...in the Peru’s political turmoil. Because of the political turmoil in Peru , which at times has bordered on being a full-scale war , the company had to appoint a managing director that can do the works that had been done by the current managing which had succeed to manage the operation with good and improving sales and profitability. Alternative Strategies 1) The Geocentric Approach With geocentric approach , unlike the ethnocentric and polycentric variation , OEC’s decision to appoint managing director is not tied to U.S national of Peru national .Rather , OEC scans the five short-listed colleagues looking for the best people for managing director post in Peru, regardless of their nationality . 20 The Polycentric Approach Juan Moreno will be appointed as managing director of Peru operation if the managers used this approach. This approach belief that managers and employees in foreign operation should be from the host country .Using this approach , the feeling of native people to the host country will not have a problem with cultures shock , knowing the language(Spanish) , realizing and adhering to the local customs , and values and attitude .This approach may save OEC’s expenses associated with recruiting , training , and transferring expatriates from other countries which are form of U.S and Mexico in which the company also has operations .Many human resources management , facing growing pressure to control the cost of expatriates assignments , respond...
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...should be introduced and briefed properly to each employee to secure one’s safety. Having this printed and well visualize and presented to them reminds them to strictly follow them to avoid accidents. Clearly, the ultimate goal of safety rules and regulation is to increased safety—in particular, fewer accidents and injuries. Moreover, increasing a system’s level of safety leads to reduced material losses and enhances productivity. This makes the case that safety is good for business. THEORETICAL BACKGROUND A health and safety policy sets out your general approach and commitment together with the arrangements you have put in place for managing health and safety in your business. It is a unique document that says who does what, when and how. Your health and safety policy will only be effective if it is acted upon and followed by you and your staff. It should be reviewed regularly (at least annually) or sooner if there are changes to work processes, plant, equipment or staff. (Health and Safety Works NI) No matter what size your company is, you will need to have certain arrangements, procedures or...
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...Houser Shoes Gary Houser started his shoes career working for International Shoe Corporation part-time while attending college. In 1973 an opportunity arose, Houser collaborated with a few partners contracted into a 3 store lease. This strategy encouraged Houser to venture on his own. The first Houser Shoes opened in Gastonia, NC in 1976(Houser Shoes, 2007). In addition, the implementation process was a success and grew to be an 11 store operation in no time and one of the southeast’s largest independent retailers, and is still owned and operated by Gary Houser (Houser Shoes, 2007). In 2000, Houser and his daughter Beth Houser created a shared vision for another chain of stores named GB Shoe Warehouse, which is also one of the southeast's largest shoe stores. Houser has a total of 150 people employees and embraces the strategy of making stakeholders feel special and realizes that its staff that is the backbone of its existence and people have faces and names not just numbers. Social Network Building the first step to building a social network is identifying those on whom the project depends for success (Gray & Larson, 2006). And that's why employees at all the Houser Shoes stores are friendly and welcoming. Houser has a managing project reward system that assigns the leadership team the responsibility of managing the reward system that encourages stakeholder’s performance and extra efforts (Gray & Larson, 2006). The retail fashion industry is con-steadily changing, Houser...
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...MSRSAS - Postgraduate Engineering and Management Programme - PEMP
Module Code Module Name Course Department
EMM515 Lean Operations and Management of Lean Organizations M.Sc. in Engineering and Manufacturing Management Mechanical and Manufacturing Engg .
