Gulf College - Faculty of Business and Management Studies - In academic
Affiliation with CARDIFF SCHOOL OF MANAGEMENT
(intel
Module Title
Specific Assignment/Coursework Brief
: Strategic Management
: GSP6000
: Dr. Venus
Module Code
Module Leader
Weighting
: 50%
Length of assessment type
: 3000 words equivalent
LO
Submission Time and Date
: 18th November 2018
You should hand in one copy of your assignment comprised of group and individual
tutorial work and individual formal report by the time and date above to the appropriate 'hand-
in location' at Gulf College. Fill in the front cover (staple together with your assignment). This
must date stamped. MAKE SURE that you fill in all the relevant details on orm (these
are given above!). One copy of the front sheet, date stamped, will be returned to you by the
Office. This is your receipt, keep it. You can submit work by post, but you must send it
recorded delivery. It must be postmarked two days before the deadline date and a copy must
be kept by you in case it is lost in the post. Faxed assignments will not be accepted.
Assignments must be submitted by the due date. The only circumstance in which
assignments can be submitted late is if a mitigating circumstances form is submitted at the
same time. In these circumstances work may be submitted up to 10 working days late only.
If the mitigating circumstances are upheld, the assignment will be graded; otherwise a 0 will
be awarded.
The font type must be either Arial or Times New Roman with a font size 12 and
with 1.5 line spacino " a IVICIUSUIVI DO based on required format.
le portfolio should include the following:
The Task 1: A4 Poster (50 marks)
Consider yourself as a junior company consultant of a well-known company of your choice
here in the Sultanate of Oman. You are tasked to do a SWOT ANALYSIS and
recommend some strategies in an A4 poster format. Findings should emphasise the
possible issues to be addressed and opportunities that can be maximise in order to
improve the business operation of the company.
3
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sumber
and
Poster should observe the following requirements:
• Presentation:
professionalism. (50%)
Content:
clarity relevance
professionalism.
(50%)
visual impact (looking like a poster), readability
use
of
English,
structure,
appropriate
You will need to include basics such as your name, the company you have chosen and
the degree you are studying for.
not
of
use
SOME POINTS/REMINDERS THAT ARE HELPFUL:
Do not use more than 2 font types: the most usual are Times New Roman and Arial
Titles and headings should appear larger than other text. The text should also be
legible from a distance, say from 1.5m to 2m.
Do not use all UPPER CASE type in your posters.
Do not use a different font type to highlight important points
Do not muddle eg. if you use bold italicised print for emphasis, then underlining is
necessary
Choose graph types that suit: annotations and line-graphs should be seen from a
distance instead
using lines of different thickness,
contrasting coloured lines or different line styles to distinguish between different
lines in multi-line graphs.
All diagrams and drawings should be labelled and seen from a distance
Check your spelling: spelling mistakes give a poor impression
✓ Maintain a consistent style
Marking Scheme
Weighted Weighted Mark
Structure
Percentage Percentage
(Content) (Presentation)
(50%) (50%)
INTRODUCTION: The Company
5
✓ Discussion on the background of the company and the
products and services currently being offered.
✓ Discussion on company milestones and critical
analysis of the pattern of its growth and development.
5
MAIN BODY:
10
SWOT Analysis,
Identified KPIs
3.
مرات الأرر عر اموا
Findings,
✓ Should be based from the KPIs, and
10
Recommendation
✓ Should be based from the findings
CONCLUSION
References
10
5
5
50%
4
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Task 2: Reflective Log (50 marks)
In consideration to your participation as Strategic Management student this semester, write a 1500
words essay reflecting on your honest personal responses to the activities, materials, learning
and other factors that covers the delivery of the module. Examine how your experience shapes or
contributes to your professional growth.
Marking Scheme
Mark
Reflective
Writing
No
Reflection
With Some
Reflection
Not a
Reflection
Deeper Reflective
Writing
Reflective Log
standing back
questioned.
from the
Critical analysis of
Evidence of Some questions No self- No self-
self and own
self-questioning. raised but not questioning questioning
behaviour
Emotions answered. Emotions not Irrelevant to the
Recognition of the placed in Emotions begun explored. No tasks.
role of emotions in
context and to be
shaping
from
questioned.
