NB: None of the above penalties will be used to change a student mark which is above the pass mark, to one that is below the pass mark. Therefore the maximum penalty for exceeding the word limit will be a reduction to a pass grade.
Maximum Word Length: 2000 words plus up to four pages of appendices.
This assignment will assess learning outcomes:
1. Demonstrate a systematic understanding and critical evaluation of the key aspects of the strategic management process;
2. Demonstrate the ability to compare different theories and perspectives of strategic management and use and appraise them appropriately;
3. Critically evaluate theories and concepts of strategic management. Analyse and apply appropriate problem solving techniques plus knowledge learned to solving complex business problems;
4. Demonstrate the ability to communicate complex issues.
This assignment will be marked based on the following criteria.
INTRODUCTION • Overview of the theories/concepts applicable to the case
• A brief profile of the case
• Objectives of the assignment
Discussions should be a presentation of relevant and convincing evidence to support the answer. The structure should be well organized and easy to follow.
Breadth and Depth ( 40 Marks)
These should be drawn according to the objectives of the assignment mentioned in the introduction and must be based only upon discussed theories.
An authority that contributes to your answers should be mentioned accordingly using the Harvard Referencing.
The Case: Mastering the Strategic Plan….Priceless
When MasterCard became a public corporation in May 2008, the momentous occasion signified the start of a new way of doing things for the company’s 4,600 employees around the world. Company executives wanted to ensure that every employee understood what such a change meant and how MasterCard would be different after the initial public offering (IPO). To do that, they decided to hold the “largest single learning event in the company’s history.”
This learning event, dubbed the Road Map to the Future, was to be a series of intensive, 4.5-hour seminars conducted in 110 workshops in 36 cities over a three week time frame. Rebecca Ray, the company’s senior vice-president for global learning, was put in charge of the event. She recognised that pulling it off effectively and efficiently would require some serious and detailed strategic planning. Dozens of company human resources (HR) specialists and hundreds of local managers around the world would be serving as trainers and facilitators. They would be the ones face-to-face with employees, teaching them about what being a publicly traded company meant and what changes they could expect. Preparing these individuals for such important tasks would require significant planning. The goal of the training was to ensure that every employee understood the business strategy and how MasterCard would be different after the IPO.
The training program was to be anchored by three “learning Maps” or topics. The first called, “Universal Opportunity,” would describe the company’s competitive landscape and industry challenges/opportunities. The second, titled, “How We Make Money,” was to focus to MasterCard’s financial models and how it fits into the industry. The final one, titled, “ New Climate, New Culture, New Company,” would be very detailed about the about the company’s strategy as a public company and what it would take to successfully pursue that strategy.
Assignment tasks:
1. Critically evaluate the key process of strategic management applied by MasterCard;
2. Analyze which theories and perspectives of corporate strategies used by MasterCard and appraise them appropriately based on the industry’s anticipated growth rate;
3. Explain what important strategic plan would be needed to actually hold the event (short term, long term or both). Demonstrate the ability to communicate and apply appropriate problem solving techniques.
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