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  • Strategic and Corporate Planning

Strategic management is an ongoing process that assesses the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment.
  • Project Management Feasibility

Project management is a carefully planned and organized effort to accomplish a specific (and usually) one-time effort, for example, construct a building or implement a new computer system. Project management includes developing a project plan, which includes defining project goals and objectives, specifying tasks or how goals will be achieved, what resources are need, and associating budgets and timelines for completion. It also includes implementing the project plan, along with careful controls to stay on the "critical path", that is, to ensure the plan is being managed according to plan. Project management usually follows major phases (with various titles for these phases), including feasibility study, project planning, implementation, evaluation and support/maintenance. (Program planning is usually of a broader scope than project planning, but not always.)

  • Surveys and Research

Knowing what the client wants is the key factor to success in any type of business. News media, government agencies and political candidates need to know what the public thinks. Associations need to know what their members want. Large companies need to measure the attitudes of their employees. The best way to find this information is to conduct a survey.
  • Financial Analysis

Financial analysis refers to an assessment of the viability, stability and profitability of a business, sub-business or project. It is performed using ratios that make use of information taken from financial statements and other reports. These reports are usually presented to top management as one of their bases in making business decisions. Based on these reports, management may:
  1. Continue or discontinue its main operation or part of its business;
  2. Make or purchase certain materials in the manufacture of its product;
  3. Acquire or rent/lease certain machineries and equipments in the production of its goods;
  4. Issue stocks or negotiate for a bank loan to increase its working capital.
  5. other decisions that allow management to make an informed selection on various alternatives in the conduct of its business.
  • Financial Modeling

Financial models can be constructed in many ways, either by the use of computer software, or with a pen and paper. What's most important, however, is not the kind of user interface used, but the underlying logic that encompasses the model. A model, for example, can summarize investment management returns, such as the Sortino ratio, or it may help estimate market direction, such as the Fed model.
  • Change of Management

Organizational change management includes processes and tools for managing the people side of the change at an organizational level. These tools include a structured approach that can be used to effectively transition groups or organizations through change. When combined with an understanding of individual change management, these tools provide a framework for managing the people side of change. People who are confronted by change will experience a form of culture-shock as established patterns of corporate life are altered, or viewed by people as being threatened. Employees will typically experience a form of "grief" or loss.
  • Human Resources

Human Resources is necessary to an organization or company to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner. Human resource management serves these key functions:
  1. Recruitment Strategy Planning
  2. Hiring Processes(recruitment)
  3. Performance Evaluation and Management
  4. Promotions
  5. Redundancy
  6. Industrial and Employee Relations
  7. Record keeping of all personal data.
  8. Compensation, pensions, bonuses etc in liaison with Payroll
  9. Confidential advice to internal 'customers' in relation to problems at work.


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