«The Executive Mind A discussion on the characteristics of the executive mind and its contribution to the corporate environment By Pomoni Christina, MBA The ...» Document abstract
$6.95
7 word format
Language : english
human resources
term papers
date published
27/11/2007
review : not yet assessed
level : Expert
requested 7 times
SummaryThe contribution of the executive mind in the corporate environment is a cmplex issue which has often been addressed in business literature. In its simplest form the effective executive mind is assigned to lead subordiantes, to find solutions and to overcome difficult situations by exposing the organization to the less possible risk. On the other hand, there are aspects of cognitive behaviour affecting the desired effectiveness.
« This is sometimes called the "chalkboard of the mind" and is thought to be Cognitive models describing several resource pools suggest an executive process that ...» Document abstract
$5.95
6 word format
Language : english
psychology
research papers
date published
13/11/2007
review : not yet assessed
level : Advanced
requested 0 times
SummaryThe fields relevant to this overview are a part of the interdisciplinary studies of cognitive science, which includes anthropology, cognitive psychology, developmental psychology, psycholinguistics, artificial intelligence and computational science, and neuroscience. Each of these disciplines provides an important and unique perspective on how to understand the human psyche. Biological, psychodynamic, and social psychiatry can find a common home and language within cognitive science. The common divisions of nature versus nurture and biology versus psychology disappear when the origins of mental processes are examined.
Table of Contents- The last ten years of the twentieth century, called the 'Decade of the Brain,' led to discoveries in the neurosciences that revealed a wide range of findings relevant to psychiatry.
- A generally accepted view of the mind is that it emanates from a portion of the activity of the brain.
- The neural net profile is the fundamental way in which mental processes are created.
- Information is contained within the brain by a process of representation.
- A third level of viewing information processing in the mind (C) is the conceptualization of forms of sensation, perception, attention, and memory.
- Early conceptualizations of attention were based on Donald Broadbent's idea of a filter that selects a limited amount of incoming stimuli to be further processed.
- Selective Attention One aspect of attention is that it focuses a metaphorical spotlight on external stimuli or internal mental representations.
- Optimal performance is attained with moderate levels of arousal that allow for the establishment of task goals and feedback from the performance of the task, leading to appropriate resource allocation.
- Forms of representations include sensory and perceptual ones that derive from input from the external world via the peripheral sensory nervous system.
- The neural networks of the brain are capable of responding to experience by the activation of particular patterns of distributed activation.
« He saw these as the right arm of the executive powers, not as a section of the brain was in his power to do so, Johnson saw his part as being the mind of the ...» Document abstract
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8 word format
Language : english
humanities/philosophy
presentation
date published
19/02/2008
review : not yet assessed
level : Advanced
requested 0 times
SummaryWhen one thinks of the president Lyndon Baines Johnson, typically one associates him with the turbulent period we call the ‘sixties.’ Whether or not his term in office merely coincided with this era is an issue often debated. Nonetheless, his commanding presence has left an indelible mark on history. However, the fact that Johnson served as president during the largest commitment of troops to the Vietnam conflict as well as in sight of the birth of modern welfare and other social programs is not coincidental. His initiatives in these areas were largely due to his views on foreign and domestic policies. More specifically, Lyndon Johnson demonstrated a high idealism in many respects. This attitude that was reflected in his policies truly define Johnson as being firm in his convictions; so much so that his leadership strategies were what some may refer to as unilateral and self executed. Unlike some presidents before and after him who relied heavily on the council and direction of their own administration, Lyndon’s approach was more self guided. This phenomenon came in under the shadow of the JFK assignation and subsequent presidency. With this and numerous other facts in mind, what will be done in this paper is an overview of the Johnson presidency. The unilateralism of Johnson’s “top to bottom” micro management of the Vietnam War as well as his “Great Society” campaign will be examined, as well as the cloud that loomed over his residency in the White House after the JFK tragedy.
Table of Contents- Johnson, early on in his career as president, found himself in the middle of a military conflict.
- The increase in troops came on the heels of the fear of communism's spread along with heightened skirmishes with militants in the south.
- On the flip side, the Democratic position was far less, as some may characterize it, ‘hawkish.?
- Furthermore, Johnson's way of dealing with foreign policy mirrored, in many respects, his handling of the Vietnam War.
- In executing the principles of 'The Great Society' as an initiative there are a number of factors to consider.
