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Il Metodo delle forze per le travi elastiche iperstatiche l - Estratto del documento

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Invia: 8 settembre 2012
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Strategic Management – MGT603 INTERNAL FACTORS & LONG TERM GOALS Objectives: After reading this lecture you will be able to know that: What are Internal Factors? 1. Financial ratios 2. Performance levels 3. Industry averages 4. Survey results What is the importance of strategies in achieving Long term objectives? What are the Financial and Non financial benefits of Strategic Management?

VU Lesson 3

Long-Term Objectives Objectives can be defined as specific results that an organization seeks to achieve in pursuing its basic mission. Long-term objectives represent the results expected from pursuing certain strategies. Strategies represent the actions to be taken to accomplish long-term objectives. The time frame for objectives and strategies should be consistent, usually from two to five years. Objectives are essential for organizational success because they state direction; aid in evaluation; create synergy; reveal priorities; focus coordination; and provide a basis for effective planning, organizing, motivating and controlling activities. Objectives should be challenging, measurable, consistent, reasonable, and clear. In a multidimensional firm, objectives should be established for the overall company and for each division. The Nature of Long-Term Objectives Objectives should be quantitative, measurable, realistic, understandable, challenging, hierarchical, obtainable, and congruent among organizational units. Each objective should also be associated with a time line. Objectives are commonly stated in terms such as growth in assets, growth in sales, profitability, market share, degree and nature of diversification, degree and nature of vertical integration, earnings per share, and social responsibility. Clearly established objectives offer many benefits. They provide direction, allow synergy, aid in evaluation, establish priorities, reduce uncertainty, minimize conflicts, stimulate exertion, and aid in both the allocation of resources and the design of jobs. Lon
g-term objectives are needed at the corporate, divisional, and functional levels in an organization. They are an important measure of managerial performance. Clearly stated and communicated objectives are vital to success for many reasons. First, objectives help stakeholders understand their role in an organization's future. They also provide a basis for consistent decision making by managers whose values and attitudes differ. By reaching a consensus on objectives during strategy-formulation activities, an organization can minimize potential conflicts later during implementation. Objectives set forth organizational priorities and stimulate exertion and accomplishment. They serve as standards by which individuals, groups, departments, divisions, and entire organizations can be evaluated. Objectives provide the basis for designing jobs and organizing activities to be performed in an organization. They also provide direction and allow for organizational synergy. Without long-term objectives, an organization would drift aimlessly toward some unknown end! It is hard to imagine an organization or individual being successful without clear objectives. Success only rarely occurs by accident; rather, it is the result of hard work directed toward achieving certain objectives. Strategies Strategies are the means by which long-term objectives will be achieved. Business strategies may include geographic expansion, diversification, acquisition, product development, market penetration, retrenchment, divestiture, liquidation, and joint venture. Strategies are potential actions that require top management decisions and large amounts of the firm's resources. In addition, strategies affect an organization's long-term prosperity, typically for at least five years, and thus are future-oriented. Strategies have multifunctional or multidivisional consequences and require consideration of both external and internal factors facing the firm.

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Strategic Management – MGT603 VU Annual Objectives Annual objectives are short-termtrato tan encantador que tenia Ponte con Benina diciendo Eres un Ángel y un sin fin de palabras de alabanza Al día siguiente, Benina, fue a buscar a Almudena a su casa pero esta no le encontró allí, ya que este había cambiado de casa, se había mudado a un barrio gitano. Cuando vuelve a casa, Doña Francisca dice que don Romulado ha estado allí; Benina queda extrañada, ya que ella se había inventado a Don Romualdo, y no podía existir en la realidad. El siguiente día, Benina, salió camino de la Costanilla de San Andrés, donde trabajaba Frasquito, para dar parte de la enfermedad de éste. Tanta era la bondad de Benina, que dio de comer a un montón de pobres que rondaban por allí. Después salió Benina nuevamente en busca de Almudena a quien encontró y le preparó un poco de comida. A la mañana siguiente, Benina volvió a encontrarse con más pobres que le pedían comida, y al negársela, se disgustaron mucho. Benina siguió su camino hasta donde se alojaba Almudena, y juntos, se pusieron a comer. Mientras comían, recibieron el ataque de un grupo de vándalos y Almudena recibió un fuerte impacto con una piedra. Un hombre ayuda a Benina y al ciego a padreados. Benina acuerda la estancia de Almudena por cierta cantidad de dinero. A los dos días, se repuso el moro Almudena de sus heridas, y se volvió a la calle para pedir limosna junto a Benina. Cogieron los guardias secretos a los dos mendigos y se los llevaron a una casa de pobres Misericordia. Esa noche la pasó Benina sin dormir en casa. Ante la ausencia de Benina Doña Paca se preocupo mucho. Don Romualdo dice que a los hijos de doña Francisca, Obdulia y Antonio, les corresponde una finca, a doña Francisca y Frasquito Ponte 50 duros mensuales. El sacerdote le comenta a doña Francisca que ha visto a una señora llamada Benina pidiendo limosna con un ciego en la iglesia de San Andrés. Doña Paca se s
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