Shahidan
perlu hadir ke mahkamah Isnin ini
Mohd.
Hafiz Abd. Mutalib
10
November 2018 3:11 PM
KANGAR
10 Nov. - Polis memberi amaran kepada bekas Menteri di Jabatan Perdana Menteri,
Datuk Seri Shahidan Kassim supaya hadir ke mahkamah bagi menghadapi pertuduhan
kes cabul seorang gadis bawah umur, Isnin ini.
Ketua
Polis negeri, Senior Asisten Komisioner Noor Mushar Mohd berkata, pihak polis
akan menangkap Shahidan di mana sahaja jika Ahli Parlimen Arau itu gagal hadir.
Katanya,
setakat ini, peguam kepada Shahidan telah memberi jaminan kehadiran anak
guamnya itu ke mahkamah pada Isnin ini.
“Kalau
dia (Shahidan) tidak datang, kita akan tangkap di mana sahaja. Kita keluarkan
waran menahannya. Sakit atau ada apa urusan sekalipun kena hadir pada hari
Isnin ini, pukul 9 pagi,” katanya ketika dihubungi di sini, hari ini.
Semalam,
Mahkamah Sesyen di sini, mengeluarkan waran tangkap terhadap Shahidan kerana
gagal hadir untuk menghadapi pertuduhan kes dipercayai mencabul seorang gadis
bawah umur, baru-baru ini.
Waran
itu dikeluarkan oleh Hakim Mahkamah Sesyen, Johari Hassan setelah Ketua
Pendakwa Raya Perlis, Mohd. Nordin Ismail membuat permohonan tersebut.
Dalam
reaksi ringkas Shahidan selepas itu, beliau hanya menyerahkan kepada pihak
berkuasa untuk melakukan apa sahaja kerana mereka berkuasa.
Baru-baru
ini, tular dakwaan Shahidan mencabul seorang gadis berusia 15 tahun yang
merupakan ahli kumpulan buskers yang ditaja oleh beliau.
Shahidan
walau bagaimanapun menafikan perbuatan yang didakwa dilakukan pada 21 Oktober
lalu itu, malah laporan polis terhadapnya oleh remaja tersebut telah ditarik
balik.
Bapa
remaja itu turut menyatakan bahawa keluarga mereka telah memaafkan perkara
tersebut.
Sementara
itu, sumber daripada individu terdekat dengan Shahidan, mengesahkan bahawa
bekas Pengerusi Badan Perhubungan UMNO negeri itu akan hadir ke mahkamah Isnin
ini.
“Insya-Allah
Shahidan akan hadir,” katanya.-
Sumber : UTUSAN ONLINE
BUSINESS STRATEGY
Business
(or Strategic) management is the art, science, and craft of formulating,
implementing and evaluating cross-functional decisions that will enable an
organization to achieve its long-term objectives. It is the process of
specifying the organization's mission, vision and objectives, developing
policies and plans, often in terms of projects and programs, which are designed
to achieve these objectives, and then allocating resources to implement the
policies and plans, projects and programs. Strategic management seeks to
coordinate and integrate the activities of the various functional areas of a
business in order to achieve long-term organizational objectives. A balanced
scorecard is often used to evaluate the overall performance of the business and
its progress towards objectives. Strategic management is the highest level of
managerial activity.
Strategies
are typically planned, crafted or guided by the Chief Executive Officer,
approved or authorized by the Board of directors, and then implemented under
the supervision of the organization's top management team or senior executives.
Strategic management provides overall direction to the enterprise and is
closely related to the field of Organization Studies.
In
the field of business administration it is useful to talk about "strategic
alignment" between the organization and its environment or "strategic
consistency". According to Arieu , "there is strategic consistency
when the actions of an organization are consistent with the expectations of
management, and these in turn are with the market and the context." Before
reading the rest, it is recommended that An Overview of Strategic Planning be
read. General Business Management The Three Processes of Strategy Approaches to
Strategic Management History of Business Management until the 1970s The
Japanese Challenge Gaining Competitive Advantage Strategic Change in the 1990s
Information- and Technology-Driven Strategy The Psychology of Business
Management Failure of Strategy Limitations of Business Management Business
Planning Business Plans Marketing Plans and Strategies The content of this
Wikibook was originally found on Wikipedia, but moved due to various requests
and because Wikibooks is a better location for the information. Theunixgeek
(talk) 20:45, 25 February 2009 (UTC)
There
are at least three basic kinds of strategy with which people must concern
themselves in the world of business: just plain strategy or strategy in
general, corporate strategy, and competitive strategy. The purposes of this
article are to clarify the differences between and among these three kinds of
strategy and to provide some questions useful in thinking about all three.
Business
Strategy from Wharton: Competitive Advantage | edX
First,
I recommend “Understanding Michael Porter: The Essential Guide to Competition
and Strategy“ by Joan Magretta. It covers all the strategy essentials developed
by Michael Porter. And, you have all the great ideas from Porter (types of
business strategy, 5 forces, competitive advantage example, ….) in one book
that reads easy. (Although some of the strategy content will be challenging if
you don’t have a background in business strategy)
Once
the strategy is determined, various goals and measures may be established to
chart a course for the organization, measure performance and control
implementation of the strategy. Tools such as the balanced scorecard and
strategy maps help crystallize the strategy, by relating key measures of
success and performance to the strategy. These tools measure financial,
marketing, production, organizational development, and innovation measures to
achieve a 'balanced' perspective. Advances in information technology and data
availability enable the gathering of more information about performance,
allowing managers to take a much more analytical view of their business than
before.
Three
Kinds of Business Strategy
Corporate
strategy defines the markets and the businesses in which a company will
operate. Competitive or business strategy defines for a given business the
basis on which it will compete. Corporate strategy is typically decided in the
context of defining the company's mission and vision, that is, saying what the
company does, why it exists, and what it is intended to become. Competitive
strategy hinges on a company's capabilities, strengths, and weaknesses in
relation to market characteristics and the corresponding capabilities,
strengths, and weaknesses of its competitors.
hand
drawing idea board of business strategy process stock ...
Strategy,
in general, refers to how a given objective will be achieved. Consequently,
strategy in general is concerned with the relationships between ends and means,
between the results we seek and the resources at our disposal. Strategy and
tactics are both concerned with conceiving and then carrying out courses of
action intended to attain particular objectives. For the most part, strategy is
concerned with how you deploy or allocate the resources at your disposal
whereas tactics is concerned with how you employ or make use of them. Together,
strategy and tactics bridge the gap between ends and means.
In
the 1980s business strategists realized that there was a vast knowledge base
stretching back thousands of years that they had barely examined. They turned
to military strategy for guidance. Military strategy books such as The Art of
War by Sun Tzu, On War by von Clausewitz, and The Red Book by Mao Zedong became
business classics. From Sun Tzu, they learned the tactical side of military
strategy and specific tactical prescriptions. From von Clausewitz, they learned
the dynamic and unpredictable nature of military action. From Mao, they learned
the principles of guerrilla warfare. Important marketing warfare books include
Business War Games by Barrie James, Marketing Warfare by Al Ries and Jack Trout
and Leadership Secrets of Attila the Hun by Wess Roberts.
Alfred
Chandler recognized the importance of coordinating management activity under an
all-encompassing strategy. Interactions between functions were typically
handled by managers who relayed information back and forth between departments.
Chandler stressed the importance of taking a long term perspective when looking
to the future. In his 1962 ground breaking work Strategy and Structure,
Chandler showed that a long-term coordinated strategy was necessary to give a
company structure, direction and focus. He says it concisely, "structure
follows strategy." Chandler wrote that:
