...NCAA Football And The Possible Realignment of The Teams into Super Conferences Mergers and Acquisitions Anthony Pranger October 2011 Introduction: NCAA football is a wonderful and exciting sport, of which I basically know the rules and enjoy watching when I have the time. To be perfectly honest though, this is not a topic that I know much about when it comes to the rankings, divisions and how they determine who will play against who in the upcoming season. Since I lack in knowledge regarding this topic and am not one to back down from a challenge, I have decided to run forward and tackle the topic and research college football, and the inner workings of the sport. This will give me the opportunity to learn more than just accounting and business principles while attaining my master’s degree. First things first, I feel a good description of the sport and its foundation is in order. This will really help put things in perspective, so that I can charge forward and score a touchdown with this paper. NCAA football is also known as College football or pigskin football. Each team is a college (university) and they compete in divisions. The division that has the best teams is called the Division IA and is divided in too many different conferences. The players are amateurs (they do not get paid to play) but they do receive a college scholarship. Each football team can offer a free education to 85 players. College football is all but clear because it does not...
Words: 1661 - Pages: 7
...is available at www.emeraldinsight.com/0048-3486.htm PR 38,5 The relationships between team learning activities and team performance Marianne van Woerkom Department of Human Resource Studies, Faculty of Social and Behavioural Sciences, Tilburg University, Tilburg, The Netherlands, and 560 Marcel Croon Tilburg University, Tilburg, The Netherlands Abstract Purpose – The purpose of this paper is to investigate how different team learning activities relate to different types of team performance as rated by team members and managers. Design/methodology/approach – The 624 respondents, working in 88 teams in seven different organizations indicate their perceptions of team learning and their performance ratings of the team. Moreover, managers in the organization are asked to evaluate the team performance. Findings – Team member ratings of effectiveness are positively related to the boundedness and stability of the team and information processing and negatively related to information acquisition. Manager ratings of effectiveness are positively related to boundedness and stability, information processing and information storage and retrieval. Team member ratings of efficiency are positively related to information processing and negatively related to information acquisition. Manager ratings of efficiency are positively related to boundedness and stability and information storage and retrieval. Team member ratings of innovativeness are positively related to information processing, while...
Words: 9012 - Pages: 37
...1. The car spun around the road, no one was injured. - Correct sentence 2. Instead of waiting for the meeting at the end of the day, Billy left to go on his blind date. 3. I discussed the proposal with members of the acquisition team, I discovered that most of the team members approved the proposal. 4. Turning in monthly reports is required by Human Resources, I learned the hard way that if you wait too long to fill out the reports you run the risk of forgetting important information. 5. The quarterly reports and month end reports that were part of the meeting. 6. After the discussion with the implementation team. 7. The auditors required a meeting with all department supervisors, the other department members were...
Words: 568 - Pages: 3
...marketing communications in general. I also mention about organizational structure of FoodCorp to establish a basis for my latter discussions. FoodCorp has a matrix structure and also has a number of committees like executive committee, acquisition committee, new business committee and distribution committee. In this paper, I will give brief information about our simulation process and then provide my reflections about some specific moments. 2. SIMULATION PROCESS President’s Decision about Groups: At the beginning of the simulation, our president enabled us to introduce ourselves and give information about our roles. Then each group continued with small meetings with their own groups. After group meetings, we would continue with committee meetings according to the original agenda. However, we were divided into two groups: Those who have operational roles and those who have not and our president decided each group to held meetings according to that division. In the operational group there were 9 people while non-operational group was consisting of 3 people. Service Group Meeting: I think that we held a successful and effective meeting in our Service Group. Our SVP mainly focused on important details and she asked critical questions about each team member’s role. As VP of Marketing Services, I tried to provide information and inform as to the important points in my position. In addition, I prioritized the important points in my role and cared to continue to advocate for them...
Words: 1166 - Pages: 5
...profitable and so high profile that the media giant PMRP has made them an offer for the company and they have decided to sell. You joined less than a year ago, and are now part of one of four close knit inter-disciplinary teams within Diversium dealing with a wide variety of clients and projects. As part of the acquisition process, the senior management of PMRP Australia has decided to look very closely at the structure and culture of Diversium, and at its staff, in order to decide how much it will keep and how much it will change. You and your team have therefore been asked to submit both a written submission and deliver a presentation to the Top Team on Sunday, 29th May, 2011 to help them make their decisions. Each of Diversium’s current teams will be given 30 minutes, plus five minutes of questions, to demonstrate the following: • The requisite skills, experience and personal qualities of the individuals (hard & soft skills); • The effectiveness and unique Value Add of the team itself (hard & soft skills); • The team’s fit with the PMRP culture, structure and general approach to the market; • An understanding of the financial drivers of the organisation and the current external business environment, and likely impact on the team and the...
