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E-Learning5( 2 REVIEWS )208 STUDENTS
INFORMATION TECHNOLOGY5( 1 REVIEWS )146 STUDENTS
Human Resource5( 1 REVIEWS )60 STUDENTS
Building construction5( 1 REVIEWS )37 STUDENTS
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Dash board exam 5Rewrite
Mkandawire James A.K.A(jam Kay reals)E-Learning
E-learning 5This is the first time I have attended a class in this format and wondered how effective it would be. It was very effective and therefore I would definitely introduce all my friends and family to attend classes in the same format. The instructor was very knowledgeable and provided a wealth of information about the current version, especially since the last version I used was several releases ago.
Stacy MillerINFORMATION TECHNOLOGY
Information Technology 5I have twenty plus years of experience taking training courses. I am not easily impressed, reserved with my praise, and do not usually complete surveys. My instructor is excellent, the best I've experienced on a software subject, and I couldn't imagine him doing a better job of seamlessly walking students through a breadth of information in a remote environment. He did a fabulous job packing everything and addressing student questions. I am very impressed.
E-learning 5We just wanted to let you know that the service provided, from registration to training is a very positive experience for everyone. We intend on taking more classes in the future and referring any new hires as well as friends/family members to take courses at World Class Education
World Class EducationHuman Resource
Today's chellenges 5I really get it. Thank. you for the explanation.
Lesson 8: The Evaluation of Business Strategy
Strategy can neither be formulated nor adjusted to changing circumstances without a process of strategy evaluation. Whether performed by an individual or as part of an organizational review procedure, strategy evaluation forms an essential step in the process of guiding an enterprise. For many executives strategy evaluation is simply an appraisal of how well a business performs. Has it grown? Is the profit rate normal or better? If the answers to these questions are affirmative, it is argued that the firm’s strategy must be sound. Despite its unassailable simplicity, this line of reasoning misses the whole point of strategy—that the critical factors determining the quality of long-term results are often not directly observable or simply meas- ured, and that by the time strategic opportunities or threats do directly affect operating results, it may well be too late for an effective response.