- Opponents of his social programs, however, pointed to the overtaxing tendencies of his initiatives.
- How Johnson was able to secure his position in the White House was through his charisma and one on one appeal.
- All in all, Johnson is characterized as president who resided in the White House during one of the most turbulent periods in history.
« The restoration of the Executive Mansion was her main achievement Nevertheless, Mrs Kennedy refused to change her mind as she saw in the White House a potential ...» Document abstract
$8.95
9 word format
Language : english
political science
presentation
date published
29/11/2006
review : not yet assessed
level : Expert
requested 2 times
SummaryWhen John Fitzgerald Kennedy was elected President in 1960, he was the youngest President in the history of the United States. Deciding to bring a new style, a new look and a new vitality to the White House, he had a major asset: his wife. Jacqueline Bouvier Kennedy was only thirty-one, but she was to profoundly influence American taste. Behind the shy and smiling First Lady was hidden and determined woman, with a strong sense of art and history.
Jacqueline Kennedy knew Washington DC very well. By 1960, she had already lived there for eighteen years. Her family had a house in Merrywood, Virginia, and she had lived in Washington as a photographer and a columnist – the “Inquiring Camera Girl” – for the Washington Times-Herald. She met John F. Kennedy in this professional context. She wanted to transform Washington DC into a model for other American cities, a cultural as well as political capital, like Paris or London. She felt that arts sounded like a “dead European language” for the American people, whereas she saw Europe as the “fountainhead of culture and style” .
She was willing to make the White House become the first house of the United States . The restoration of the Executive Mansion was her main achievement. She also wanted to introduce style and history in everyday American life by carefully choosing her wardrobe and by promoting art and entertainment in the Nation’s Capital.
Jacqueline Kennedy knew Washington DC very well. By 1960, she had already lived there for eighteen years. Her family had a house in Merrywood, Virginia, and she had lived in Washington as a photographer and a columnist – the “Inquiring Camera Girl” – for the Washington Times-Herald. She met John F. Kennedy in this professional context. She wanted to transform Washington DC into a model for other American cities, a cultural as well as political capital, like Paris or London. She felt that arts sounded like a “dead European language” for the American people, whereas she saw Europe as the “fountainhead of culture and style” .
She was willing to make the White House become the first house of the United States . The restoration of the Executive Mansion was her main achievement. She also wanted to introduce style and history in everyday American life by carefully choosing her wardrobe and by promoting art and entertainment in the Nation’s Capital.
Table of Contents- The White House as a National History Museum.
- The restoration of the White House.
- Acquiring works of art.
- The other White House projects.
- Influencing the Washington an daily life.
- Avoiding destruction, promoting construction.
- The development of culture in the capital.
« They are deliberative, judicial, and executive functions. These were genuine ideas that came forth with the best interest of the people in mind. ...» Document abstract
$1.95
2 word format
Language : english
journalism
presentation
date published
02/10/2007
review : not yet assessed
level : Advanced
requested 46 times
SummaryDemocracy is defined today as “a form of government in which the supreme power is vested in the people and exercised directly by them or by their elected agents under a free electoral system.” In the time of Plato and Aristotle, there was a simple definition that was essentially “rule of the people,” which is not far off from the modern day definition. However, in this ancient time, the government system of Democracy was something that was not held in high esteem by philosophers, scholars, and the like. In the following pages, I will analyze the reasons that both Aristotle and Plato thought Democracy to be a poor form of government, as well as explain the alternative forms of government that they believe would function more suitably. Upon completing the final paragraph, one will be able to understand how they viewed Democracy and why they believed it to be faulty.
Table of Contents- Democracy is defined today as 'a form of government in which the supreme power is vested in the people and exercised directly by them or by their elected agents under a free electoral system.?
- To comprehend Democracy, we must first understand all other forms of government, otherwise there would be no base for evaluation and this paper would be non-existent
- Before I am able to disclose which form of government Aristotle perceives best fit, I must first analyze the reasons why he felt that Democracy would fail.
- Finally I am able to reveal which form of government Aristotle finds most appropriate
« B-2-B Advertising 4. Actimel: Components of Effective Advertising 5. Executive Summary Bibliography 1 It is important to bear in mind that apart from end users ...» Document abstract
$9.95
12 word format
Language : english
marketing
presentation
date published
03/11/2006
review : not yet assessed
level : Advanced
requested 1 times
SummaryDespite rapid changes in the global environment and competitive landscape, advertising remains being perceived as the main marketing communication tool. Though it can be disputable, but not in terms of mass audience reach and therefore expensiveness (PICTON, David & BRODERICK, Amanda 2005, p.595).
