Trends is general direction in which something is developing or changing.

Network an arrangement of intersecting horizontal and vertical lines. Critical

Thinking is the objective analysis and evaluation of an issue in order to form a
judgment.

UNIT 1
A pattern of gradual change in a condition, output, or process, or an average or general tendency of a series
of data points to move in a certain direction over time, represented by a line or curve on a graph.
EXAMPLES
FACEBOOK- Spend time using the social networking website Facebook.
MESSENGER – A person who carries a message or is employed to carry messages.
INSTAGRAM – Is a mobile photo-sharing application and service that allows users to share pictures and
videos either publicly or privately on the service, as well as through a variety of other social networking
platforms, such as Facebook, Twitter, Tumblr, and Flickr.
FADS
A DESIRABLE TREND CHARACTERIZED WITH LOTS OF ENTHUSIASM AND
ENERGY OVER A SHORT PERIOD OF TIME. FADS ARE OFTEN SEEN WITH
COMMON CONSUMER ITEMS, ESPECIALLY AROUND A HOLIDAY SEASON.
PRODUCTS THAT HAVE FALLEN INTO THIS CATEGORY INCLUDE BEANIE BABIES
IN THE 1990S, AND GAMING SYSTEM IN THE 2000S. THEY CAN ALSO BE SEEN IN
OTHER AREAS, SUCH AS INVESTING. FOR EXAMPLE, LEVERAGED BUY-OUTS
(LBOS) WERE USED FREQUENTLY IN THE 1980S FOR COMPANIES LOOKING FOR
ACQUIRE RIVALS, SUPPLIERS, AND OTHER RELATED ENTITIES. IN THE LATE
1990S THOUGH, LBOS BECAME LESS POPULAR.

DIFFERENTIATING A TREND FROM FADS

A DESIRABLE TREND CHARACTERIZED WITH LOTS OF ENTHUSIASM AND
ENERGY OVER A SHORT PERIOD OF TIME. FADS ARE OFTEN SEEN WITH
COMMON CONSUMER ITEMS, ESPECIALLY AROUND A HOLIDAY SEASON.
PRODUCTS THAT HAVE FALLEN INTO THIS CATEGORY INCLUDE BEANIE BABIES
IN THE 1990S, AND GAMING SYSTEM IN THE 2000S. THEY CAN ALSO BE SEEN IN
OTHER AREAS, SUCH AS INVESTING. FOR EXAMPLE, LEVERAGED BUY-OUTS
(LBOS) WERE USED FREQUENTLY IN THE 1980S FOR COMPANIES LOOKING FOR
ACQUIRE RIVALS, SUPPLIERS, AND OTHER RELATED ENTITIES. IN THE LATE
1990S THOUGH, LBOS BECAME LESS POPULAR.
THE PRIMARY DIFFERENCE BETWEEN A TREND AND A FAD IS THAT TRENDS
HAVE THE POTENTIAL TO BE LONG-TERM INFLUENCERS ON THE MARKET. IN
ADDITION, TRENDS OFTEN INVOLVE ALTERED CLASSICS. FOR EXAMPLE,
SPECIFIC COLORS CAN BE DECLARED “TRENDY.” FOR 2014, THE COLORS
ORANGE AND BLUE GARNERED A LOT OF ATTENTION. HOWEVER, ORANGE AND
BLUE ARE CLASSIC COLORS; IN OTHER WORDS, A CLASSIC PIECE HAS BEEN
DECLARED A “TREND.” TRENDS CAN BE MUCH MORE DIFFICULT TO TRACK, BUT
THE BEST RULE OF THUMB WHEN CONSIDERING WHETHER A PIECE IS A
CLASSIC OR A TREND, IS TO ASK YOURSELF: “WILL I STILL LOVE THIS IN FIVE
YEARS?” IF THE ANSWER IS A RESOUNDING “YES,” THEN CHANCES ARE THAT
THE PIECE IS EITHER A CLASSIC OR AN UPDATED CLASSIC, BOTH OF WHICH
WILL AGE BEAUTIFULLY.

UNIT 2
UNDERSTANDING LOCAL NETWORKS

Intuitive thinking

INTUITIVE THINKING HAS CONTRASTING QUALITIES: IT IS UNFOCUSED,

NONLINEAR, CONTAINS “NO TIME,” SEES MANY THINGS AT ONCE,
VIEWS THE BIG PICTURE, CONTAINS PERSPECTIVE, IS HEART
CENTERED, ORIENTED IN SPACE AND TIME, AND TENDS TO THE REAL
OR CONCRETE. INTUITION COMES INTO ITS OWN WHERE ANALYTICAL
THINKING IS INADEQUATE: UNDER TIME PRESSURE, WHERE
CONDITIONS ARE DYNAMIC, WHERE THE DIFFERENTIATION BETWEEN
OBSERVER AND OBSERVED IS UNCLEAR. IT WORKS BEST WHERE THE
OBSERVER HAS EXPERIENCE IN THE PARTICULAR SITUATION, IS
DIFFICULT TO TEACH IN THE CLASSROOM, ESCHEWS SEEKING THE
‘BEST’ OPTION IN FAVOR OF THE ‘WORKABLE,’ AND IS PREPARED TO
ACT ON FEELINGS OR HUNCHES WHERE EXPLANATIONS ARE EITHER
NOT REQUIRED OR THERE IS NO TIME FOR THEM. INTUITION IS
EXPERIENCE TRANSLATED BY EXPERTISE TO PRODUCE RAPID ACTION.

SFP DESCRIBED AS A FOUR -STEP PROCESS

1. UNDERSTANDING: THE THOROUGH UNDERSTANDING THE
ORGANISATION’S MISSION, VISION, VALUES, AND GOALS;
2. ANALYSING: THE ANALYSIS OF THE ORGANIZATION’S FACILITY
NEEDS;
3. PLANNING: THE DEVELOPMENT OF STRATEGIES THAT MEET LONG-
TERM NEEDS OF THE ORGANIZATION;
4. ACTING: THE IMPLEMENTATION OF PLANNED STRATEGIES.

AS SFP MERGES WITH STRATEGIC POLICY OBJECTIVES OF EACH

PARTICULAR SECTOR OR ORGANIZATION, ALIGNMENT AMONG
STAKEHOLDERS IS CRITICAL FOR SUCCESSFUL PARTNERSHIPS. IN
THIS REGARD, THERE IS A TRANSCENDENCE AW AY FROM A ONE
DIRECTIONAL PURCHASER-SUPPLIER ASSOCIATION TO A MORE
INTEGRATED AND COOPERATIVE RELATIONSHIP