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This assignment was locked Dec 12, 2018 at 11:59pm.

Why Am I Being Asked to Write an Investigative Report?

You may not plan on becoming a journalist; however, you are likely about the things that matter to you and probably recognize the value in credible information. Whether you're trying to figure out which car to buy, which major to choose, or how to make sense of the news, you are investigating evidence. Distinguishing between facts and opinions is a crucial skill in college-and more importantly-beyond it. Our class activities and your experience reporting on an issue you are curious about will help nurture your research, analysis, and writing skills.

Overview

For this assignment, you will be writing an investigative report of a current event. An investigative report involves research and a report "serves to highlight the author's expertise with the purpose of informing or educating an audience" (Glenn 112). You will choose a current event that interests you and which is receiving wide media coverage. You'll then collect a variety of texts that cover the event (e.g., article, editorial, blog post, pundit's monologue, think tank essay, analysis, etc.). Next, you will evaluate the merits, credentials, biases, strengths and failings of each, paying special attention to the rhetorical situation in which each piece is operating. Finally, you will write a report which clarifies 1) how biases, reporting, reasoning, genres, and especially the rhetorical situations surrounding these texts impact the ways in which the event has been portrayed, and 2) what the implications of these observations suggest for your future investigations of evidence.

Your Investigative Report should be:

1,500 words + rhetorical notes + research notes

Tailored to a specific audience (e.g., not simply "multimodal" but "tech blog readers")

Formatted appropriately to the corresponding audience and medium

Using citation, including in-text and a Works Cited page, regardless of audience/medium

Steps for conducting an investigative report:

1. Search for and select a current event that interests you. A current event is an event that has received significant media coverage in the past twelve months and is of interest to your audience.

2. Choose an audience you want to communicate with about this event.

College (e.g., a professor, USU administration, a club, class peers, The Statesman readers...)

Community (e.g., City Council, religious/political organization, The Herald Journal readers...)

Workplace (e.g., your boss, your co-workers, corporate CEO, clients or patrons...)

Multimodal (e.g., specific blog readers, The New Yorker readers, YouTube subscribers...)

3. Gather 6 texts from 6 different genres that address this event, such as YouTube videos, tweets, social media posts, news articles, books (or a book review), or a website.

4. Create a graphic organizer to help you make sense of these various texts. Your graphic organizer lists each source on the left and then pulls out important pieces in columns to the right of the source to help you see similarities and differences across the texts. Identify and extract the following elements from each source: a) the author/creator's intended audience, b) evidence, b) facts, c) beliefs, d) opinions, e) assumptions, f) biases, and g) the rhetorical strategies (logos/pathos/ethos) used by the author.

5. Collaborate with a peer in an in-class discussion of your graphic organizer.

6. Let your thoughts and ideas stew for a while. Talk about it with people you value. Re-read and take notes on your organizer. Take stabs at identifying patterns across the categories.

7. List some of the patterns you are seeing across the columns, as well as any potential relationships between the patterns you are noting. What are you discovering?

8. Now, to help you visualize the context of this rhetorical situation in which you are writing, draw a picture of it.

Who's in the picture (yourself, your audience-but how should they be drawn to represent their view of the current event you're investigating)?

Are there other people in the picture (e.g., your teacher? The people at issue in your current event?)

What obstacles do YOU face as a writer trying to communicate your findings to THE AUDIENCE you selected? Can you express these obstacles visually?

What is your goal in writing to them? Can you draw it?

Finally, what rhetorical strategies should you utilize to accomplish this goal? Will you tap into logic? Emotion? Your own credibility? What format will be most effective? And how will you use these elements to accomplish your goal?

Draw some conclusions about how the elements you analyzed impacted the way this current event has been presented in public discourse. You might choose to focus on one element, or you might choose to discuss them all.

9. Using all of these resources together (the sources, your research work and notes, your awareness of the rhetorical situation, your goals and strategies), outline and/or draft your report. Using what you've found, read, and analyzed, explain to your reader the following:

The Facts

The basic facts of the event that are most likely true

Any aspects of the event that are probably true but whose verity is questionable

Anything that has been reported that is certainly not true

The Opinions

The major opinions and interpretations of the meaning or importance of the event

The quality of the reasoning supporting those various interpretations

The Conclusions

How biases, reporting, reasoning, genres, and especially the rhetorical situations surrounding these texts impact the ways in which the event has been portrayed

What the implications of these observations suggest for your future investigations of evidence.

10. Write your Rhetorical Notes (1-2 double-spaced pages)

1. What was your purpose in writing your investigative report?

2. Which audience did you choose? Why did you choose this audience?

3. How did the audience influence your writing voice? Your content? Your formatting?

4. What roles did ethos, pathos, and logos play in your evaluation?

5. Given what you've stated above, how effectively do you think you accomplished your purpose?

Although you will turn in your Rhetorical Notes with the Investigative Report, the Rhetorical Notes do not count toward the word count for your evaluation.

11. Write your Research Notes (1-2 double-spaced pages):

1. How did this assignment help you understand the value and characteristics of evidence?

2. What information did you find that was relevant to your audience and purpose?

3. What challenges did you have while doing your research?

4. What strategies did you use in your research? How well did they work?

Although you will turn in your Research Notes with the Investigative report, they do not count toward the word count for your investigative report.

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This assignment was locked Dec 12, 2018 at 11:59pm. You may not plan on becoming a journalist; however, you are likely about the things that matter to you and probably recognize the value in credible information. Whether you're trying to figure out which car to buy, which major to choose, or how to make sense of the news, you are investigating evidence.

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Course Outline/ Assignment Brief/ Rubric

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Course Outline/ Assignment Brief/ Rubric

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Sample PR Interview Questions and Answers

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Sample PR Interview Questions and Answers

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Interview questions for public relations (PR) jobs vary depending on specific roles and whether you're seeking a job in traditional or digital PR. Some questions, of course, will come up with any public relations position. Interviewers will be eager, for example, to learn about your communication skills for any PR position to which you apply.

Get tips on how to prepare for your interview and more information on the differences between digital and traditional PR. Plus, review a list of common questions asked during interviews for PR positions.

Types of Public Relations Job Interview Questions

At a digital PR agency, the duties typically include operating social media channels, sending tweets, managing online communities, and conversing with companies and consumers via social media.

If you are interviewing to do public relations work for a company, your interviewer might focus on trying to understand how you will craft and execute an effective public relations strategy.