The fact is that considerable part of company’s promotional budgets is spent on advertising (Ibid.).
Hence, advertising can not be solely creative and original, what is more important it should successfully fulfill its functions and achieve objectives have been set irrelative of whether it was produced for consumer or business-to-business product (ROTFELD, Herbert 2002).
Through writing this report the author will try to:
➢ Highlight factors responsible for making an advertising effective;
➢ Indicate differences between consumer and B-2-B markets able to influence on the advertising effectiveness;
➢ Apply achieved theoretical results to examine The Danon Actimel advertising.
According to the specificity of exact work primary research methods have not been used and secondary data was considered to be sufficient to carry out analysis in an appropriate way.
To warranty information’s provided objectivity and accordance with contemporary market’s circumstances, periodicals and websites were utilized along with marketing textbooks.
The fact is that considerable part of company’s promotional budgets is spent on advertising (Ibid.).
Hence, advertising can not be solely creative and original, what is more important it should successfully fulfill its functions and achieve objectives have been set irrelative of whether it was produced for consumer or business-to-business product (ROTFELD, Herbert 2002).
Through writing this report the author will try to:
➢ Highlight factors responsible for making an advertising effective;
➢ Indicate differences between consumer and B-2-B markets able to influence on the advertising effectiveness;
➢ Apply achieved theoretical results to examine The Danon Actimel advertising.
According to the specificity of exact work primary research methods have not been used and secondary data was considered to be sufficient to carry out analysis in an appropriate way.
To warranty information’s provided objectivity and accordance with contemporary market’s circumstances, periodicals and websites were utilized along with marketing textbooks.
Table of Contents- Key Factors of Advertising Effectiveness
- Models Overview
- Advertising Plan
- Differences between B-2-C and B-2-B Advertising
- Actimel: Components of Effective Advertising
- Executive Summary
Les internautes ont également acheté « Look at Consumer Behaviour Consumer Behaviour for Marketing 1.0 Executive Summary This When asking participants what brand first came to mind upon hearing "anti ...» Document abstract
$9.95
18 word format
Language : english
marketing
case study
date published
13/06/2006
review : not yet assessed
level : General public
requested 2 times
SummaryThis report provides an analysis and evaluation of Procter & Gamble’s hair care line, Head & Shoulders. With Head & Shoulders new marketing campaign, this report analyses the effectiveness of this campaign in comparison to the ever growing competition of other anti-dandruff hair care products in the United Kingdom (UK). The report also provides recommendations for increasing awareness of the Head & Shoulders brand and how it could stand out among competitors.
The research draws attention to the fact that Head & Shoulders is a low involvement product that deals with a problem (anti-dandruff) that is embarrassing for consumers. In the focus groups held for the analysis, 75% of participants answered Head & Shoulders when first asked ‘if you were looking to buy an anti-dandruff shampoo, which brand would you purchase?” (Weiss, 2006). It was also found that in comparison to three other popular anti-dandruff brands, Head & Shoulders ranked the highest among consumers surveyed. They were also rated the highest on the two most important attributes of shampoo products: ‘End result’ and ‘Accessibility’ (Kavanagh, 2006).
In addition, Head & Shoulders is easily identified by consumers in terms of physical attributes and function of the product. Plus, 90% of one of the focus groups had a positive impression for Head & Shoulders products (Nathanson, 2006). Further investigations revealed that the positive impression left on consumers is supported by different promotions in stores and only somewhat by the new Head & Shoulders spokesperson, American actress Kristin Davis.
The research draws attention to the fact that Head & Shoulders is a low involvement product that deals with a problem (anti-dandruff) that is embarrassing for consumers. In the focus groups held for the analysis, 75% of participants answered Head & Shoulders when first asked ‘if you were looking to buy an anti-dandruff shampoo, which brand would you purchase?” (Weiss, 2006). It was also found that in comparison to three other popular anti-dandruff brands, Head & Shoulders ranked the highest among consumers surveyed. They were also rated the highest on the two most important attributes of shampoo products: ‘End result’ and ‘Accessibility’ (Kavanagh, 2006).