Examination 18 Evidence of Some distance
event No
event.
appraisal of a range standing back
from the event.
of perspectives and questioning Some reference information
Integration of the event. to external considered
literature properly
Reference information
referenced
made to theory
or literature
Shaping events.
external
Personal
observations
about the
Knowledge and
skills acquired
Responses to
the
availability
and
provision of
Module
materials
Challenges
faced and
benefits
gained
Discussion
about
Teaching
and learning
styles
Linkage
between
theory and
practice
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GC
This portfolio will test the following learning outcomes:
Obtain a systematic understanding of the key aspects of strategy. This will be
gained through the acquisition of coherent and detailed knowledge of relevant
aspects of strategy, which will range from classical theories to the latest thinking in
the subject.
approaches, as well as the latest thinking, regarding analysis, enquiry and
application to strategy related concepts and practical situations.
Gain a conceptual understanding which enables them to devise, contribute to and
sustain strategy related arguments and discussions, whether concerning classical
aspects of strategy, or the latest thinking on strategy and its environments.
Develop a range of problem solving techniques and approaches which can be used
to understand and resolve theoretical and practical situations.
• Be able to appreciate the areas of uncertainty, incompleteness, ambiguity,
contradictions and the limits of knowledge relating to strategy and its environments
Be able to apply the methods, techniques and approaches learnt to review,
consolidate extend and apply their knowledge of strategy and related areas to
initiate strategy related tasks and projects, from theoretical or practitioner
perspectives.
Understand and critically evaluate arguments, assumptions, abstract concepts,
uncertainties and data relating to strategy, which will enable them to frame
questions, make judgements and develop solutions to theoretical and practical
problems relating to strategy and its environment.
Gain appropriate skills and knowledge which will allow them to enquire, make
decisions and resolve problems in the complex, ambiguous, incomplete and
unpredictable world of strategy and related areas.
Be able to exercise their own initiative and responsibilities regarding undertaking
further training and learning in strategy and related areas.
Be able to develop and manage their own approaches to learning and training,
identifying appropriate research articles and data, as well as identifying their future
training needs in areas relating to strategy.
.
•
Generic Marking Scheme
90-100%
A quite exceptional and outstanding answer, providing insights which would not be available
publicly, and would, with some editing, be publishable. In addition to the features of the next
section, this range is distinguished by superior organisation, economic use of language and totally
comprehensive, given the conditions of the exercise.
80-89%
An answer which demonstrates an excellent understanding of the question and of the complexity
of the issues involved. There is a sound basis of relevant factual knowledge and/or the theoretical
issues involved. Most of the important issues are dealt with in a detailed, specific and systematic
way. There is either some measure of original thinking in the answer or an accurate and
comprehensive account is given in a way which demonstrates understanding, for example by
structuring the material such that it could not have been based just on reproduction of lecture notes
and course material. Evidence of creativity, critical approach, and wide reading beyond the core
subject matter.
70-80%
Excellent structure and flow, use of English and essay writing skills. No grammatical or spellin
errors. Lively and interesting discussion, introducing original ideas and thoughts into the focus
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shou!
Prese
Investment in Human Capital
Proliferate the value of performance & productivity by investing on human capital.
profes
Conte
profes
(50%)
Designed by:
Badar Sulaiman Khalfan Al Mayahi
Student ID: 20143447
MBAL
neec
Tree y
NTSIR
Percentage of companies investing on human capital
According to the magnitude of an organisation employee training is
activity coordinated by the HR team which is determined by CIPD 2017
Organisations identify potential workforce to provide training in
recognised field and appropriate coaching is delegated to the team
members to intensify their potentials.
Introduction
Human capital is an assortment as well as a measure of resources or
the acquisition of erudition, aptitudes, knowledge, experience,
capabilities, skills, proficiencies, and virtuous wisdom acquired by
distinct workforce individuals. On average, overall resources is the
aggregate competence of individuals which accumulated together forms
abundant capital of the organization which is utilized by the
management for achieving organizational goals and objectives (Biswajit
Maitra, 2016). Investment on human capital progression and
improvement is subjected with a motive of enhancing productivity on
the other hand, it conserves & enriches liberty, pride, and significance
of workforce within an organization (Maitra, B., Mukhopadhyay, C.K.
2012). Significantly human resource advancement is a positive indicator
of transformation towards modernization of the organization and
encroachment towards technological advancement.