Common Public Relations Interview Questions & Answers

Personal Questions

During any interview for a PR job, you can expect to be asked a number of common interview questions, which allow interviewers to learn about your skills and experience, along with getting a sense of how you'll fit in with the company's culture. Some of these will be personal questions that solicit your opinion about your career.
1. Why do you love PR?
What They Want to Know: This question gauges your enthusiasm for your career field. Give an honest response about what appeals to you about the position. The best answers will connect your passion for PR with the company's mission. Avoid answers focused on yourself (e.g., "I love going to client events and drinking cocktails for free.").
2. What is your ideal work environment?
What They Want to Know: Here's where your research on the agency or company will pay off! If the company is known for a fast-paced environment, you can mention that you work best when busy and are the kind of person who's always on email.
3. Why should we hire you?
Questions About Public Relations

Be prepared to demonstrate your practical knowledge of public relations, communications technologies, agency structures, and client relations. Your answers should be tailored to demonstrate how your public relations expertise would be a tremendous asset to the employer.

Use your answers to redirect the conversation to the agency's culture, its mission, the clients it works with, and its overall approach to public relations. Be specific in describing how your own approach aligns with theirs.
4. When responding to media and public inquiries, what question do you find most difficult to answer?
What They Want to Know: This question evaluates how well you can "think on your feet." Be honest in your response. If you say you do not find any questions difficult to answer, it can seem like you're prevaricating. But be strategic: do not mention a question that you're likely to receive regularly in this role.
5. What does "public relations" mean to you? 6. What sources of media do you follow regularly, and why those ones?
What They Want to Know: As well as general PR news outlets and social media feeds, it makes sense to mention media sources in your area of expertise or the agency's focus.

Since my work is focused on celebrity publicity, I'm the first to read new issues of People magazine.

Questions About Digital PR

If you're interviewing for a digital PR job, be ready to answer questions about your experience with SEO, content creation, channels, audience interaction, and social media crisis management.
7. Why do you use social media to help your clients?
What They Want to Know: Share an example that puts you in a good light. Remember, numbers can always be a meaningful way to tell a story. If you helped a client gain followers, share the before-and-after numbers, for instance.
8. What are your favorite social media platforms?
What They Want to Know: There's no wrong answer here, but it's likely best to avoid being negative about any platform. Frame your answer not around your own interactions with the platform personally, but around how it's beneficial to clients.
9. Describe a social media crisis you had. How did you handle it?
Additional Questions About Public Relations

Other common questions about public relations a hiring manager might ask could include:

What are the advantages of an in-house public relations department?

What are the disadvantages of hiring a public relations firm?

What's the difference between public relations and advertising?

Why do companies need public relations?

How do you measure the results of a PR campaign?

Why are exhibitions at trade shows popular?

In what direction do you see the public relations industry heading?

What personality characteristics are most important to be successful in public relations?

Do you believe there is a communications crisis right now?

What do you like about our PR agency?

Tips for Acing a Public Relations Interview

Do your homework. Research the agency you're interviewing with, their clients, and their history of success in the industry so that you will be able to focus your conversation on their needs and demonstrate how you would be a collegial, dedicated, and productive contributor to their organization.

Share your achievements. Before you go into the interview, make a list of your most successful public relations accomplishments and projects and how you have helped to meet a client's goals. Be ready to support these achievements with quantifiable statistics like percentages, numbers, or dollar figures.

Tell me about a time you had to persuade someone to do something at work. How did you achieve this?

Give me an example of how you creatively solved a problem at work.

Tell me about a print campaign you have worked on?

How would you communicate with a reporter?

What would you do if you disagreed with a client about strategy?

Describe how you might put together a pitch for one of our clients.

How would you balance advocacy and objectivity in PR?

How to Ace the Interview

REVIEW COMMON PUBLIC RELATIONS INTERVIEW QUESTIONS: Understand the difference between traditional and digital public relations agencies, and be ready to answer questions appropriate to either one (depending upon which type you are targeting).

RESEARCH THE EMPLOYER: Learn as much as you can about the hiring agency before the interview, including its history in the industry, its major clients, and its key PR successes.

KNOW YOUR NUTS AND BOLTS: Be ready to discuss how you would structure a public relations strategy, communicate with clients, and manage a traditional or digital campaign.

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Public Relations Interview Questions and Answers

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Interview questions for public relations (PR) jobs vary depending on specific roles and whether you're seeking a job in traditional or digital PR. Some questions, of course, will come up with any public relations position. Interviewers will be eager, for example, to learn about your communication skills for any PR position to which you apply.

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Objective:
1.0 Introduce students to PR terms.
2.0 Understand the basic use of PR in business and society.

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Chapter 1 IPR Nature of Public Relations

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Introduction to Public Relations Flashcards | Quizlet

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Start studying Introduction to Public Relations. Learn vocabulary, terms, and more with flashcards, games, and other study tools.

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Group 4

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Group 2

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Group 3

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Chapter 7: Public Relations Industry

Many people confuse public relations with marketing and advertising. Although there are similarities, there also are key differences.

Probably the most important difference between marketing, public relations, and advertising is the primary focus. Public relations emphasizes cultivating relationships between an organization or individual and key publics for the purpose of managing the client's image. Marketing emphasizes the promotion of products and services for revenue purposes. Advertising is a communication tool used by marketers in order to get customers to act. The image below outlines other differences.

For more information on the differences between marketing, public relations, and advertising, read the following articles:

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Writing for Strategic Communication Industries

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Chapter 7: Public Relations Industry Many people confuse public relations with marketing and advertising. Although there are similarities, there also are key differences. Probably the most important difference between marketing, public relations, and advertising is the primary focus. Public relations emphasizes cultivating relationships between an organization or individual and key publics for the purpose of managing the client's image.

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Kathe Gust, ICG Communications and Public Relations Committee
icg-pr@costume.org

Introduction

With thousands of non-profits vying for media attention, members, and volunteers, how can we make the ICG stand out from the rest? We can't control the message the media will craft on our organization, but generating "endorsement" by the media creates more credibility and can be a positive factor.

Here are tips for doing successful PR for ICG Chapters and SIGs:

Create a public relations plan. The public relations plan is the basis for each of your public relations programs. Public relations plans can either be organization-wide or they may focus on a specific event, product or service. The plan should list what you want to achieve, how long you plan to work on it, who is your audience, what ideas you will try, and how you will know if you did well (final goals). At the end of your plan look back to see how well you met your goals and where you could improve next time. This will keep your group focused and will give you a way to improve over time as you learn what works and what does not.

