools and techniques. It debates whether it is acceptable to view the content of strategic management as a myth, serving only a sense of purpose to decision makers and whether there is a linear relationship between the criteria of a myth and the comfortable concepts of strategic management. It examines how strategy management is a combination of evolution and revolution and how the boundaries of the topic are as generic as the subject matter.

From the Paper
"The irony of culture is that as soon as an organization decides to become the market leaders rather than followers, all interest in culture becomes irrelevant. This is because a decision has been made to divorce the past in order to invent the future. This alone has permitted the development of a series of comfortable myths suggesting that it is possible to change without having to change business activities. The limitation and risks surrounding culture leads to the tempting question of who needs culture anyway. To alternative writers (Chaharbaghi and Newman 1998)10 culture is a convenient cover for when the chosen strategy is to follow someone else because the ability to innovate in the market has been lost. Therefore the view that culture is a useful analytical concept is entirely mythical, as it exists in a philosophical void, like the views of Mintzberg and Porter, and that it is not possible to neither predict nor manage the process. "

Tags:boundaries, definition, decision, makers, organisation

Abstract
This paper examines how a critical issue in international and comparative human resource management (HRM) studies concerns the perception that ?globalisation? is creating convergence (or contingency) in business and industrial relations practices. It looks at how academic debate centres on the crucial argument of whether convergence is an increasing phenomenon, fuelled by globalisation, or, in reality, the opposite is true ? that national cultures and institutions are a unique force for perpetuating diversity and divergence. Consideration is given to contemporary sources that analyse the convergence-divergence debate in HRM and international management.

From the Paper
"The convergence perspective originated from the work of Kerr et al (1960), which stated that organisations? use of functional specialisation would increasingly create a convergent dynamic for business - leading to a common structuring of the workforce within and across countries, based on technological changes and work systems. Beardwell and Holden (2001) note the convergent similarities in car production plants worldwide, echoing the findings of Mueller and Purcell (1992), that see globalising forces as a key factor in converging operational and management processes. Ritzer (1998) also applies the convergent paradigm to his studies into fast-food businesses and society. "The McDonaldization Thesis" illustrates the way multinationals use and perpetuate convergence in order to homogenise working practices, business processes and human resource management for increased economies of scale and competitive advantage."

Tags:braverman, hofstede, ibm, mcdonaldization, resource, trompenaars

Abstract
The purpose of this paper is to practice critical analytical skills using strategic management tools. Some of those tools include the application of Porter's Five Forces Model (1998), Porter's Generic Strategies (1998), Slack's (2001) Five Performance Objectives and the Importance Performance Matrix as used by Martilla and James. In the application of the above-mentioned tools and others, the clothing retail industry is selected for this particular study. Four retail chains, namely Mr Price Weekend, Pep Stores, Edgars and Levi-Strauss, are selected and investigated using the above-mentioned tools. The key rationales for selecting the above chains is to fulfill the requirement that the retail chains be easily accessible and are able to be visited by the syndicate group members.

Outline
Synopsis
Introduction
The Retail Industry Within the Macro Economical Framework
Porter's Five Forces Model of Industry Structure
Corporate Profiles
Research
Limitations of The Research
Conclusion and Recommendations
Reference
Appendix A Geographical Representation of Sample Stores
Appendix B Tabulated Results of Organizations

From the Paper
"HIV/AIDS has reached epidemic proportion. Although statistics vary greatly between government research and that done by large employer groups, Naidu & Vhuromu (2002) believe that AIDS related deaths will double over the next decade. Countries which have a HIV infection rate of greater than 20 percent will see their GDP contract by one percent per annum,( Naidu et al (2002). This impacts particularly on the textile industry which predominantly uses skilled and semi-skilled labourers who are is predominantly affected by this disease,( Naidu et al (2002). The clothing industry growth will be hampered by the spread of this disease as it chips away at the human capital base."