A progression prototype of operative staffs engagement
The theory of employee engagement is incorporated from Liat Eldor & I
Harpaz (2016) to illustrate and measure human capitals job satisfaction
and throughputs
Apparent Workforces
Additional Job performance
knowledge
gaining
engagement
Positive & proactive
climate
Sharing expertise's
Analogous
theories
Innovative &
Job contentment
inspirational
Job participation
Adaptively
jot us
3 and
le frc
ot us
ot us
ot m
eces
Se
се
asti
in
ag
sk
ata
14
18
studies
Objectives
Human Capital Investment facilitates to analyze and unlock highest
aptitudes, potentials and traits of every individual through various
tools, policies, techniques and approaches essential to achieve
organization goals and objectives.
HCI supports clients for the promotion of long term planning of
objectives to certify and confirm that organizations fiscal investments
are capitalized wisely.
.HCI facilitates handling staff members effectively by eliminating the
redundancy, excess staffing, recuperates services to external and
internal consumers despite the fact or diminishing managerial
budgets.
Manifestations for quantifying Human capital
Quantifying the value of HC is crucial for any organization to make
decisions on intensifying the rate of returns over capitalization on training
needs. The efficacies
of
accomplished by
Stiles and Kulvisaechana, (2003) as well as Mohammad Pasban
Sadegheh Hosseinzadeh Nojedeh (2016). over manifestations for
quantifying HC are tabulated in the Table 1.
Table 1. Manifestations for Quantifying HC
Activities of HC Measurement
Appointing new workforce Time consumed, cost, compatibility through
planned benchmarks,
Revolution, sacking Valid motive for quitting work.
Rewards, incentives Employee gratification, level of
encumbrances, assessment.
Expertise, training Measuring proficient capabilities, the distance
b/w abilities & capitalisation on training.
Criteria's of workforce Knowledge, participation in activities of
management, age, individual performance,
Operational criteria Individual per capita, expenses
Conclusion
estment on human capital is indeed a long term approach, which
each and every organisation must ensure that there is a strong cordon
enhancing their budgets over the training process to ensure
productivity. Investing wisely on human resource training is an asset for
the organisation that eventually, result into greater productivity, virtuous
relationship with the workforce that yields to loyalty, superior customer
related service, significant reputation of the organisation. At the same
time, HCI increases individual earnings apart from other benefits at the
organisational level because trainings certifies that the workforce is a
cut-out of virtuous work. On the other hand if the human capital of a
country are well educated it nourishes the countries infrastructure that
eventually contributes towards the prosperous growth of the nation
d
Bibliography
Classical Theories
Theoretical approach towards HCI is presumed that education is the
basic building block to statically proliferate the capital of an organisation
(Horace Mann, 1800). Human resource are the integral part of any
country that contributes towards the potential growth of GDP (Schultz
1961). Individual knowledge, capabilities, beliefs, skill sets and a
salubrious work environment contributes towards potential productivity
(Becker, 1964). In the post industrial era well educated workforce have
the potential to transform the blue collar professionals into white collar
mavens (Daniel Bell, 1973). These scholars highlighted the relevance
of human capital philosophies which was extensively accepted and
incorporated by most of the organisations.
Vision
Organising
Integrity
Inspiration
Commitment
Education
Analysis
Gross Domestic Profit of the country proportionately depends on the
of education. Training is the main economic indicator that contributes
effectively towards the growth ratio of the nation. Organisations invest on
human capital for retention and enhancement of workforce skills (GS
Becker - 2013). Through HCI eventually is a stock proficiencies
capabilities, skills and individuality qualities personifies and intensifies the
capabilities of outperforming within the workforce. Thus producing
greater economical values both to the organisation as well as at personal
level
• Biswajit Maitra, (2016). Investment in Human Capital and Economic Growth
in Singapore, The Journal of Developing Areas, Volume 42, Issue 1, Pages
69-80.
• Maitra, B., Mukhopadhyay, C.K. (2012). Public spending on education and
health-care in the selected courtiers of Asia and the Pacific Asia Pacific
Development Journal, Volume 19, Issue 2, Pages 1948
• Liat Eldor & Harpaz (2016). A process model of employee engagement
the learning climate and it's role with extra-role performance behaviours,
Journal of Organisational Behaviour. Volume 37, Issue 2, Pages 213-35
• Mohammad Pasban Sadegheh Hosseinzadeh Nojedeh (2016). A Review of
the Role of Human Capital in the Organization, Volume 230, Pages 249.
253
• GS Becker, (2013). The economic approach to human behaviour, University
of Chicago press, 2013/2/6, pages 345-364
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