In addition, Head & Shoulders is easily identified by consumers in terms of physical attributes and function of the product. Plus, 90% of one of the focus groups had a positive impression for Head & Shoulders products (Nathanson, 2006). Further investigations revealed that the positive impression left on consumers is supported by different promotions in stores and only somewhat by the new Head & Shoulders spokesperson, American actress Kristin Davis.
Table of Contents- Executive Summary
- Key Findings
- Marketing Recommendations
- Project Objectives
- Methodology
- Secondary Data
- Primary Data
- Attitude Formation and Change Chart
- Fishbein Model
- Analysing the Fishbein Equation
- Means End Chain
- Concrete Attributes
- Abstract Attributes
- Functional Consequence
- Psychological Consequence
- Consumer Decision Process Model
- Problem Recognition
- Information Search and Evaluation
- Purchasing Process
- Post-Purchase Behaviour
- Conditioning
- Classical conditioning
- Instrumental conditioning
- Vicarious learning
- Marketing Recommendations
- Product Range
- Promotional activities
« implementation of the AIM and DRIVE method Table of Contents Executive Summary Based authorized suppliers and, owing to the traditional and fixed mind-sets the ...» Document abstract
$9.95
31 word format
Language : english
logistics
presentation
date published
22/11/2006
review : not yet assessed
level : Expert
requested 20 times
SummaryBased on industry benchmarks, Bob’s Farm Stores is spending more than it needs to on its purchasing process. We believe that they could save a total of $1,065,462 by implementing three strategies, namely 1) implementing a mid-tier ERP system, 2) consolidating the number of annual purchase orders through the use of blanket purchase orders, and 3) standardizing their vendor authorization process and increasing the number of authorized vendors.
Implementing a mid-tier ERP system
Our company deals with 650 different suppliers, having each hundreds to thousands of SKU’s. The current manual ordering process is overwhelmed by the complexity of the supplier base which has resulted in severely inaccurate forecasts, redundant process and data entry, and increased lead time. With the implementation of a fairly off-the-shelf, mid-tier ERP system we believe that we can 1) Increase forecast accuracy, 2) Eliminate redundant processes, 3) Decrease the amount of labor required to generate and process each PO, and 4) Decrease the lead time by 4 days. Total net expected savings are $624,462.
PO consolidation through the use of BPO’s
By using blanket PO’s we believe that we can conservatively achieve at least a 0.5% reduction in annual materials spending per year. The risks associated with this strategy include exposing ourselves to price fluctuations (market price could drop during life of contract) and increased dependency on our forecasted demand (we may overbuy). Total net expected savings are $240,000.
Standardization of vendor authorization process
Standardization of the vendor authorization process and increasing the number of authorized vendors will decrease the negotiation and order processing time which will decrease the lead time. We expect to reduce the lead time of non-authorized vendor orders (NAVO’s) by 25% resulting in a net expected savings of $240,000.
Implementing a mid-tier ERP system
Our company deals with 650 different suppliers, having each hundreds to thousands of SKU’s. The current manual ordering process is overwhelmed by the complexity of the supplier base which has resulted in severely inaccurate forecasts, redundant process and data entry, and increased lead time. With the implementation of a fairly off-the-shelf, mid-tier ERP system we believe that we can 1) Increase forecast accuracy, 2) Eliminate redundant processes, 3) Decrease the amount of labor required to generate and process each PO, and 4) Decrease the lead time by 4 days. Total net expected savings are $624,462.
PO consolidation through the use of BPO’s
By using blanket PO’s we believe that we can conservatively achieve at least a 0.5% reduction in annual materials spending per year. The risks associated with this strategy include exposing ourselves to price fluctuations (market price could drop during life of contract) and increased dependency on our forecasted demand (we may overbuy). Total net expected savings are $240,000.
Standardization of vendor authorization process
Standardization of the vendor authorization process and increasing the number of authorized vendors will decrease the negotiation and order processing time which will decrease the lead time. We expect to reduce the lead time of non-authorized vendor orders (NAVO’s) by 25% resulting in a net expected savings of $240,000.
