CASE: SM-153 DATE: 08/08/06 SAP AG IN 2006: DRIVING CORPORATE TRANSFORMATION Success can be seductive. It can trick us into focusing too rigidly on long-established patterns of thought. That’s why it is often so tempting to recycle yesterday’s ideas to form the guidelines and dogmas of tomorrow. I hope that we can use the right vision and strategy to avoid this trap. ⎯Henning Kagermann‚ CEO‚ SAP AG INTRODUCTION On a windy April evening in Walldorf‚ Germany‚ Henning Kagermann took a sip of his tea
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Contingency Theories of Leadership Nelson Mandela‚ Margaret Thatcher‚ Martin Luther King and Mother Teresa are just few of the names that come to mind whenever we think of great leaders. They have a vision of what they want and have the ability to communicate their vision in order to gain the support and cooperation of their followers. Often we find it easy to identify great leaders yet it is difficult to explain the qualities that make them great. In comparison‚ Nelson Mandela and Margaret Thatcher
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1. Is Shanghai the right choice to locate an SAP Research Lab in Asia? What competitive advantage does this location provide? Discuss the positives and negatives of this location considering the overall SAP Research Strategy. Although Shanghai provides some competitive advantages‚ it is not the right choice for SAP to locate its research lab in Asia. Shanghai provides the following competitive advantages as one of SAP’s choices to locate its SAP Research Lab in Asia: • Large potential Chinese
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responsibility and focused on the development of trust and the respect for stakeholder interests” (672). In this case‚ Mr. Woodrow‚ as CEO and Chairman of the Board of Tap Sap Company‚ did not follow this ethical issue: Firstly‚ when the Environmental Protection Agency filed a claim against Tap Sap saying that the way they were extracting the sap from the trees to make oil was killing off the endangered Bracken Tall Tree Meshweaver spider‚ instead of thinking about interest for stakeholder‚ he firstly thought
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FIEDLER’S CONTINGENCY THEORY Introduction The contingency Theory shows the relationship between the leader’s orientation or style and group performance under differing situational conditions. The theory is based on determining the orientation of a leader ( relationship or task )‚ the elements of the situation ( leader-member relations‚ task structure and leader position power)‚ and the leader orientation that was found to be most effective as the situation changed from low to moderate
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CONTINGENCY THEORIES OF LEADERSHIP WHAT ARE CONTINGENCY THEORIES? _best way to organize a corporation _their performances depend on internal and external situation _leaders’ styles are classified base on these theories HOW MANY CONTINGENCY THEORIES DO WE HAVE? FIEDLER MODEL SITUATIONAL LEADERSHIP THEORY (SLT) PATH-GOAL THEORY <THE FIEDLER _Developed by Fred Fiedler MODEL> _Leader style makes effective group performance LEADER: _2 leader’s styles: Relationship-oriented and Taskoriented
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SAP HANA Training - SAP HANA Course Content Document Transcript 1. SAP HANA Online Training Course Content : Duration : 30 Hours Timings : Flexible Timings Fees : As Per the Discussion More Information : http://www.gucons.com/sap-hana-online-training/ We recognize that many of you are willing to put the extra effort to migrate to SAP practice and become SAP consultants. We help you achieve your goal with a team of experienced SAP instructors‚ excellent infrastructure‚ a clear roadmap to SAP certification
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Similarities Between Humans and Animals It has been thought in the past that humans and animals were smarter and more dominant and were different because of it. Scientist believed that human intelligence was far greater than that of an animal‚ but recent studies and test have shown that animals are smarter than we perceive them to be. Recently‚ it has been proven that certain animals are capable of showing different emotions and personalities that a human would; other animals are able to make logical
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• Provided end-to-end SAP solutions‚ implemented SAP software’s such as SAP R/3 and coordinated execution and operation. • Integrated between business needs and the technology – Designed system strategy • Evaluated customer’s needs‚ defined and installed new values‚ implemented changes‚ planned different transition and tested functionality in order to fulfill organization needs. • Documented test cases‚ managed changes and addressed costs to organization • Trained users‚ prepared training materials
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privatized on 1 January 1997. In December 2001‚ the management of ATLAM‚ a wholly owned organization of MICT Berhad‚ had been asked to upgrade its accounting system with the PETRA group-wide SAP system. The proposed SAP system was scheduled to be phased in by 1 April 2002 as the start of the new financial year. SAP system was the system that included comprehensive functions of Financial Accounting‚ Controlling‚ Asset Management‚ Sales and Distribution‚ Materials Management‚ Human Resources‚ Plant Maintenance
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