Create a media kit for the press. The kit should include a brief history with a mission statement, a fact sheet, photographs of past events, information on the board of directors, and contact information. Be sure to have these available both online on your website and in print. Give the name of a contact person for the media.

Develop an "elevator pitch." Sometimes the press and the public will approach random members at events. Having a "pitch" is less stressful for members to respond with, and ensures a consistent message. Have your leaders say the pitch to members at events. Put it as a "mission" or "about us" on your website. That will help fix it in members' minds so it will be there when they need it.

Create a crisis plan. This is something that many groups fail to do, and when crisis strikes, they are unprepared on how best to handle it. Think of possible things that could go wrong or criticisms you may receive from the public, and create a plan on how to respond. Consider naming a single crisis contact, or a developing a list of people who have been trained in how to respond. Being unprepared in a crisis often causes problems for many organizations.

Develop relationships with reporters. Know which reporters are more likely to cover stories about your organization, and be friendly with them. Send them a letter introducing yourself and your organization, send them the media kit, send special invitations to events, and always thank them after they cover an event or story about your organization.

Learn to write a Press Release. Look at the items that get published in the media outlets you want to use and copy the style of those. If you turn in something that is ready to use, you are more likely to be selected for publication.

Learn to think like your audience. Whether your audience is the media, or the person on the street, think about what they would want to know about your organization or event and tell them that. Do not assume that they know ANYTHING about you (unless you are aiming at current members). Those who know you will skip to the date and time of your event, those who don't may be intrigued and be more willing to try you out if you say more about who you are.

Select a key message to focus on. Too often, we have many goals, and try to achieve too many things at once. Focus on the key message. You can always run further campaigns to get out additional messages. If it's a membership campaign, it's on the benefits of joining your group. If it's an event, it's about the fun people will have by attending. If there are multiple messages, it's possible that there are really multiple campaigns.

Hint: If your chapter or SIG can create email aliases, it's a good idea to use them for all contacts, including PR, so people don't have to give out their personal emails, and so the addresses remains the same regardless of who is currently doing the jobs.

What Does a Basic Public Relations Plan Look Like?

As mentioned above,the plan should set your goals, assess the target audience, list what tactics you will use, and set a timeline to successfully carry out your plan. It may seem tedious, but this will ensure that your plan will be carried out effectively instead of just winging it. At the end of your plan look back to see how well you met your goals and where you could improve next time.

Message you want to send - Come play with us? Learn new skills? We can teach? Decide on one or two topics at most and focus on those.

Who are you trying to reach - new members, young costumers, retirees, crafters, quilters, members of a fandom, your current members, etc.

What formats your outreach uses - fliers, posters, brochures, postcards, email messages, newspaper ads, websites, social media, phone calls, mailings, etc. Do you need special photos or graphic arts assistance to make your items? If using social media, will you need a list of items to post or tweet to keep your message fresh?

Action Plan - you will normally need an action plan for each audience. Think about where you could reach those people. Do you have anyone embedded in that community already who might help you? If you don't have a foothold in the community, how can you get one? Will that cost money? How much? Do you have it? If not, how will you get it? Should you set a deadline for implementing your plan(s) such as the start of a convention or an event?

Implementation - this is where you make the plan that you will follow. Here is a sample of a plan to get new people to attend a specific event:

1. Request $35.00 from chapter to fund our PR plan by April 12.

2. Use our artwork to print 500 business cards for our new Wearable Arts Event on July 15, by May1.

3. Get a list of major area quilting/sewing stores by May 1.

4. Call to see if they will allow us to put business cards at their checkout desk or other location by May 10.

5. Take cards to each store that agreed to let us supply them by May 15.

6. Check back at each store in one week to see if all the cards are gone and supply more until all the cards are gone. Get feedback from the stores on this trip.

Adjusting the plan -

1. Check to see if your plan is working. In the example above, there are two measures: Are the cards being taken? Are people signing up for the event, particularly new people?

2. Get feedback from the stores on your second trip. Do the cards work for them? Would something else work even better?

3. Check during your event, or sooner, with any new people. How did they find out about your event? Is there a better way to reach them? And of course, would they like to join your group? Always ask people if they want to join. Other measures for different campaigns might be asking your members if and where they saw any announcements, news articles, and radio or TV mentions. Track and continue using the best methods as you try out new ones.

4. Make adjustments if needed.

Public Relations Tools for Your Plan

There are plenty of public relations tools you can use to get your message out. Which are most effective depends on the audience you need to reach.

Media Campaigns - can you get a radio spot Public Service Announcement (PSA) or newspaper press release placement? Great if you can do it, and cultivating your local papers and radio stations may help.

Email Campaigns - send a message to a mailing list, or you can set up a free account with MailChimp for longer term campaigns that use your logos or photos to tie them together.

Internal Campaigns - these campaigns are aimed at your current members. In addition to posters, flyers, premiums and other collateral, you can use newsletter articles, chapter website, blog posts, email campaigns, meeting announcements (if you have meetings).

Collateral (brochures, etc) Campaigns - these can also be single message (one event) or long term (membership promotions)

Twitter Campaigns - these can also be single message (one event) or long term (ongoing promotions) but are more interactive than using print collateral. They allow your members to participate in promoting your group and events. The most simple method is creating and promoting an @name for your group that people can follow (e.g. @charlottecostumers), and promoting #topics for your tweeters to use when posting about specific events (e.g. #bloomersbikeride). These should be included in all PR material.

Other Social Medial Campaigns - these are almost always for long term ongoing promotion. The labor and maintenance needed for a social media site (Instagram, Pinterest, Facebook, a Website, Yahoo or Gmail groups) is a big commitment and not always well suited to a single event promotion, but don't overlook the possibility that you may know established groups that will promote your events on their own websites and social media groups for you if you supply them with information. If you plan a long-term presence Facebook and mailist groups can be very effective ways to reach your membership (when closed) or any interested person (when open).

Post-campaign Thank You - Include thanks to all volunteers and sponsors/contributors in notes, wrap-up articles, and meeting announcements. If you have incentives for participating, here's where you hand them out.

Scheduling Your Media Campaign

Scheduling your campaigns is critical with the media. You want to make sure that you follow deadlines in dealing with them. If there are no guidelines on the media outlet's website, you can try these - the likelihood of your message being used decreases as you go down the list.

Four weeks in advance: label item "For Immediate Release." This date is especially important for long-range print media (magazines and special sections of newspapers), and television.

Two weeks in advance: label item "For Immediate Release." Send your follow-up releases to weekly/daily print media and radio/TV at this time.

