Business Mgmnt and Org
There are no prerequisites.

Course Description

Could your organization, or one with which you work, best be described as an outstanding underachiever? It's easy to assign blame for organizational underperformance to one particular area of a company, but it's not that simple. The vast majority of performance problems extend throughout an entire organization. Beginning at the top management level where strategic leadership of an organization begins, this course addresses the causes and cures for shortcomings in information technology, operations, administration, finance, human resources, and relationship management. First Published 2008


Mike Latimer, CPA, MBA

Mike Latimer, CPA, MBA, is a manager of consulting at Accretive Solutions with more than 10 years of consulting experience in accounting and finance as well as 20 years of experience as a planning executive in a variety of service industries. His consulting background includes management accounting and reporting, enterprise risk management, ASC 718 accounting and compliance, strategic management, and business modeling.

Mike is a Texas CPA with a BS in economics from Allegheny College and an MBA from the University of Chicago Graduate School of Business. Over the past 15 years, he has authored several articles and developed and taught a variety of CPE courses. Mike also has taught strategic management courses as an adjunct professor at the University of Dallas Graduate School of Management.

Course Specifics

Business Mgmnt and Org
Dec 13, 2017
There are no prerequisites.

Compliance Information

Qualifies for CA Fraud: No

Learning Objectives

Upon successful completion of this course, participants will be able to:

Chapter 1

  • Identify the purpose of strategic management and cite the strategic mistakes made at the executive level
  • Recognize the components of the SWOT quadrant, how SWOT analysis works as a strategic planning practice, and some of the pitfalls that companies experience in using this practice
  • Identify strategic management issues and focal points of top management
  • Identify the limitations of consensual consulting and the ways consulting can be more effective and useful for a company
  • Recognize the various transitional phases a company experiences and how these transitions cause difficulty
  • Recognize the value of performance metric selection

Chapter 2

  • Recognize how SPUD-PIPE works as an analytical tool to detect failure at the operations level
  • Identify ways advertising strategy can fail, the causes of those failures, and ways to avoid these mistakes
  • Cite examples of attempting to cure marketing ills with sales remedies and sales ills with marketing remedies and recognize ways to avoid these problems
  • Recognize the elements of a strategic cost structure and how an organization can identify and analyze cost structure problems
  • Identify the signs of long-term prosperity for a company and the analytical tools that enable a company to make decisions during discontinuous cycles and shifts in performance

Chapter 3

  • Recognize how the acquisition platform helps address key issues that an organization faces related to acquisitions
  • Identify the different types of customers, noting their value and the importance of emphasizing the right kinds of customers
  • Recognize the most important issues when conducting customer research and analysis of the relationships of customers to the company

Chapter 4

  • Recognize the importance of the investor relations function in an organization
  • Specify how to avoid misusing averages and avoid wide discrepancies when making forecasts

Chapter 5

  • Recognize the effects task specialization and factors that prevent employees from developing transferable skills
  • Identify factors that result in the greatest loss from the standpoint of training and development
  • Note the benefits and drawbacks of employee rewards and incentive programs

Chapter 6

  • Recognize the various levels and elements of information management, noting the application of Level I transaction management, the issues addressed by Level II information strategy

Table of Contents

Chapter 1 – Top Management Mistakes

Learning Objectives

Ride a Successful Five-Year Strategy…for Fifteen Years

Cater to Your Strengths; Downplay Your Weaknesses

Strengths/Opportunities (S/O)

Strengths/Threats (S/T)

Weaknesses/Opportunities (W/O)

Weaknesses/Threats (W/T)

Stay One Step Ahead of the Competition

Engage in Consensual Consulting

Strategic Management Issues

Top Management Focus

Attribute Poor Performance to Transition Years

Transition Phase 1 – From Birth to Growth

Transition Phase 2 – From Growth to Maturity

Transition Phase 3 – From Maturity to Decline

Believe What the Investment Markets Tell You

Performance Metric Selection

Chapter 1 Review Questions

Chapter 2 – Operations Management Mistakes

Learning Objectives

Bury Your Mistakes without an Autopsy

Leave Marketing Strategy to the Advertising Agency

Solve Marketing Problems with Sales Solutions and Vice Versa

Solve Process Problems with People Solutions and Vice Versa

Utilize Productivity to Get Better and Better at Less and Less

Add First; Align Later

Chapter 2 Review Questions

Chapter 3 – Relationship Management Mistakes

Learning Objectives

Pay More for Customers than Employees

The Financial Leg

The Human Resource Leg

The Information Technology Leg

Focus on the Good, the Bad and the Ugly

Rely Upon the Results of Customer Surveys

Corporate perspective only

Corporate & Customer Perspective

Equate Better Processes with Better Customers

Chapter 3 Review Questions

Chapter 4 – Financial Management Mistakes

Learning Objectives

Equate Economic Value with Market Value

Manage the Money Instead of the Business

Uphold the Law of Averages When Setting Performance Standards

Rely on Forecasts Rather than Foresight

Chapter 4 Review Questions

Chapter 5 – Human Resource Management Mistakes

Learning Objectives

Subject Employees to the 1-5-1 Treatment

Place Smartened-Up People in Dumbed-Down Positions

Service Level Matching Matrix

Reward People for Doing Their Day Jobs

Obligatory Activities

Strategic Activities

Elective Activities

Rely on Incentives to Steer Behavior

Chapter 5 Review Questions

Chapter 6 – Information Management Mistakes

Learning Objectives

Design an I.S. (Information System)…without an I.S. (Information Strategy)

Level I – Transactions Management:

Level II – Knowledge Management:

Level III – Strategic Management:




Chapter 6 Review Questions

Review Questions Answers and Rationales




Qualified Assessment

Answer Sheet

Course Evaluation

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