Words: 395 - Pages: 2
...key facts and critical issues presented in the case. Specifically, highlight the critical issues facing the Bank of America's I & D team. The case study of Bank of America as presented in the Harvard Business Review, Bank of America (BoA) experienced many issues found in organizations as they interject change in efforts to continually evolve. BoA, in the early 2000’s, was a juggernaut in the global banking and financial industry. Being one of the world’s largest financial institutions, it had to continuously pursue ways to improve, innovate, and remain the leader in its class. As banking competition increased, the number of branches began to decrease. Recognizing this, BoA set out to create a team that would be charges with the task of keeping the bank evolving, account holders growing, and to find innovations that kept them the leader of in the industry. The Innovations & Development (I&D) team was created. The I&D team reviewed the banks history of growth and acquisitions, evaluated its competition, and developed ideas and innovated programs that would theoretically keep the bank moving forward. As these ideas evolved, they needed to be tested in the market prior to implementing the new programs company wide. The leadership of the bank decided to create a small number of test sites that would allow the I&D team to implement their improvement strategies while having a minor effect on the company as a whole. As in most organizations, implementing...
Words: 1457 - Pages: 6
... C A S E OILWELL CABLE COMPANY, INC. Jack R. MeredithAs Norm St. Laurent, operations manager for Oilwell though there were advantages too. It probably stemmedCable Company, pulled his Bronco 4x4 onto Kansas’ from the way the company was originally set up.Interstate 70, he heard on the CB about the traffic jamahead of him due to icy road conditions. Although the History of Oilwell Cable Company (OCC)traffic was moving some, Norm decided to get off atthe eastern offramp for Lawrence, rather than the more Originally known as the Chord Cable Company and locateddirect western offramp, to save time. While waiting for in New Jersey, the firm had been experiencing severe man-the offramp to come up, Norm’s mind drifted back to agement difficulties. When acquired by new managementhis discussion with Bill Russell, the general manager, in 1983, they renamed it Oilwell Cable Company andon the previous day. Norm had been contemplating add- relocated in Lawrence, Kansas to be closer to their primarying microprocessors to their rubber mixing equipment in customers in northeastern Oklahoma. Their product lineorder to save manual adjustments on these machines. This consisted primarily of flat and round wire and cables forwould improve throughput and reduce costs simultane- submersible pumps in oil wells.ously, though without displacing any employees. Based The manager chosen to head up the new enterprise, Ginoon the data Norm had seen, it appeared that the micro- Strappoli, gave considerable thought...
Words: 2195 - Pages: 9
...offering shares on the Toronto Stock Exchange. Current Situation Before making the decision to take the company public, the Bridgeport board of directors has asked CEO Jim Feltner to prepare a series of research reports that could be used to create a prospectus (a document that details the company’s operations, financial situation, and prospects for growth for potential investors). Mr Feltner has put together a team of ten people to draft a report on the current operational practices of the company. Four team members are located in Calgary, two in Toronto, two in Vancouver, and one each in Winnipeg and Ottawa. Bill Rayford from the Calgary office will lead the project. The team is tasked with producing a formal report on the operational practices of the firm as a whole, and also for each local office, including customer acquisition, retention, and management strategies. The Problem Louise Baxter, the project team member representing the Winnipeg office, has written an email to the CEO expressing dissatisfaction with Bill Rayford’s leadership of the writing team. She has repeatedly asked for a meeting with Mr...
Words: 738 - Pages: 3
... Once an employee begins employment with a company he or she must first go through completion of the internship program. During the program the employee has a very important briefing that he or she completed on time, and then presented to the CEO of the company. The guidelines required to complete the briefing assignment consist of the explaining in detail the selection process, and how it was affected by the goals of the organization and stakeholders. The briefing will explain the process needed for selecting and acquiring an information system and how the goals of an organization can drive the selection of the system. The briefing will identify different roles the stakeholders of the organization plays in the selection and acquisition process. The goals of an organization may differ from the selection process because there has to be as common ground and balance between the organizational goals and the stakeholders. A stakeholder plays a major role inside an organization because the individual person, group, or organization is in the form of a stakeholder really holds the major keys of the organization because the stakeholder affects the actions of an organization. The stakeholders have a stake, vested interest, or operations within the organization and before an organization decides to make any business decisions the stakeholders are involved to make sure everybody involved in the organization come to an informed and united decision. Once a balance is found between...