One week in advance: label item "Media Advisory." Send general summary information only in hope of generating media interest and reminding them of the project/event. Limit these to one to two paragraphs. Include your highest priority information.

One day in advance: label item "Media Alert." Fax or email typically works best, so make sure that your media outlets will accept fax or email formats of press notifications.

To get included on community calendars or publications from your local Parks & Rec. or similar organizations, you may need to be ready six months ahead or even longer with your event dates.

Designing Print Collateral

Designing flyers and posters can be one of the most creative and fun aspects of promoting your project. With a few basic pointers, the sky's the limit. Have someone other than the person creating the piece proofread it carefully. Typos are natural even with spell checkers, and it is nearly impossible to catch everything if you are the person who created it. Printing vendors usually provide a proof copy or "blue line" and will ask you to sign off when it is ready to be printed.

Sticking with a single color print is much more economical that using multiple colors. Remember, the background is also a color. Use that to your advantage where it makes sense.

Flyers and posters: Use standard sizes wherever possible for flyers and posters:

5.5 x 8.5

8.5 x 11

11 x17

18 x 24

Postcards: use USPS standards for postcard sizes to keep your postage costs to a minimum.

Premiums: these are things such as magnetic business cards and calendars, or other small handout items such as key rings or sewing kits.

Work with your vendor to determine the size and format of the artwork you need to provide for these items. The most important item to include is your name and how to contact your group. Be sure to order well in advance to insure you have these items on the day you need them.

In-person visits to local businesses are a great way to get fliers posted in storefronts. Some businesses may even be willing to include a small flier or card when bagging customer purchases. Always ask permission, and thank the business even if they cannot post a flier for you. They may be able to put out postcards or business cards another time. Ask about other options for the future.

Media Samples

Public Service Announcement for Radio

Most radiao stations make public service announcements (PSAs) about events on behalf of non-profits and community organizations. These announcements help them fulfill an FCC requirement to demonstrate benefit to the communities they serve.

PSAs come in 30 second and 15 second versions. It is a good idea to submit copy for each length, clearly marked, on the same page.

Sample 30 second public service announcement:

Contact: Connie Costumer, phone number, email

Quinn Quilter, phone number, email

Month 28, 20XX

COME BACK TO THE GAY 90'S WITH THE CHARLOTTE COSTUMERS' GUILD AND EAST PARK CYCLES ON SATURDAY APRIL 7TH AT THE SANTA CRUZ RIVERFRONT PARK.

THE BLOOMERS AND BOUTONNIERES BIKE RIDE WILL BE FUN FOR EVERYONE. ENJOY THE RIVERFRONT BREEZES, AND PICK UP A PICNIC BOX LUNCH TO ENJOY WHILE CYCLING ONE OF THE MOST SCENIC PATHS IN CHARLOTTE.

PLEASE LET US KNOW YOU ARE PLANNING TO ATTEND AND WHETHER YOU WANT TO RESERVE A LUNCH.

RSVP FORMS ARE AVAILABLE ONLINE OR AT EAST PARK CYCLES. LUNCH PICKUP BEGINS AT 11:30. RIDES BEGIN ANYTIME AFTER NOON. CALL EAST PARK CYCLES AT XXX-XXX-7008 OR GO TO CCG.ORG FOR MORE INFORMATION.

BLOOMERS AND BOUTONNIERES BIKE RIDE, APRIL 7TH AT SANTA CRUZ RIVERFRONT PARK.

Sample 15 second public service announcement:

Contact: Connie Costumer, phone number, email

Quinn Quilter, phone number, email

Month 28, 20XX

COME BACK TO THE GAY 90'S WITH THE CHARLOTTE COSTUMERS' GUILD AND EAST PARK CYCLES ON SATURDAY APRIL 7TH AT THE SANTA CRUZ RIVERFRONT PARK.

THE BLOOMERS AND BOUTONNIERES BIKE RIDE WILL BE FUN FOR EVERYONE. PLEASE LET US KNOW YOU ARE PLANNING TO ATTEND AND WHETHER YOU WANT TO RESERVE A PICNIC LUNCH.

CALL EAST PARK CYCLES AT XXX-XXX-7008 OR GO TO CCG.ORG FOR MORE INFORMATION AND TO RSVP.

Press Release for Print, Blogs, etc.

This overview of the key components (adapted from PR Newsire) helps you write an effective press release. Check the press releases in the newspaper or newsletters you will use to see which components they normally include.

Every element of your message needs to drive to your objective, e.g. driving traffic to a web site, getting people to register, or inspiring media coverage. Keep this in mind as you develop your message.

1. Headline: Get readers to click on the link to the story by writing the headline you want to see for your article in a target publication. Keep it short enough and interesting enough to tweet.

2. Sub-Head: (optional) Entice a reader to consume your content. Sub-heads add more detail.

3. Dateline: Includes the city of origin, and the date of the release.

4. Lead Sentence: Set the hook in the reader's attention. Keep them moving toward the objective - your key message and any call to action. The lead paragraph starts with an interesting statement, not boilerplate about your organization.

5. Call to Action: Most readers won't make it to the bottom of a full page. Insert your call to action link for the public after the first or second paragraph. Restrained use of links directs readers to a specific call to action.

6. Copy Body: Tell the story, add dimension and readability, with quotes, bullet points and paragraph heads in bold text. Give the reader reasons to keep going. Bold font and provocative section heads build more attention.

7. Boilerplate and media contact: Establish the brand's credentials and give journalists the about-the-company details they need for the story.

Sample press release:

Contact: Corrine Costumer, Project Chair, phone number, e-mail

Wendy Wearable, phone number, e-mail

For Immediate Release February 1, 2014

SIXTH ANNUAL UPTOWN COSTUME FAIR

Punkin Center, AZ - The Central Arizona Costumers' Clash ushers in the season of romance on February 14 by presenting the Sixth Annual Uptown Costume Fair. This year's theme is Steam-y Romance.

For a ticket price of $7, attendees can attend a fashion show, view live demonstrations and sample the wares of more than a dozen vendors specializing in steampunk costuming and accessories at the annual extravaganza at the First Union Atrium in uptown Punkin Center, from 11:30 am to 5:00 pm. The price includes a chance to win a fabulous door prize donated by Harold's Hardware. Get your ticket online or at the door.

"Every year we look forward to hosting this great event. The live demonstrations and fashion show are a treat for the makers in all of us," says Judith Needles, president of First Union. "Supporting the Uptown Costume Fair not only allows us to provide a little financial support for The Clash, but also allows us to raise awareness of the existence of this fun group in our local area."

