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Weeklyhours
4
School
Accountingschool
Lecture
Zhaowei
Writer
Writingtime
August20th2008
Personincharge
Examiner
Yuxinpei
Teachingbook
Paperp3BusinessAnalysisforexamsinDecember2007andJune2008
References
JohnsonG,ScholesKandWhittingtonR,ExploringCorporateStrategy(seventhedition),PrenticeHall(2005)
HarmonP,BusinessProcessChange,MorganKaufmanPublishers(2003)
ChaffyD,E-BusinessandE-CommerceManagement(secondedition),PrenticeHall(2004)
BrattonJandGoldJ,HumanResourceManagement,PalgraveMacmillan(2003)
Learningobjectives
Onsuccessfulcompletionofthispaper,candidatesshouldbeableto:
AAssessthestrategicpositionofanorganization
BEvaluatethestrategicchoicesavailabletoanorganization
CDiscusshowanorganizationmightgoaboutitsstrategicimplementation
DEvaluateandredesignbusinessprocessesandstructurestoimplementandsupporttheorganization’sstrategytakingaccountofcustomerandothermajorstakeholderrequirements
EIntegrateappropriateinformationtechnologysolutionstosupporttheorganization’sstrategy
FApplyappropriatequalityinitiativestoimplementandsupporttheorganization’sstrategy
GAdviseontheprinciplesofprojectmanagementtoenabletheimplementationofaspectsoftheorganization’sstrategywiththetwinobjectivesofmanagingriskandensuringbenefitsrealization
HAnalyzeandevaluatetheeffectivenessofacompany’sstrategyandthefinancialconsequencesofimplementingstrategicdecisions
ITheroleofleadershipandpeoplemanagementinformulatingandimplementingbusinessstrategy.
Requirements
Toapplyrelevantknowledge,skills,andexerciseprofessionaljudgmentinassessingstrategicposition,determiningstrategicchoice,andimplementingstrategicactionthroughbeneficialbusinessprocessandstructuralchange;
coordinatingknowledgesystemsandinformationtechnologyandbyeffectivelymanagingqualityprocesses,projects,andpeoplewithinfinancialandotherresourceconstraints.
Difficulties
1.Theneedfor,andpurposeof,strategicandbusinessanalysis
2.Environmentalissuesaffectingthestrategicpositionofanorganization
3.Competitiveforcesaffectinganorganization
4.Alternativeapproachestoachievingcompetitiveadvantage
5.Understandingstrategydevelopment
6.Improvingtheprocessesoftheorganization
7.Principlesofe-business
8.Qualitycontrol,qualityassurance,andqualitymanagementsystems
9.Qualityinitiatives:
Six-Sigma
10.Monitoring,controllingandconcludingprojects
11.Financedecisionstoformulateandsupportbusinessstrategy
12.Strategyandpeople:
performancemanagement
Examination
Normaltime20%,
FinalExamination80%
Normalscorewillgivetheprioritytoattendance,discussionandseatwork.
二、Assignedoftheteachinghours
Unit
Contents
TeachingHour
Teachinghours
Lecture
Exercises
Introductiontothecourse
3
PartA
Strategicposition
7
PartB
Strategicchoices
PartC
Strategicaction
PartD
Businessprocesschange
6
PartE
Informationtechnology
PartF
Qualityissues
PartG
Projectmanagement
PartH
FinancialAnalysis
PartI
People
Review
Total
三、Objectives、difficultiesandcontentsoftheUnitsetting
PartASTRATEGICPOSITION
【Objectives】:
Assessthestrategicpositionofanorganization
【Difficulties】:
Discusshowstrategymaybeformulatedatdifferentlevels(corporate,businesslevel,operational)ofanorganization.
Explore,usingPorter’sDiamond,theinfluenceofnationalcompetitivenessonthestrategicpositionofanorganization.
【Contents】:
4.Marketingandthevalueofgoodsandservices
5.Theinternalresources,capabilitiesandcompetencesofanorganization
6.Theexpectationsofstakeholdersandtheinfluenceofethicsandculture
PartBSTRATEGICCHOICES
Evaluatethestrategicchoicesavailabletoanorganization
Discussarangeofwaysthatthecorporateparentcancreateanddestroyorganizationalvalue.
Explorehoworganizationscanrespondtohypercompetitiveconditions.
Assessthesuitabilityofdifferentstrategicoptionstoanorganization.