Name of the Student Reg. No Batch Module Leader
Liju G BUB0912004 Full-Time 2012. SANDEEP. N
M.S.Ramaiah School of Advanced Studies
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...Bradford Management Centre) This case study is taken from Ducker, J., Head, A., McDonnell, B., O'Brien, R. and Richardson, S. (1998), A Creative Approach to Management Accounting: Case Studies in Management Accounting and Control, Sheffield Hallam University Press, ISBN 086339 791 3. The author wishes to acknowledge Jayne Ducker and Tony Head for their editorial and developmental contributions to this case study and teaching note. Global Limited is a small company which supplies quality inspectors to the pipeline industry. The company's clients include some of the major plcs in the UK, such as the major petroleum and gas companies. The inspectors are required by these companies to provide an independent certification that the steel used in the construction of the pipes, which channel the gas and oil, meets the required standard. Additionally, inspectors are required to provide an independent certification that the joinings (known as 'welds') made when laying the pipelines are also made in accordance with industry standards. The pipelines are either laid under the ground or on the sea bed. Some inspectors are therefore required to work in rolling mills, inspecting the quality of steel and the production of the pipes, whilst others are required to work on installation sites, checking the welds. These locations can be anywhere in the world. The company is owned and managed by Alex and over the past few years the turnover has grown to £2.5 million. The company is financed solely by a bank...
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...ACKNOWLEDGEMENTS EXECUTIVE SUMMARY The mandate is to analyse this case study about a Midsize pharmaceutical company under the leadership of Jennifer Childs (Owner and CEO). The company has sales offices or manufacturing plants in eight countries and the Chief executive officer would like to reinvest the anticipated profit of $2,000,000. Every business needs to have a baseline plan Introduction (repeat topic of case study) Company background Identification of main problem Methodology Solution Conclusion and recommendations 1. INTRODUCTION The mandate is to analyse this case study about a Midsize pharmaceutical company under the leadership of Jennifer Childs (Owner and CEO). The company has sales offices or manufacturing plants in eight countries. At the October staff meeting the CEO asked three manager to develop a prioritized list of potential projects and to meet with her to sell on their ideas. According to the CEO company profits for the year are expected to be more than 2m$ more than anticipated, the CEO tell them she would like to reinvest this additional project by funding project within the company, that will either increase sales or reduce costs. Further the instructions is that the managers must not assume that the funds will be divided equally amongst the three of them. The CEO further states that she is willing to put all the funds on one project if it seems appropriate. The company has the following key personnel: Julie Chen Manager product development...
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...Importance of Communication Aliyyah Muhammad Keller Graduate Contract and Procurement Management PROJ-598 Gloria Durham October 12, 2014 Importance of Communication It is very important for a contract to have a clear understanding of the buyer and seller commitments. Contractual conflict generally occurs because of differing interpretations of service or business-related requirements. The project issues and risk can develop due to unclear description of services. (Garrett) In this case study ZAP Pharmaceutical Company accumulated project issues because of the lack of communication between the buyer and seller, unclear information and mistakes presented in the contract. The project manager Shawna, replaced the existing project manager John for a large IT project in the healthcare industry at ZAP Pharmaceutical Company. Shawna entered the project during the executing phase. During project execution, changes can occur: to expected activities durations, changes in resource productivity and availability, and unanticipated risk. The results can trigger change requests that it if approved, may modify project management plans or other project documents and possible require establishing a new completion schedule. ("Buzzle,") As a project manager entering a project during the executing phase, Shawna failed to perform certain duties to insure the organization, structure, and planning of project. She needed to read over the contract and contact each vendor to ensure they...
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...Project Management Case Study The Custom Woodworking Company — Woody 2000 Project R. Max Wideman AEW Services, Vancouver, BC, Canada, 2002 Introduction I first developed this case study in 1993 for a local construction project management course. The incidents described are typical of the types of things that happen in real-life projects and I have seen most of them. Hopefully, they do not all happen on the same project, but the reality is that if project sponsors do not start out with an understanding of project management and its processes, the probability of such things happening are surprisingly high. I have set out the story of the project according to its natural evolution. The commercial environment described was very typical of that existing here at that time. The problems are not difficult to spot, but can you see why they happened? The case study is followed by a set of questions organized by project management knowledge area. You may use the case study and questions as you wish, subject to the copyright limitations. Background The Custom Woodworking Company is a small-to-medium sized custom furniture and cabinet making company, with head-office and a spacious plant site at Industrial Estates, Someplace, BC. Its Chairman and Chief Executive Officer is Ron Carpenter now in his late-sixties. His wife Mrs. Emelia Carpenter, being an aggressive business woman and somewhat younger than her husband, now effectively runs the company. Ron Carpenter is affectionately...