Other sponsors of the Uptown Steampunk Fair include Central Sewing Supplies and Harold's Hardware.

The Central Arizona Costumers' Clash, now in its10th year, provides fun social events and opportunities for community service to anyone in our surrounding communities.

In addition to the Uptown Costume Fair, the Central Arizona Costumers' Clash produces numerous social events, learning workshops and spearheads Punkin Center's Eeky Creeky Halloween Haunt.

Using Social Media

Social media can be a lot of work. Spreading the load among several people who understand the goals of your group is the best way to go so that no one person gets stuck with it all the time.

If you are planning to use social media, it is a good idea to include it in the entire PR plan from the beginning. For example, if you are holding a bazaar you may want to plan for the Facebook posting and photo at the same time as any email postings. If you are also hoping to use twitter to remind people on the day of the event, decide on a hashtag and include that in the Facebook and email posts. Then be sure to post some tweets on the day, such as "Only 2 hours to Bazaar" "Bazaar is open - come on in" "Bought great trims at the Bazaar" or similar messages to keep momentum on the day.

Here are some more tips:

Keep it brief, but not boring for Twitter

Add a great photo to add interest for Facebook, Pinterest or Instagram posts

People like headlines/subject lines with tops (top 5, top 3) and also superlatives (best strongest fastest) such as Top 3 Reasons for a Pirate Picnic, Best Ever Vintage Baseball Game...

Use Facebook Groups pages for announcements not a personal account. That will keep all your "stuff" in one place so everyone can get back to it.

Social media is public, be prepared for any negative comments and have a plan for turning those around to positives if they show up.

High quality video is always impressive and engaging. If you have it, or want to learn it, get a YouTube channel for your group. But be sure it is high quality and you have a commitment to keep adding to it.

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Kathe Gust, ICG Communications and Public Relations Committee icg-pr@costume.org With thousands of non-profits vying for media attention, members, and volunteers, how can we make the ICG stand out from the rest? We can't control the message the media will craft on our organization, but generating "endorsement" by the media creates more credibility and can be a positive factor.

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Workforce of the future: The importance of scenario planning

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Learn more at PwC.com - https://pwc.to/2vzx3Ds Workforces right now are in the middle of a huge transformation moving from an old model to a new model that we're not quite sure what it is going to look like yet. As companies think about changes in the world of work, there is a need to engage in scenario planning.

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Start studying Management. Learn vocabulary, terms, and more with flashcards, games, and other study tools.

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A merger occurs when two separate entities combine forces to create a new, joint organization. An acquisition refers to the takeover of one entity by another. A new company does not emerge from an acquisition; rather, the smaller company is often consumed and ceases to exist, and its assets become part of the larger company. Acquisitions - sometimes called takeovers - generally carry a more negative connotation than mergers. For this reason, many acquiring companies refer to an acquisition as a merger even when it is clearly not.

Legally speaking, a merger requires two companies to consolidate into a new entity with a new ownership and management structure (ostensibly with members of each firm). An acquisition takes place when one company takes over all of the operational management decisions of another. The more common interpretive distinction is whether the purchase is friendly (merger) or hostile (acquisition).

In practice, friendly mergers of equals do not take place very frequently. It's uncommon that two companies would benefit from combining forces and two different CEOs agree to give up some authority to realize those benefits. When this does happen, the stocks of both companies are surrendered and new stocks are issued under the name of the new business identity.

Since mergers are so uncommon and takeovers are viewed in a negative light, the two terms have become increasingly conflated and used in conjunction with one another. Contemporary corporate restructurings are usually referred to as merger and acquisition (M&A) transactions rather than simply a merger or acquisition. The practical differences between the two terms are slowly being eroded by the new definition of M&A deals.

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What is the difference between a merger and an acquisition?

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A merger occurs when two separate entities combine forces to create a new, joint organization. An acquisition refers to the takeover of one entity by another. A new company does not emerge from an acquisition; rather, the smaller company is often consumed and ceases to exist, and its assets become part of the larger company.

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Discipline guide

For an overview of our courses, research strengths and facilities, download the Business Discipline Guide.

Our facilities

The College of Business has a range of industry-standard facilities, including a specialised business library, contemporary board rooms and shared spaces. Our City Convention Centre located on Level 12 boasts spectacular city and river views and offers a venue for business and social functions.

Student placements & internships

If your dream career is in the business world, we can help you achieve it. Our business students gain practical, real-world knowledge and skills with the aid of strong industry links, specialist professional development units, and over 150 workplace learning programs in cutting-edge companies.

One of our greatest strengths as a university is our links with industry. We are one of the most industry connected universities in Australia with over 4,000 industry connections university-wide. Our students are exposed to placement opportunities at the Australian Centre for Financial Studies, Linfox, Victorian Tourism, Victoria Transport Association, Crown Melbourne, Tourism Victoria and the Western Bulldogs Football Club every year.

Our co-operative education program offers a year of paid, full-time employment towards the end of a business degree, with a preparation program during the second year of study to ensure our students are ready to enter the workplace. Students also have the opportunity to engage in a work integrated learning program. This provides students with industry-based experiences such as relevant project work, part-time employment, a holiday job or even voluntary work while studying.

'During my final year of study I completed a 10-month internship at Coles, working with the Supply Chain team. In this position I found the skills taught to me at Victoria University vital in achieving success.'
Sally Anne Young - Most Employable Business Student, GradConnection Top100 Awards
Bachelor of Business - Supply Chain and Logistics Management

Accreditations

Our courses are accredited by:

Chartered Institute of Logistics and Transport Australia (CILTA)

Australian Marketing Institute (AMI)

CPA Australia

Institute of Chartered Accountants

Australian Human Resource Management (AHRI).

Experts

Our students learn from industry-expert teaching staff and have access to high profile adjunct professors including:

Alan Kohler, financial journalist

Hon. Dr Craig Emerson, former politician

Ian James, Managing Director of Mushroom Music.

College of Business
City Flinders campus
Staff in the College of Business
Phone: +61 3 9919 6100 or 1300 VICUNI (1300 842 864)
ASKVU Find answers and ask questions

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For an overview of our courses, research strengths and facilities, download the Business Discipline Guide. The College of Business has a range of industry-standard facilities, including a specialised business library, contemporary board rooms and shared spaces. Our City Convention Centre located on Level 12 boasts spectacular city and river views and offers a venue for business and social functions.

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Technological and social forces are transforming how work gets done, who does it, and even what work looks like. And while technology can make workers more productive, there will be significant turbulence as organizations grapple with the complexity and unpredictability of a changing workforce.

