Evaluate the performance of zZz’s management. Explain carefully and completely.
Hello world!
May 11, 2018Please answer all the questions clearly!
1) Fund zZz is an actively managed domestic equities mutual fund. It was formed in May, 2007. Their monthly to date are included in the file zZz. Xlsx.
Evaluate the performance of zZz’s management. Explain carefully and completely.
You may want to collect data (e.g. using the internet) to support your answer. Be sure to explain where all data you use was collected( for example, what site or sources) and give enough detail so that another person could easily collect the same data.
2) As a market maker, you are in charge of clearing the market for shares of stock of the Prismatic Production Corporation. The market is a call market. Limit orders to purchase and or sell shares are contained in the excel file: prism_orders. Xslx. Compute the market-clearing price for Prism based on the orders.
4) Our class presentation a method “The IVY Profile ” for investing,
Outline the method
Do you believe the method is effective? Explain why or why not. Support your answer with evidence.
Assignment 1
Length: Maximum 2000 words.
Marks: 40.
Welcome to the world of strategic thinking.
You have just been appointed as the first ‘Director of Organisational Development’ that your organisation has ever had. The first thing you must do is developing a strategic plan for the next 5 years. Organisational (or corporate strategy) is about how the organisation supports the work of the services, units or teams within it to achieve the desired strategic goals and objectives. Questions here focus on organisational vision and mission, and design – e.g. structure)
For Assignment 1, you are required to:
1. Briefly describe your organisation’s context. MSF
2. Discuss the approaches you will use to develop your strategic plan.
3. Outline the key variables that are driving your organisation’s development, including any challenges that it is facing
4. Clearly articulate a vision and mission statement, and outline your goals and objectives for the next 5 years. You need to do this in a way that will convince and motivate people in your organisation (and the marker) to help you to be successful in achieving your goals.
5. Include a section, which considers the following: Given that up to 90% of all strategic plans fail to achieve all their goals, so what will make your plan different?
CLASS MATERIALS – SOME USEFUL SLIDES
What strategies are intended to do?
• Identify why and how the organisation should develop and progress
• Not simply analyse just one aspect – you need to understand your context in detail
• Identify your best possible route (including policy) to success (the change you want to achieve)
• Identify how the organisation should compete and or collaborate with other organisations
• Provide a blueprint for how the different services or units of the organisation relate to and coordinate with each other
• THE BASIS OF STRATEGIC PLANNING (TURN THIS INTO QUESTIONS YOU CAN ANSWER);
• What do we stand for (what are our values, what is our image, what are our vision and mission?)
• What is our business (what do we do, what should we do)?
• Who are our people?
• What is our environment (internal and external stakeholders, pressures, finances)?
• Where are we now?
• Where are we going?
• Where do we want to be?
• Where do we want to go?
• What are our options?
• How do we get there?
• What capabilities do our organisation, service/unit and teams need? (these will differ)
• Who should do what?
• When should we arrive?
(Please review WEEK 3 slides 15 to 20 and 22-23 or an example on Harvard business review, etc.)
Key questions in understanding your organisation (mainly questioning your organisation strengths and weaknesses, mission and vision, resources, capabilities and confidence, etc.)
a. Who are your key stakeholders?
b. What are their needs and wants?
c. How engaged are they and how can you improve this engagement?
d. What are your organisational strengths and weaknesses (opportunities and threats)?
e. What are your organisation’s resources, capabilities and competences?
f. What are your organisation, management’s and staff’s values (and what if anything, is the difference between them)?
g. What is your organisation’s vision and what do you want it to be for the next five years?
h. What is your current mission (what you do every day) and what do you want it to be for the next five years?
i. What are your current goals and objectives (specific, measurable, aligned, reachable, time bound), how many have been met in the last five years, and what should they be for the next five-year?
j. How successful has your organisation been in achieving the goals and objectives it set for itself in the last five years? Why? How can this be improved?
k. How have your organisational targets and performance standards been monitored, and what were the outcomes? Does your monitoring/targets/standards need to change? If so how?
¬ APPROACHES TO HEALTHCARE QUALITY IMPROVEMENT
1. Interventions: multi-interventional approaches most effective
2. Increasing resources: little evidence; reducing resources can affect quality
3. Reorganisation: no evidence
4. Strengthening management: no evidence
5. Standards and guidelines: can be used to secure positive process and outcome changes
6. Patient empowerment: no evidence
¬ HEALTHCARE QUALITY IMPROVEMENT
1. Quality management systems: no evidence
2. TQM, CQI: no strong evidence of results
3. Quality collaborative: limited evidence at the time of publication … but increasing
4. Re-engineering: no evidence
5. Quality indicator comparison: evidence suggests not worth it Benchmarking: little evidence
6. Risk management and safety strategies: variable evidence National quality strategies: little evidence