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...Bradford Management Centre) This case study is taken from Ducker, J., Head, A., McDonnell, B., O'Brien, R. and Richardson, S. (1998), A Creative Approach to Management Accounting: Case Studies in Management Accounting and Control, Sheffield Hallam University Press, ISBN 086339 791 3. The author wishes to acknowledge Jayne Ducker and Tony Head for their editorial and developmental contributions to this case study and teaching note. Global Limited is a small company which supplies quality inspectors to the pipeline industry. The company's clients include some of the major plcs in the UK, such as the major petroleum and gas companies. The inspectors are required by these companies to provide an independent certification that the steel used in the construction of the pipes, which channel the gas and oil, meets the required standard. Additionally, inspectors are required to provide an independent certification that the joinings (known as 'welds') made when laying the pipelines are also made in accordance with industry standards. The pipelines are either laid under the ground or on the sea bed. Some inspectors are therefore required to work in rolling mills, inspecting the quality of steel and the production of the pipes, whilst others are required to work on installation sites, checking the welds. These locations can be anywhere in the world. The company is owned and managed by Alex and over the past few years the turnover has grown to £2.5 million. The company is financed solely by a bank...
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...Synthesis The case is about the ethical dilemmas of a retail apparel company trying to cut corners to make opening of new stores faster. In opening a new branch, retail apparel companies try to construct faster because malls are already asking for payments. This pressures the company to open their store immediately to be able to pay the malls. But there are certain permits that have to be accomplished for anyone to open a new store and government offices usually take a long time to process permit requests because of the lack of manpower (one person is assigned to many tasks, thus making it harder to fast track processing of permits) and they don't have enough equipment. To skip this issue, the retail company talks to someone and pays them an undisclosed amount just to secure the permits needed in an instant. Since this is not part of the process, the payment made has no receipt issued and therefore not found in the books. This has been a practice the retail company has been doing for a long time and has been accepted as an ordinary measure. Point of View The point of view of the case is from the view of the Brand Manager of an outdoor brand for a footwear, apparel and equipment store. Statement of the Problem In opening a new store for the brand in any location, there must be certain transactions that have to be accomplished. Due to this process, people prefer skipping it altogether by paying off someone in the government offices to avoid the red tape. This study seeks to...
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...Operational Management: John Deer Case Study The company that has been chosen for this case study is John Deere Equipments. This company was founded by John Deere in 1837 and was incorporated in 1868 as Deere & Company. John Deere started this company as a one-man blacksmith shop and it is now a worldwide corporation that has its offices in more than 160 countries and employs more than 46,000 people. John Deere is one of the oldest industrial companies in the United States and it is guided by the original values of quality, innovation, integrity, and commitment that John Deere instilled at the beginning. The business strategy of John Deere, in their own words is: “We aspire to distinctively serve customers — those linked to the land — through a great business, a business as great as our products. To achieve this aspiration, our strategy is: Exceptional operating performance, Disciplined SVA growth, Aligned high-performance teamwork Execution of this strategy creates the distinctive John Deere Experience that ultimately propels a great business and, for all with a stake in our success, delivers...Performance That Endures” (1). The company is always striving to give its stakeholders the maximum value for their money by continuous improvement and growth in all sectors of the company. The company is organized into four manufacturing divisions: · Agricultural Equipment – products for farms; · Commercial and Consumer Equipment – equipment related to lawn and ground care, residential...