Research by Deloitte Consulting shows that there are seven powerful disruptors reshaping work as we know it. In order to address these disruptors, business leaders need to engage in transformative thinking that will not only re-design but re-imagine the way work gets done in their organizations. They need to think big, start small, become more agile, and-ultimately-move faster than the new realities of work.

Image: Deloitte Consulting

Are organizations ready for Industry 4.0?
Deloitte's Readiness Report explores senior executives' views on the impact of Industry 4.0, that is, the industrial change associated with automation and digital technologies. According to the report, business leaders are uncertain they have the right talent to be successful in this new era of technological advancement. Only 25% are highly confident that their workforce has the skill sets needed for the future. Only 14% are highly confident in their ability to harness the changes associated with Industry 4.0. Yet 86% of business leaders think they are doing all they can to build the right workforce. Even more surprising, less than 20% of business leaders regard talent and HR issues as a high priority. In a nutshell, leaders don't seem to think radical change is needed to get them where they need to go.

But radical change is needed. Consider the impact of automation. It's been estimated that 57% of all jobs are at risk of being automated within the next 5 years. Emerging economies in the ASEAN region (the Association of Southeast Asian Nations) are the most vulnerable to job automation. But developed economies will be impacted as well. In Singapore, for example, workplace automation is expected to double in the next three years.

To be sure, the likelihood of an entire profession disappearing due to automation is low. It is far more likely that parts of an occupation will be replaced by technology. Human talent will be working alongside artificial intelligence, machine learning, natural language processing-or anything that can replace tasks in a business process and make them quicker, more accurate, and less costly. In this scenario, the most suitable resource, be it technological or human, can now be matched to deliver the most productive outcome.

Naturally, this has implications for the workforce and completely disrupts traditional talent models. Organizations will have to find the right balance of humans and machines to complement each other, re-designing roles to maximize talent and potential.

Image: Deloitte Consulting

Augmentation also challenges current talent structures and practices by making them more flexible. Workforces will become more and more contingent, with off-balance sheet workers (freelancers, contractors, and gig workers) increasingly utilized by businesses who want to capitalize on access to the smartest people to solve complex business problems. In fact, in the United States, more than 90% of net new jobs in the past five years were performed by off-balance sheet workers. Respondents to Deloitte's Global Human Capital Trends 2018 report indicate that only 42% of their workforce is made up of salaried employees.

From the workers' perspective, such augmentation through technology means people can now decide where best to work, whether it's from an office or at home, in a satellite space, or in shared workspace. This fits the Millennial and Gen Z value of flexibility in the workplace-a key finding from the Deloitte Millennial Survey 2018. For these workers, the gig economy's increased income potential and flexibility hold great appeal. According to the survey, a clear majority have already taken on such roles or would consider doing so.

This is of particular importance in Asia, where almost 60% of the working population is 28 years old, compared to 40% globally. With the vastly different career expectations of this age group, organizations need to adjust talent models to attract and retain the workers that will take their business into the future.
Remaining relevant in the future of work
The half-life of a skill has dropped from 30 years to an average of 6 years. This holds true even for fresh university graduates. This means that the model of "learn at school" and "do at work" is no longer sustainable and constant reskilling and lifelong learning will be a way of life at work. According to the World Economic Forum's Future of Jobs report, reskilling is the top priority for organizations looking at their future workforce strategy. And with working lives getting longer, reskilling is important for all workers, not just the young.

Individuals, companies, and educational institutions must find collective and elegant solutions that work for everyone and must push for smart ways to promote fairness and progressive thinking at work. Governments and policy makers can play a role in this new paradigm by showing bolder leadership in education and labor market regulations and by developing standards that enable and accelerate future of work opportunities. A collective response will create the platforms that enable and empower individuals to reinvent themselves to embark on new pathways and progress their careers.

Image: Deloitte Consulting

Business leaders can no longer be passive consumers of ready-made human capital. They need to put talent development and workforce strategy front and center in their growth plans. This requires a new mindset to understand the challenges workers face and evolve talent programmes and models that unlock their potential.

The views expressed in this article are those of the author alone and not the World Economic Forum.

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The 7 forces that will change the way you work

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Technological and social forces are transforming how work gets done, who does it, and even what work looks like. And while technology can make workers more productive, there will be significant turbulence as organizations grapple with the complexity and unpredictability of a changing workforce.

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Conduct a competitor analysis on a business of your choice.

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Porter's 5 Forces - Competitive Strategies

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Porter's 5 Forces - Competitive Strategies

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Group 3

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Group 3

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SWOT Analysis

SWOT analysis is a tool for auditing an organization and its environment. It is the first stage of planning and helps marketers to focus on key issues. SWOT stands for strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal factors. Opportunities and threats are external factors. A strength is a positive internal factor. A weakness is a negative internal factor. An opportunity is a positive external factor. A threat is a negative external factor.

We should aim to turn our weaknesses into strengths, and our threats into opportunities. Then finally, SWOT will give managers options to match internal strengths with external opportunities. The outcome should be an increase in 'value' for customers - which hopefully will improve our competitive advantage.

The main purpose of the analysis has to be to add value to our products and services so that we can recruit new customers, retain loyal customers, and extend products and services to customer segments over the long-term. If undertaken successfully, we can then increase our Return On Investment (ROI).

Simple rules.

Be realistic about the strengths and weaknesses of your organization.

It should distinguish between where your organization is today, and where it could be in the future.

It should always be specific. Avoid grey areas.

Always apply the tool in relation to your competition i.e. better than or worse than your competition.

Keep your audit short and simple. Avoid complexity and over analysis

It is subjective.

Once key issues have been identified with your SWOT analysis, they feed into marketing objectives. The tool can be used in conjunction with other tools for audit and analysis, such as PEST analysis and Porter's Five-Forces analysis. So SWOT is a very popular tool with marketing students because it is quick and easy to learn. During the SWOT exercise, list factors in the relevant boxes. It's that simple. Below are some FREE examples of SWOT analysis - click to go straight to them.

Strengths and weaknesses are internal factors.

For example:

A strength could be:

Your specialist marketing expertise.

A new, innovative product or service.

Location of your business.

Quality processes and procedures.

Any other aspect of your business that adds value to your product or service.

A weakness could be:

Lack of marketing expertise.

Undifferentiated products or services (i.e. in relation to your competitors).

Location of your business.

Poor quality goods or services.

Damaged reputation.

Opportunities and threats are external factors.

For example:

An opportunity could be:

A developing market such as the Internet.