Tags:competitive, five, forces, levi, strauss, edgars

Abstract
This paper comparatively analyses the operational risk faced by U.K. and U.S. financial services firms. It performs its analysis by detecting and measuring the degree of efficiency of U.S. financial services firms' stocks in relation to their U.K. counterparts. It incorporates the portfolio theory and the efficient stock markets hypothesis as part of its analytical framework.
Outline
Introduction
Literature Review
Methodology
Company Backgrounds and Profiles
Discussion and Analysis
Empirical Results
Limitations and Future Research
Conclusion
Bibliography

From the Paper
"Intuitively, operational risk is the potential for any disruption in the company's operational routine processes. The disruption may come from a variety of sources ranging from rogue trading and accounting mistakes to terrorist activities and landmark legal settlement, and from improper sales practices and systems failures to sabotage_ or just simply random freak accidents of nature-. It can be argued that the above disruptions are more commonly noted in the US and in the UK, for example, in recent times, the US has been subject to far more terrorist threats and actual attacks, more so than the UK. And hence, one might conclude that these disruptions cause financial companies in the US to be more exposed to operational risks than those in the UK."

Tags:efficient, markets, portfolio, stocks

Abstract
This paper looks at how material requirements planning (MRP or MRPI) was developed in the 1960?s, to enable companies to calculate the number of different components necessary and when they were needed. It traces its development over the years and identifes the main differences between materials resource planning (MRP), its predecessor materials resource planning II (MRP II) and Enterprise Resource Planning (ERP) as well as the pro's and con's of the MRP II concept. Using a basic diagram, the three fundamental functions of MRP are explained which are netting, batching and time phasing.

From the Paper
"Distinguishing MRPII from the original MRP concept is a simple process. MRPI is simply the process of identifying the amount of components required and at what time they are required. This developed into closed loop MRP, which calculated the workload required to fulfil the orders and compared this to the capacity available. MRPII expands on this by calculating the cost of proposed MRP runs, this allowed managers to identify viable production-runs and allowed them further control over the operation. In calculating the costs MRPII works in the opposite direction to MRPI, it starts at the lowest level of the BOM and works its way up until the net-requirements of the finished product is determined."

Tags:batching, bom, netting, operations, phasing, processes, time

Abstract
This paper examines how there are countless definitions and variations on the subject of strategic management in not only in what it entails but in also what strategy is. It discusses how there appears to be a gap between academic research and practitioner on the definition of strategic management due to the fact that the term strategy is generic, encompassing a myriad of different models, tools and techniques, which apply to different organizations in different ways. It attempts to investigate whether there is any need to bridge this gap or indeed whether or not it can be bridged, given that no one really can provide a universal definition on the subject of "strategy".

From the Paper
"At the heart of the theory-practice gap syndrome, which has forced management to turn to other sources to aid with the organization's development, as mentioned previously is the fact that interests of academics and practitioners are essentially different, and consequently consultancy theory such as the model proposed by Lippitt and Lippitt (1978) (discussed by Pellegrinelli 2002) assumes that consultants are able to translate theory into applicable practice. However. Williams (2003) argues that consultants may only tell managers what they actually want to hear, and Kaarst-Brown (1999) adds that the simple arrival of a consultant, acts as an indicator of change to come."

Tags:academics, consultants, practitioners, theory, organisation

Abstract
This paper provides a financial analysis of the automobile company, Porsche. The paper examines the company's profit and loss account, balance sheet and cash flow statement. The paper also compares Porsche's gross profit margin with its competitors and discusses its problems and opportunities. The paper concludes that in the last fiscal year Porsche has generated earnings above industry average. Several tables are included with the paper.

Tables of Contents:
Terms of Reference
Methods Used
Introduction
Findings
Ratio Analysis
Calculation and Discussion of the Financial Ratios
Comparison of the Ratios with the Industry Average
Problems and opportunities
Inventory and Asset Valuation Methods
Application of Accounting Concepts
Conclusion
Appendix

From the Paper
"North America still remains the largest sales region for the past fiscal year and the most profitable. Domestic market was one of the weakest. Economy in the Eurozone has slowed down given a rise in oil prices and weak internal market demand as well as high unemployment. That has affected the auto industry as a whole and some manufacturers are still recovering from the drop in demand. However, Porsche models have been well received and highly in demand. This can be seen in from increase gross revenues year over year."
"On the new opportunities side Porsche should definitely look into expanding into markets such as China. Given China's strong economic growth, Porsche can greatly benefit from penetrating this market."