Table of Contents- Executive summary
- Background
- Bob’s farm stores
- Description of commodity/service to analyze
- Why this particular project
- Agreeing on a primary cost
- Identifying critical costs in the supply chain
- Process maps
- Secondary and tertiary costs
- Measuring secondary and tertiary costs
- Defining the key cost drivers and developing strategic options
- Cost drivers and functions
- Po rate
- Navo rate
- Lead time
- Reducing, changing or eliminating activities that cause costs: the strategy
- Constraints
- Strategic option: implement mid-tier erp system
- Strategic option: po consolidation through blanket po’s
- Strategic option: standardize authorization process and increase # of authorized vendor base
- Implementing
- Mid-tier erp
- Po consolidation through blanket po’s
- Standardize authorization process and increase number of authorized vendor base
« Chrysler's executives quickly found themselves outmanoeuvred in joint executive meetings: Daimler asked Thierry de La Prade whether he would mind working with ...» Document abstract
$9.95
13 word format
Language : english
business strategy
presentation
date published
21/11/2006
review : not yet assessed
level : Expert
requested 43 times
SummaryComment réussir des fusions-acquisitions "cross-culturelles"?
Mergers and acquisitions continue apace in spite of an alarming failure rate and evidence that they rarely manage to benefit shareholders. Most completed takeovers damage one party: the company making the acquisition. Many studies made have all reached the same conclusion: around 65% of takeovers harm the interests of the acquiring company’s shareholders. They do, however, often reward the shareholders of the acquired company.
Indeed, most of failed mergers suffer from poor implementation, and in half of the cases, senior management fails to take into account the different cultures of the companies involved. Melding corporate culture takes time, which senior management does not have after a merger. Most mergers are based on the idea of "let's increase revenues", but the company must have an efficient management team to succeed in that process. The nature of the problem is not so much that there is open warfare between the two sides. It is that the cultures do not meld quickly enough to take advantage of the opportunities. In the meantime, the marketplace has moved on.
Many consultants refer to how little time companies spend, before a merger, thinking about whether their organisations are compatible. The benefits of mergers are usually couched in financial or commercial terms: cost-savings can be made or the two sides have complementary businesses that will allow them to increase revenues. Mergers basically consist in compatibility, which means agreeing whose values will prevail and who will be the dominant partner. So it is no surprise that managers, as well as journalists, reach for marriage metaphors in describing them. We are convinced that defining in advance what success means for the merging companies is already part of their success to come, part of the durability of their union.
We are all interested in mergers because, statistically, an executive has nowadays 100% chance to be, at least once in his professional life, concerned by a merger, the firm he works for being acquired or acquiring another one. Studying Daimler-Chrysler, Renault-Nissan and Air-France-KLM, and confronting those three examples to different theories about mergers, has enabled us to understand and work on the deep and intrinsic relationship which exists between mergers and corporate culture in every firm, especially as these three M&As are different in many ways: they have either worked out, failed, or not been implemented yet.
We consider corporate culture as a whole of convictions, values, ways of behaving, assumptions and beliefs that are shared by employees, workers and managers of a firm, and define its running. The elements which differentiate corporate cultures are:
Power distance, individualism v. collectivism, uncertainty avoidance (career stability, formal rules, no tolerance for deviant ideas/behaviours, expertise…), masculinity…
(Geert HOFSTEDE: “Culture’s consequences: International differences in work-related values”, 1980)
Basically, it is a "social contract" inside a firm, consisting of rules of behaviour and a cultural code. Thanks to this common code created by the founder of the firm and enriched by the successive generations, employees have the feeling they belong to a special group or organisation: they share a common vision of it. Moreover, they have a part to play in the elaboration and the evolution of these unwritten conventions. The more involved they feel in the firm, the better they will work and participate in the creation of profits. Thus, the attention managers give to the respect of corporate culture and to the necessity of its restructuring when negotiating and implementing a merger is vital. Indeed, without such an attention, the merger has very little chance to be successful, partly due to a strong negative reaction of its employees.
One must never underestimate the importance of psychological criteria when dealing with a merger, be it in small or big companies. Communication is determining between all the levels of the hierarchy, because fears and expectations of employees cannot be left apart without jeopardising the productivity of the merging firms. If so, the merger would be a failure and definitely useless. This leads us to emphasise the fact that a merger is a melting pot of technical as well as human skills, which make the success or the difficulties of the two merging firms. Corporate culture is therefore a competitive advantage for a firm, along with its technical performances. This is why it must be considered as a priority in the implementation of a merger.