1.Theinfluenceofcorporatestrategyonanorganization
2.Alternativeapproachestoachievingcompetitiveadvantage
3.Alternativedirectionsandmethodsofdevelopment
PartCSTRATEGICACTION
Discusshowanorganizationmightgoaboutitsstrategicimplementation
Exploregenericprocessesthattakeplacewithinthestructure,withparticularemphasisontheplanningprocess.
Discussleversthatcanbeemployedtomanagestrategicchange.
Assesstheimplicationsofstrategicdriftandthedemandformultipleprocessesofstrategydevelopment.
1.Organizingandenablingsuccess
2.Managingstrategicchange
3.Understandingstrategydevelopment
PartDBUSINESSPROCESSCHANGE
Evaluateandredesignbusinessprocessesandstructurestoimplementandsupporttheorganization’sstrategytakingaccountofcustomerandothermajorstakeholderrequirements
Explorethecommoditizationofbusinessprocesses
Evaluatetheeffectivenessofcurrentorganizationalprocesses.
Exploretherelationshipbetweengenericsoftwaresolutionsandbusinessprocessredesign.
1.Theroleofprocessandprocesschangeinitiatives
2.Improvingtheprocessesoftheorganization
3.Softwaresolutions
PartEINFORMATIONTECHNOLOGY
Integrateappropriateinformationtechnologysolutionstosupporttheorganization’sstrategy
Discussandevaluatethemainbusinessandmarketplacemodelsfordeliveringe-business.
Assessthepotentialapplicationofinformationtechnologytosupportandrestructurethesupplychain.
Discussthescopeofarepresentativesoftwarepackagesolutiondesignedtosupportcustomerrelationshipmanagement.
1.Principlesofe-business
2.E-businessapplication:
upstreamsupplychainmanagement
3.E-businessapplication:
downstreamsupplychainmanagement
4.E-businessapplication:
customerrelationshipmanagement
PartFQUALITYISSUES
Applyappropriatequalityinitiativestoimplementandsupporttheorganization’sstrategy
Adviseonthestructureandbenefitsofaqualitymanagementsystemandqualitycertification.
DiscussthestagesofsystemsdevelopmentthroughthemediumoftheVlifecyclemodel.
DiscusstheteamrolestypicallyrequiredbySixSigma.
1.Qualitycontrol,qualityassuranceandqualitymanagementsystems
2.Qualityintheinformationsystemsdevelopmentlifecycle
3.QualityInitiatives:
SixSigma
PartGPROJECTMANAGEMENT
Adviseontheprinciplesofprojectmanagementtoenabletheimplementationofaspectsoftheorganization’sstrategywiththetwinobjectivesofmanagingriskandensuringbenefitsrealization
Discusstherelationshipbetweenorganizationalstrategyandprojectmanagement.
Establishtheroleandresponsibilitiesoftheprojectmanagerandtheprojectsponsor.
Discussthemeaningandbenefitsofanend-projectreview,includingbenefitsrealization.
1.Identifyingandinitiatingprojects
2.Managingandleadingprojects
3.Monitoring,controllingandconcludingprojects
PartHFINANCIALANALYSIS
Analyzeandevaluatetheeffectivenessofacompany’sstrategyandthefinancialconsequencesofimplementingstrategicdecisions
Explaintherelationshipbetweenstrategyandfinance.
Evaluatealternativesourcesoffinancefortheseinvestmentsandtheirassociatedrisks.
Applyappropriateliquidityratiostoassesstheorganization’sshort-termcommitmentstocreditorsandemployees.
1.Thelinkbetweenstrategyandfinance
2.Financedecisionstoformulateandsupportbusinessstrategy
3.Financialimplicationsofmakingstrategicchoicesandofimplementingstrategicactions
PartIPEOPLE
Theroleofleadershipandpeoplemanagementinformulatingandimplementingbusinessstrategy.
●Applyandcomparealternativeclassicalandmoderntheoriesofleadershipintheeffectiveimplementationofstrategicobjectives
●Discussthejudgmentalanddevelopmentalrolesofassessmentandappraisal.
●Discussandevaluatedifferentmethodsofreward.
●Adviseontherelationshipofjobdesigntoqualityinitiatives,processre-design,projectmanagementandtheharnessingofe-businessopportunities.
1.Strategyandpeople:
leadership
2.Strategyandpeople:
3.Strategyandpeople:
rewardmanagement
4.Strategyandpeople:
jobdesign
5.Strategyandpeople:
staffdevelopment