Tags:revenue, cost, demand, profit, sales, product

Abstract
This paper is based on findings from a research project that aimed to examine the investment environment in China (Far East/Pacific Rim). The goal of the research is to assist the C.E.O of the Quality Inns Hotel Chain gather the information to analyse and evaluate the profile of the hotel industry in China. The paper identifies and discusses five main categories of facts and issues that Quality Inns Hotel Group will be facing when enter to China hotel industry, namely: market and development of the industry; political and economical environment; operational issues; suitable key strategies; and logical way and order to develop.

Abstract
Introduction
Literature Review
Economic and Political Environment
The Market and Development of the Hotel Industry in China
The Hotel Operation Issues in China
Strategies
A Logical and Effective Route of Development
Recommendation and Conclusion

From the Paper
"Many studies on international business management have focused on cultural differences, cultural adjustment and adjustment failures of expatriate managers (Pizam, 1993; Hall and Hall, 1990; Francis, 1991; Lee, 1998; Tse, Francis and Walls, 1994). One study reported about a 40% failure rate of expatriates assigned to overseas positions (Tung, 1981). These failures were not the result of technical incompetence, but were because of cultural differences in the foreign country. Communication across cultures has a major impact on the effectiveness of management operations (Munter, 1993; Shuter, 1989). Since language is an important tool for communication, the expatriate manager's ability to speak the host language can enhance his management effectiveness and help gain respect from local staff (Harries and Bandin, 1973; Seward, 1975; Terpstra, 1978).
Expatriate managers in China might experience confusion, frustration and failure due to sudden government policy changes (Shenker, 1990; Stross, 1991)."

Tags:culture, expatriate, issues, manager, operational, polical, quality, service, shanghai

Abstract
This paper deals with the functions and purpose of business forecasting within a business organization or business environment. The paper also critically discusses the limitations of the main methods of business forecasting and how these shortcomings can be overcome. The methods discussed include exponential smoothing, regression analysis and ARIMA (autoregressive integrated moving average).

From the Paper
"The role of business forecasting within any business environment cannot be overemphasized. Business forecasting has for a long time been an activity of interest because of its close interaction with major finance, fortunes obtained and lost and the criticality of economic trends for the social and political welfare of a business and of course a country. In fact, it is an integral part of any business organization, serving as an indispensable tool and an unavoidable task necessary for safeguarding the future goals and objectives of any firm or rational individual within a market structure. No rational decision can be made without, at least implicitly, taking some view of the future. Often in earlier times, forecasting activity was rather an informal process, but nowadays, it now recognised that more formal methods of business forecasting will contribute to increased forecast accuracy."

Tags:analysis, regression, GIGO

Abstract
This paper discusses and examines the approaches of systems theory and systems thinking by analyzing the Jograni organization and its operational management. The paper also takes a look at the strategy issues that face Jograni, now and in the future.

Systems Theory
Review of Systems Theory
Von Bertalanffy
Systems Theory Approach to Organizations
Systems Theory Approaches to Operations Management
Input-transformation-output
Open Systems
Boundary
Environment
Sub-systems
Jograni Handicrafts
The Transformation Model
Open Systems
Environment
Boundaries
Subsystems
Feedback and Control
Emergent properties
Conclusions
Strengths and Weaknesses of Systems Theory as an
Approach.
Operational Strategy and Management
Appendix
Management Theory
Operation Strategy
Role of Operations Strategy
Bibliography
Section 2.
Operational Strategy and Management - Jograni
"Jograni's Future"
Conclusions

From the Paper
"Systems theory highlights the existence of "sub-systems" within a system. Each system can be broken into sub-systems and these interact with each other. This was shown to be of great importance by Katz D and Kahn R (1966) any change made in one sub-system will have implications for the others and therefore be related to the consequences for the system of the whole organization."

Tags:management, operations, strategy, tasks, constraints, decision, objectives, performance, management, core, Bertalanffy, transformation, services, systems, subsystems, Jograni