Mergers, joint ventures or strategic alliances.

Moving into new market segments that offer improved profits.

A new international market.

A market vacated by an ineffective competitor.

A threat could be:

A new competitor in your home market.

Price wars with competitors.

A competitor has a new, innovative product or service.

Competitors have superior access to channels of distribution.

Taxation is introduced on your product or service.

A word of caution - it can be very subjective. Do not rely on SWOT too much. Two people rarely come-up with the same final version of SWOT. TOWS analysis is extremely similar.

Do you need a more advanced SWOT Analysis?

Some of the problems that you may encounter with SWOT are as a result of one of its key benefits i.e. its flexibility. Since SWOT analysis can be used in a variety of scenarios, it has to be flexible. However this can lead to a number of anomalies. Problems with basic SWOT analysis can be addressed using a more critical POWER SWOT.

History of SWOT Analysis

Having arrived on this page you have probably surfed the Internet and scoured books and journals in search of the history of SWOT Analysis. The simple answer to the question What is SWOT? is that there is no simple answer, and one needs to demonstrate a little academic wisdom in that nobody took the trouble to write the first definitive journal paper or book that announced the birth of SWOT Analysis. There are a number of contrasting, if not contradictory views on the origin of SWOT. Here are a few of the leading thinkers on the topic (and if you have more please let us know so that we can add them). More . . .

FREE SWOT Analysis Examples

A summary of FREE SWOT analyses case studies are outlined in our Lesson Store.

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SWOT analysis is a tool for auditing an organization and its environment. It is the first stage of planning and helps marketers to focus on key issues. SWOT stands for strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal factors. Opportunities and threats are external factors.

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Course Outline/ Assignment Brief/ Rubrics

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Course Outline/ Assignment Brief/ Rubrics

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FIA Course Outline - Introduction to Management and Marketing

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This slide will give you a rough idea about the roles and skill of a manager. And it also describe the challenges that a manager may face

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Learning Objectives

1. Know the dimensions of the planning-organizing-leading-controlling (P-O-L-C) framework.

2. Know the general inputs into each P-O-L-C dimension.

A manager's primary challenge is to solve problems creatively. While drawing from a variety of academic disciplines, and to help managers respond to the challenge of creative problem solving, principles of management have long been categorized into the four major functions of planning, organizing, leading, and controlling (the P-O-L-C framework). The four functions, summarized in the P-O-L-C figure, are actually highly integrated when carried out in the day-to-day realities of running an organization. Therefore, you should not get caught up in trying to analyze and understand a complete, clear rationale for categorizing skills and practices that compose the whole of the P-O-L-C framework.

It is important to note that this framework is not without criticism. Specifically, these criticisms stem from the observation that the P-O-L-C functions might be ideal but that they do not accurately depict the day-to-day actions of actual managers (Mintzberg, 1973; Lamond, 2004). The typical day in the life of a manager at any level can be fragmented and hectic, with the constant threat of having priorities dictated by the law of the trivial many and important few (i.e., the 80/20 rule). However, the general conclusion seems to be that the P-O-L-C functions of management still provide a very useful way of classifying the activities managers engage in as they attempt to achieve organizational goals (Lamond, 2004).

Figure 1.7 The P-O-L-C Framework

Planning

Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions. It also requires that managers be good decision makers.

Planning is a process consisting of several steps. The process begins with environmental scanning which simply means that planners must be aware of the critical contingencies facing their organization in terms of economic conditions, their competitors, and their customers. Planners must then attempt to forecast future conditions. These forecasts form the basis for planning.

Planners must establish objectives, which are statements of what needs to be achieved and when. Planners must then identify alternative courses of action for achieving objectives. After evaluating the various alternatives, planners must make decisions about the best courses of action for achieving objectives. They must then formulate necessary steps and ensure effective implementation of plans. Finally, planners must constantly evaluate the success of their plans and take corrective action when necessary.

There are many different types of plans and planning.

Strategic planning involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the organization to compete effectively in their environment. Strategic planning has a long time frame, often three years or more. Strategic planning generally includes the entire organization and includes formulation of objectives. Strategic planning is often based on the organization's mission, which is its fundamental reason for existence. An organization's top management most often conducts strategic planning.

Tactical planning is intermediate-range (one to three years) planning that is designed to develop relatively concrete and specific means to implement the strategic plan. Middle-level managers often engage in tactical planning.

Operational planning generally assumes the existence of organization-wide or subunit goals and objectives and specifies ways to achieve them. Operational planning is short-range (less than a year) planning that is designed to develop specific action steps that support the strategic and tactical plans.

Organizing

Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. The structure of the organization is the framework within which effort is coordinated. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization. Decisions made about the structure of an organization are generally referred to as organizational design decisions.

Organizing also involves the design of individual jobs within the organization. Decisions must be made about the duties and responsibilities of individual jobs, as well as the manner in which the duties should be carried out. Decisions made about the nature of jobs within the organization are generally called "job design" decisions.

Organizing at the level of the organization involves deciding how best to departmentalize, or cluster, jobs into departments to coordinate effort effectively. There are many different ways to departmentalize, including organizing by function, product, geography, or customer. Many larger organizations use multiple methods of departmentalization.

Organizing at the level of a particular job involves how best to design individual jobs to most effectively use human resources. Traditionally, was based on principles of division of labor and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become. However, experience has shown that it is possible for jobs to become too narrow and specialized. For example, how would you like to screw lids on jars one day after another, as you might have done many decades ago if you worked in company that made and sold jellies and jams? When this happens, negative outcomes result, including decreased job satisfaction and organizational commitment, increased absenteeism, and turnover.

Recently, many organizations have attempted to strike a balance between the need for worker specialization and the need for workers to have jobs that entail variety and autonomy. Many jobs are now designed based on such principles as empowerment, job enrichment and . For example, HUI Manufacturing, a custom sheet metal fabricator, has done away with traditional "departments" to focus on listening and responding to customer needs. From company-wide meetings to team huddles, HUI employees know and understand their customers and how HUI might service them best (Huimfg, 2008).

Leading

Leading involves the social and informal sources of influence that you use to inspire action taken by others. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort to attain organizational objectives.

The behavioral sciences have made many contributions to understanding this function of management. Personality research and studies of job attitudes provide important information as to how managers can most effectively lead subordinates. For example, this research tells us that to become effective at leading, managers must first understand their subordinates' personalities, values, attitudes, and emotions.