The question we chose to work on is that of the skills necessary to “manage” an M&A. We have envisaged the word “to manage” in both of its meanings, in order words as “to succeed” and “to lead”, thus privileging the point of view of a board of directors confronted to a cross-cultural M&A, in the shape of recommendations concerning each stage of a merger: ASSESSMENT, NEGOTIATION and IMPLEMENTATION.
Mergers and acquisitions continue apace in spite of an alarming failure rate and evidence that they rarely manage to benefit shareholders. Most completed takeovers damage one party: the company making the acquisition. Many studies made have all reached the same conclusion: around 65% of takeovers harm the interests of the acquiring company’s shareholders. They do, however, often reward the shareholders of the acquired company.
Indeed, most of failed mergers suffer from poor implementation, and in half of the cases, senior management fails to take into account the different cultures of the companies involved. Melding corporate culture takes time, which senior management does not have after a merger. Most mergers are based on the idea of "let's increase revenues", but the company must have an efficient management team to succeed in that process. The nature of the problem is not so much that there is open warfare between the two sides. It is that the cultures do not meld quickly enough to take advantage of the opportunities. In the meantime, the marketplace has moved on.
Many consultants refer to how little time companies spend, before a merger, thinking about whether their organisations are compatible. The benefits of mergers are usually couched in financial or commercial terms: cost-savings can be made or the two sides have complementary businesses that will allow them to increase revenues. Mergers basically consist in compatibility, which means agreeing whose values will prevail and who will be the dominant partner. So it is no surprise that managers, as well as journalists, reach for marriage metaphors in describing them. We are convinced that defining in advance what success means for the merging companies is already part of their success to come, part of the durability of their union.
We are all interested in mergers because, statistically, an executive has nowadays 100% chance to be, at least once in his professional life, concerned by a merger, the firm he works for being acquired or acquiring another one. Studying Daimler-Chrysler, Renault-Nissan and Air-France-KLM, and confronting those three examples to different theories about mergers, has enabled us to understand and work on the deep and intrinsic relationship which exists between mergers and corporate culture in every firm, especially as these three M&As are different in many ways: they have either worked out, failed, or not been implemented yet.
We consider corporate culture as a whole of convictions, values, ways of behaving, assumptions and beliefs that are shared by employees, workers and managers of a firm, and define its running. The elements which differentiate corporate cultures are:
Power distance, individualism v. collectivism, uncertainty avoidance (career stability, formal rules, no tolerance for deviant ideas/behaviours, expertise…), masculinity…
(Geert HOFSTEDE: “Culture’s consequences: International differences in work-related values”, 1980)
Basically, it is a "social contract" inside a firm, consisting of rules of behaviour and a cultural code. Thanks to this common code created by the founder of the firm and enriched by the successive generations, employees have the feeling they belong to a special group or organisation: they share a common vision of it. Moreover, they have a part to play in the elaboration and the evolution of these unwritten conventions. The more involved they feel in the firm, the better they will work and participate in the creation of profits. Thus, the attention managers give to the respect of corporate culture and to the necessity of its restructuring when negotiating and implementing a merger is vital. Indeed, without such an attention, the merger has very little chance to be successful, partly due to a strong negative reaction of its employees.
One must never underestimate the importance of psychological criteria when dealing with a merger, be it in small or big companies. Communication is determining between all the levels of the hierarchy, because fears and expectations of employees cannot be left apart without jeopardising the productivity of the merging firms. If so, the merger would be a failure and definitely useless. This leads us to emphasise the fact that a merger is a melting pot of technical as well as human skills, which make the success or the difficulties of the two merging firms. Corporate culture is therefore a competitive advantage for a firm, along with its technical performances. This is why it must be considered as a priority in the implementation of a merger.
The question we chose to work on is that of the skills necessary to “manage” an M&A. We have envisaged the word “to manage” in both of its meanings, in order words as “to succeed” and “to lead”, thus privileging the point of view of a board of directors confronted to a cross-cultural M&A, in the shape of recommendations concerning each stage of a merger: ASSESSMENT, NEGOTIATION and IMPLEMENTATION.
Table of Contents- Assessment stage.
- What do we mean by ´assessment´?.
- Critical notions to be envisaged during assessment.
- Negotiation stage.
- What is the point of negotiating ?.
- Implementation stage.
- Why is the implementation phase important ?.
- What does this phase require ?.
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