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... socialize with a diverse group of people, have pride in their work and share ideas to improve themselves and to improve performance, and have fun doing it. The work design is an integral part in achieving this holy grail of work environments. My objective is to take a look at three individual studies that look at different elements of work design such as employee environmental controls, work place innovation and well-being. I will then summarize my conclusion with a recommend course of research to further prove that providing a well thought out work place design will promote a work place environment that leads to increase job satisfaction, productivity, group unity, collaboration and performance. First let’s define work design. Wikipedia defines work design as the application of Socio-Technical Systems principles and techniques to humanization of work. In other words the goal of work design is to improve job satisfaction, job performance, and work quality, while reducing negative employee behavior like grievances, absenteeism, shirking, injury and arguments. "Find something you love to do, and you'll never work a day in your life" - Harvey MacKay I first looked at a study completed by Michelle M. Roberts and Yueng-Hsiang Huang Effect of a workplace design and training intervention on individual performance, group effectiveness and collaboration: The...
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...to the four case studies which were covered as part of Question 7, Week 4. For each of these case studies calculate the Safe Lending Margin and compare it against the proposed borrowing. Comment on the overall strength of the second way out, making particular mention of whether the first and second ways out are independent. Case (a) No further information required. Commercial building and land = $650 K Treated as commercial property and extended at 50% then SLM = $325 K Against a borrowing of $500K ie. undersecured First and 2nd ways out are NOT independent Case (b) No further information required. Mandurah House valued at $560 K Perth House valued at $550 K House (Mandurah) $560 K @ 75% = $420.0 K House (Perth) $550 K @ 75% = $412.5 K 832.5 K SLM of $832.5 K vs against a borrowing of $485 K (ie. $560 K - $75 K) ie. 2nd way out is strong The 1st and 2nd ways out are independent Case (c) You will need to decide what an appropriate percentage rate is for a motor yacht to be extended at. Provide a justification of your choice. Look for some discussion of this point I would expect it to be < 50% Could even be close to zero Either way, the 2nd way out is not strong Perhaps other security will need to be provided Case (d) The total purchase price of the hardware business (of $670,000) is comprised of $360,000 of stock, $160,000 of plant and equipment, and $150...
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...Medical Equipment Inc. In Saudi Arabia Medical Equipment Inc. hired Ankur Grover as a US sales account manager. When he returned to his office after the meeting, he was disappointed from the rejection of his proposal. Although, he worked very hard to secure the sale, but Saxman told Grover that Sulaiman Al. Humaidi, the purchasing director has given the order to Hamad Najjar from Wilson’s Company; the main competitor of Medical Equipment Inc. Grover was sure that the product of his company was superior from Wilson’s and he wondered that how he could secure the sale. The case study aims to answer the questions that did Grover understand the culture of Saudi Arabia and what were the possible options through which he could retain the sale. Question 1 Saudi Arabia was founded in1932 and the local business culture of Saudi Arabia was different from other foreign cultures. Grover did not understand the local culture. He thought that he understood the culture and had a good understanding of culture as he was raised in Saudi Arabia, but in reality he grew in an expatriate environment and had a limited contact with the people of Saudi Arabia. The reason that he did not understand the culture was he studied in an Indian school and then completed his degree from USA. He did his internship in France and USA. Although, he got the work experience, but the business concepts of Saudi Arabia was different from the foreign business (Anna, Schuster, Norberg & Helander, 2013). When he...
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...THE OFFICE MANAGEMENT DEFINITION In the development of understanding between the Management office (office management) with adminidtrasi office (office administration) often interprete interprete commensurate and both he turns used in the same sense, although in the history of its development is more widely used term administration of state affairs, while the term Management used more in the affairs of the company's preformance, but recent developments in the broader management use in the affairs of State. By following the norm that, in a further description will not perbedakan term in office administration with a management office, which is more important in understanding the two terms are explained clearly. Regarding the definition office management, there are some definitions that can convey, among others: (1) Geogre R. Terry in his book "Office management and control" state office management cans be defined as the planning, controlling, and organizing of ofiice work. And actualing those performing it so as to Achieve the predertemined objectives. It deals with the life cycle of business information and data from Their creation througt Their maintenance, distribution, and retention, it of permanent value, or destruction if obsolete. This means that the management office can be define as planning, controlling and organizing the work of offices, as well as the mobilization of those who carry it out in order to achieve goals - goals that have been determined in advance...
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