Genetics Quick Reference Guide (Quick Study Academic)

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General Reference

Since the release of the first draft of the Next Generation Science Standards NGSS , NSTA has been at the forefront in promoting the standards and helping science educators become familiar with and learn to navigate this exciting but complex document. Later, when the final version was released and states began adopting the standards, NSTA started to develop resources that would assist educators with their implementation. Along the way, NSTA learned that even the simplest of resources, like a one-page cheat sheet, can be extremely useful. This guide also provides the appropriate performance expectations; disciplinary core ideas; practices; crosscutting concepts; connections to engineering, technology, and applications of science; and connections to nature of science.

What should our organization do to synchronize with the business-level strategy? Opportunity is a set of circumstances that, if acted upon at the right moment, will produce a gain. Threat is the probability of a future event and its potentially harmful impact on the firm. The task environment comprises all persons, groups, or entities that have an interest in the company.

These are called stakeholders. A narrower definition refers to those stakeholders with whom the firm has contact from time to time, as follows: a. Customers b. Suppliers c.

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Financial institutions d. Competitors e. Trade associations f. Activist groups g. Federal, state, and local government agencies h. Media representatives i. It is an attack on company underpinnings, such as: 1. Support of stakeholder groups 2. Resources: human, financial 3. Customer base 4. Capabilities, such as technology, products, processes, management, and functional 5.

Artificial barriers to competition: laws, regulations, patents, and licenses 6. Social changes and customer preferences 4. Potential computer entrants 2. Buyers 1. Products 2.

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Competitors 3. Structure number, size, relative strength, market share of competitors, product differentiation 4. Economic traits 5. Critical success factors 6. Entry barriers Rivalry among existing firms 3. As Porter says, the nature and intensity of competition in an industry is a composite of five competitive forces: 1. Rivalry among competitors in the industry 2. The bargaining power of buyers 3. The bargaining power of suppliers 4. The potential entry of new competitors 5. The power of firms with substitute products Industry-driving forces increase incentive for the industry to change.

Examples of driving forces are industry growth rate, product innovation, customer preferences, firms entering and leaving the industry, cost and productivity, and increasing globalization. Advances in technology, e. A misfortune befalls a major competitor who then shuts down, liquidates, or goes bankrupt. A competing company is put up for sale at a good price. A chance occurs for you to hire a noted expert that you need. An opportunity is a combination of events or circumstances that arise, which, if acted upon at a certain time, will result in profit, gain, or victory.

Such circumstances may be caused by changes in the environment or by changes in the company, relative to the environment. Examples: 1. Opportunities arise for the firm as it is. These include product and market extensions through mergers, failures of competitors, and legal change. Potential competitive substitutive products from firms in other industries Fig.

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What are its core products and competencies? What benchmarks are being used for measuring its situation? Basic concept: Value analysis identifies the primary and support activities that create value. See Fig. Standards or criteria may be: a. The industry average for the factor being evaluated b. The best value of any firm on each criterion d.

A previously set objective e. A previous forecast 3. Functional factors should be selected from the following functional areas: a. Marketing b. Finance and accounting d. Human resources, especially management and organization e. Information systems f. Quality of all transactions, relationships, and outputs Support activities and costs Technology development and product and process improvement Human Resources Management General Administration Primary activities and costs Purchased supplies and inbound logistics Operations Outbound logistics Sales and Marketing Service Profit Margin Fig.

Culture 2. Images 3. Identity 4. Leadership 5. Mission, goals, objectives, and organizational structure RESOURCE-BASED ANALYSIS This approach to strengths and weaknesses is based on two fundamental assumptions: 1 resource heterogeneity - a firm is a bundle of resources and these resources are different for each firm, and 2 resource immobility, which says that if these resources are difficult to copy, they are a potential source of competitive advantage.

Lists of firm attributes that may be thought of as resources may be divided into four categories: 1.


Financial capital 2. Plant capital 3. Human capital 4. Their research is directed at identifying principles that will guide companies in establishing successful strategies, or evaluating their own. Acceptable to managers 2. Adaptable to extraordinary changes in the environment 3.

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  • Clearly measurable against specified criterion 4. Motivating - not too high and not too low 5. Profitability 3. Competitive edge 4. Financial specifications, expenditures, net worth, etc. Innovation and technology 6. Sources of, and deployment of, resources 8. Synergy 9. Risk Legitimacy satisfaction of stakeholders Feasible corporate-level strategies. Choose final generic strategy option.

    Options Opportunity Long-term objectives Generic strategy appropriate feasible Select options to get final gene strategies. Description Reviews BarCharts best-selling quick reference to biology has been updated and expanded in this latest edition. Customer Reviews 0. Only registered customers can rate. All Rights Reserved. View wishlist Shopping Cart: 0 Items.

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