To do a financial analysis on a company , for 5 years and then an analysis for a comparative figures for 2 years, to see whether the company is healthy or not and the debts, borrowing, creditors, stock etc.. all variances. And also I need to answer the 3 questions mentioned below in yellow. I don’t know about the working , perhaps, in all 10 pages.
Actually, the subject is called Strategic Consulting in Practice, hence , some attached requirement and also 2014/2015 comparison financial report of the company:-
On the financial reports, I just need some work like a variances analysis of BS and PL and also how the company is progressing, for time being, for the entire work let me think and check what is needed, because it is a complex work…just do the financial search for time being, 2 to 3 pages please. No comparison for 5 years, only 2 years ok, also some background..
|
Matrix of learning outcomes/assessmentSubject specific knowledge and skills
|
Teaching/ learning method
|
Evidence of outcome
|
|
to provide students with further experience in applying strategy tools and techniques to real organisational issues
|
l, dr, ir, rp, gp, cd
|
agr, aia
|
|
the ability to generate scenarios that recognize the need for a rapid and rough approach
|
l, dr, ir, rp, gp, cd
|
agr, aia
|
|
the ability to consider who are stakeholders (internal and external) in relation to the issue, what are their bases of power and interest and how best can they be managed to help the client resolve the issue at hand
|
l, dr, ir, rp, gp, cd
|
agr, aia
|
|
synthesis the insights gained from the three perspectives and develop a coherent and robust set of recommendations /
insights
|
l, dr, ir, rp, gp, cd
|
agr, aia
|
|
Cognitive abilities and non-subject specific skills
|
|
ability to work with incomplete data in a very short period of time (managing pressure)
|
l, dr, ir, rp, gp, cd
|
agr, aia
|
|
gaining confidence in applying the techniques (and how other strategy tools and techniques can be added to complement the process)
|
l, dr, ir, rp, gp, cd
|
agr, aia
|
|
the ability to gain insights into how the techniques can assist with group working – particularly when there are considerably different views
|
l, dr, ir, rp, gp, cd
|
agr, aia
|
|
understanding how to appreciate the client’s world, and based on that provide insights that are both relevant /
pertinent and able to be heard
|
l, dr, ir, rp, gp, cd
|
agr, aia
|
Indicative Reading List
Given the nature of the class there are no class focused readings although students are recommended to bring with them their copies of:
Johnson G, Scholes K and Whittington R (2008), Exploring Corporate Strategy (8th edition), Prentice-Hall, Essex, UK.
Ackermann, F. and Eden, C. (2011) Making Strategy: Mapping Out Strategic Success. London: Sage.
van der Heijden K, Bradfield R, Burt G, Cairns G and Wright G (2002), The Sixth Sense, Accelerating organisational Learning with Scenarios, John Wiley & Sons, Chichester, UK.
Ackermann, F. and Eden, C. (2010) Strategic Management of Stakeholders: theory and practice. Long Range Planning 44 (3) 179-196
European Broadcasting Union (EBU) which describes itself as the “world’s leading alliance of public service media” with 73 broadcasting organisation members from 56 countries, and includes conventional radio and television along with digital platforms and “provide the largest forum for media professionals to share ideas, learn, cooperate, co-develop and co-produce outstanding audio and visual content”.
EBU has created an internal group called Y-Now which brings together a group of media professionals who are tasked with exchanging ideas and sharing knowledge to understand the behaviours of young audiences and to anticipate trends. By using multiple channels and different methods of idea generation they aim to provide support to Members who want to increase involvement with programming aimed at young audiences, and identifying the priorities of Members whose current work with understanding young audiences needs to be improved or developed.
Examine are the following 3 interrelated questions:
? How would an efficient and effective exchange (between EBU members as well with the private media sector and the industry) of best practice and real products (concepts for shows, apps, hardware prototypes, etc.) be organized?
? How can he ensure that EBU members participate in such an exchange
? What would be the role of EBU in this?