Studies of motivation and motivation theory provide important information about the ways in which workers can be energized to put forth productive effort. Studies of communication provide direction as to how managers can effectively and persuasively communicate. Studies of leadership and leadership style provide information regarding questions, such as, "What makes a manager a good leader?" and "In what situations are certain leadership styles most appropriate and effective?"

Figure 1.8

Quality control ensures that the organization delivers on its promises.

Controlling

Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include (1) establishing performance standards, (2) comparing actual performance against standards, and (3) taking corrective action when necessary. Performance standards are often stated in monetary terms such as revenue, costs, or profits but may also be stated in other terms, such as units produced, number of defective products, or levels of quality or customer service.

The measurement of performance can be done in several ways, depending on the performance standards, including financial statements, sales reports, production results, customer satisfaction, and formal performance appraisals. Managers at all levels engage in the managerial function of controlling to some degree.

The managerial function of controlling should not be confused with control in the behavioral or manipulative sense. This function does not imply that managers should attempt to control or to manipulate the personalities, values, attitudes, or emotions of their subordinates. Instead, this function of management concerns the manager's role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contributing toward the accomplishment of organizational and departmental objectives.

Effective controlling requires the existence of plans, since planning provides the necessary performance standards or objectives. Controlling also requires a clear understanding of where responsibility for deviations from standards lies. Two traditional control techniques are budget and performance audits. An audit involves an examination and verification of records and supporting documents. A budget audit provides information about where the organization is with respect to what was planned or budgeted for, whereas a performance audit might try to determine whether the figures reported are a reflection of actual performance. Although controlling is often thought of in terms of financial criteria, managers must also control production and operations processes, procedures for delivery of services, compliance with company policies, and many other activities within the organization.

The management functions of planning, organizing, leading, and controlling are widely considered to be the best means of describing the manager's job, as well as the best way to classify accumulated knowledge about the study of management. Although there have been tremendous changes in the environment faced by managers and the tools used by managers to perform their roles, managers still perform these essential functions.

Key Takeaway

The principles of management can be distilled down to four critical functions. These functions are planning, organizing, leading, and controlling. This P-O-L-C framework provides useful guidance into what the ideal job of a manager should look like.

Exercises

1. What are the management functions that comprise the P-O-L-C framework?

2. Are there any criticisms of this framework?

3. What function does planning serve?

4. What function does organizing serve?

5. What function does leading serve?

6. What function does controlling serve?

Referenes

Huimfg.com, http://www.huimfg.com/abouthui-yourteams.aspx (accessed October 15, 2008).

Lamond, D, "A Matter of Style: Reconciling Henri and Henry," Management Decision 42, no. 2 (2004): 330-56.

Mintzberg, H. The Nature of Managerial Work (New York: Harper & Row, 1973); D. Lamond, "A Matter of Style: Reconciling Henri and Henry," Management Decision 42, no. 2 (2004): 330-56.

This is a derivative of Principles of Management by a publisher who has requested that they and the original authors not receive attribution, originally released and is used under CC BY-NC-SA. This work, unless otherwise expressly stated, is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

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Know the dimensions of the planning-organizing-leading-controlling (P-O-L-C) framework. Know the general inputs into each P-O-L-C dimension. A manager's primary challenge is to solve problems creatively. While drawing from a variety of academic disciplines, and to help managers respond to the challenge of creative problem solving, principles of management have long been categorized into the four major functions of planning, organizing, leading, and controlling (the P-O-L-C framework).

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Historical Background of Management Explain why studying management history is important. Describe some early evidences of management practice. Discuss why div...

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Managerial Planning and Goal Setting CHAPTER 7 0

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Strategy Formulation and Implementation CHAPTER 8 0

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Guidelines have been provided.
Whatsapp group set up
Discussions on preparing cw1 are encouraged on this platform.

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TQM is about managing the entire organisation so that it excels in its offerings to the customer.

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Four Management Functions

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Planning

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Strategic Management

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Decision Making

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Group Presentation

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A futuristic view

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About the report

We are living through a fundamental transformation in the way we work. Automation and 'thinking machines' are replacing human tasks, changing the skills that organisations are looking for in their people. But what will the future look like?

This isn't a time to sit back and wait for events to unfold. To be prepared for the future, you have to understand it.

Our 'Workforce of the future' study looks at four possible Worlds of Work for 2030 to help you kick-start your thinking. You can also take a closer look at the views of 10,000 people in our survey findings summary.

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Workforce of the future - The competing forces shaping 2030

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We are living through a fundamental transformation in the way we work. Automation and 'thinking machines' are replacing human tasks, changing the skills that organisations are looking for in their people. But what will the future look like? This isn't a time to sit back and wait for events to unfold.

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Maam do we need these section in our assignment
Introduction
Advantages
Disadvantages
Conclusion
Do we need to add anything else

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Tactical refers to the strategy that a group or organisation have on a particular goal in carrying out small scale actions to serve a larger purpose

Ex : a company increases the price of a product when they realize that their products are high in demand

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Briefly describe the 4 management functions. Identify a management activity to each function.

Individual and to discuss in class. (40 mins)

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CW 1 preparation

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In Business Planning and Strategic Management it is first and foremost important to develop a business mindset. Students asked to think of reasons why business are created. Eg. Remodel a shoe rack.  Identity the reasons why. Problem solving, competition, new users etc.

Encourage to read SunBIZ

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Students required to read the Planning stages and be able to differentiate the stages in class.

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Organising

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Mission and vision statement are what an organization aspires to do and become in the near future

Eg : - Nestle(vision)- To meet the various needs of the consumer everyday by marketing and selling foods of a consistently high quality

Nestle( mission) - we strive to bring comsumers food that are safe of high quality and provide optimal nutrient to meet psychological needs. Nestle helps provide selections for all individual taste and lifestyle preferences.

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- short-term matters
- ready to use
- specific action steps that support the strategic and tactical plans
- concerned with routine activities to carry out tactical plans
Eg : ~

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Tactical refers to the strategy that a group or organisation have on a particular goal in carrying out small scale actions to serve a larger purpose

Ex : a company increases the price of a product when they realize that their products are high in demand

Tactical plan
- A tactics needed to achieve the goals defined in a strategic plan. For example, if a company strategic plan is to become a market leader, its tactical plan might be to double the amount spent on advertising and marketing.

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G4:Strategic goals/plan
-reflect decisions about resource allocations,company priorities and the steps needed to meet strategic goals.
-rely on input from others in the organization.
-strategic planning process is the creation of a strategic plan.
eg: SMART
specific,measurable,achievable,relevant and timely

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Task: group activity ...Objective relating theory to realworld business problems.

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Innovation and Change