Words: 999 - Pages: 4
...U07a1 Analysis of Ground Rules Celeste Green BUS4802 – CHANGE MANAGEMENT November 30, 2014 Dr. Mari Hadley Capella University Successful team following the ground rules I participated on a team that was established quickly to help 400 employees find new positions within the organization because their current positions were being eliminated. My role as part of the team as a Senior Recruiter was to provide training to the employees by helping them to create a resume, conduct a successful interview and teach them to search for a position within the company’s applicant tracking system. The other members of the team was Sara who also is a Senior Recruiter. We shared the same responsibilities except I had the lead role because I was the original one recruited into this role because of my previous experience, there was Russell who is a Talent Acquisition manager, his role was to help provide us with guidance and to keep the business informed on our progress and communicate to both us and the business the status of the project. Heidi was the project manager for the management side of the business representing the division where the lay-offs were taking place. Her role was to keep us informed on each group that were receiving their lay-off notices. We meet with her every week to go over the status of each employee. We had only 5 months to help these employees. The ground rules that were established were we would openly discuss the issues presented to each and every one...
Words: 1194 - Pages: 5
...Analysis of Cross-Functional Teams By: Timothy Ray PROC 5000 - S1 2016 Procurement and Acquisitions Professor Claude Wiedower Table of Contents Abstract …………………………………………………………………. 2 History …………………………………………………………………... 2 Types of Cross-Functioning Teams …………………………………….. 4 Use of Cross-Functioanl Teams ………………………………………… 6 Team Composition ……………………………………………………… 7 Benefits of cross functional Teams ……………………………………... 8 Challenges ………………………………………………………………. 10 Developing a Successful Team …………………………………………. 11 Summary ………………………………………………………………... 13 Comclusion ……………………………………………………………… 13 Abstract Many of today’s most successful companies utilize various types of teams to complete projects, solve problems within the company, and brainstorm fresh, new ideas for the company. Of all the different types of teams, cross-functional teams are the most popular and among the best to use. In a cross-functional team, individuals from different backgrounds or departments come together to accomplish a common goal. This is becoming more common in companies today because of the great benefits each individual can contribute to, not only the team, but also to the company. A few interesting aspects of cross-functional teams include the history and background; the different types of teams; the purpose of cross-functional teams and their many uses; the pros and cons of cross-functional teams; and how develop successful teams. Each of these aspects will be discussed in detail to...
Words: 2839 - Pages: 12
...Student Name : ArunRosh Mannarakkal Prasad Date : 21/8/2015 Subject : International purchasing and Supplier Management (SCM880NTT) Case Study Topic : Southeastern University Objective’s from this case #1 Demonstrate the use of teams and the value of the matrix structure to the purchaser. Cross Functional teams : A group of people with different functional expertise from the same company working towards the same goal. Teams With suppliers : Would have contacts with various suppliers even for the same machines hence helps choosing the suitable one. Purchasing council : Helps to negotiate the prices and add more after sale services to the machine. Commodity management team : They would know the price of the products available in the market ,helps to compare & identify products with lowest price. There is already a team in the southeastern university which includes Blake ; the director , Glen ; Senior buyer & Heather ; buyer . though which if the folding machine was purchased , the same would have been available at a lesser amount or with better after sale service as they are connected with 1200 approved suppliers and the quotation’s that they received was at 10,000 , 11,000 & 15,000 with 1 year additional services. Which would have been the best way of purchasing . #2 Clearly demonstrate the inter-relationships...
Words: 365 - Pages: 2
...fundamental flaws from SFC’s senior management and Miller, which eventually led to his termination. The old resource in the S&P had 3-15 years of experience in the firm and despite the post being vacant for over 1 year and none of them weren’t given a chance to lead this department and it was directly under Jones. The senior management hired Miller with a goal to restructure and reorganize the Information Department; the real need of it was not discussed with the existing team members. Problems with Miller’s Management and Communication Style: Since the very first task assigned to Miller, he made it clear that he wanted things to be done his way and imposed his decisions on the staff. Miller was given too much liberty and as he exploited the freedom given to him; a sense of disownment amongst the staff arose. Without considering the fact that SFC had invested in a new software platform Miller showed no sensitivity to the company’s investment and staff. Although Miller took comments of the data management team, in reality he adopted an arrow approach claiming the staff’s comments/feedback as mere excuses, by which he lost his credibility. This approach de-motivated the staff and it was seen that a few people associated with Lotus left SFC. In the times of urgency in his encounter with Mary-Han the email sent to S&P department was very demeaning and had a negative approach. It quite directly stated that the proposed solution was a “work around” or previous practice is flawed and...
Words: 1000 - Pages: 4
...Offers are released to candidates who had earlier worked in black listed companies were joining satyam. A detailed analysis was undertaken and after the causal analysis the team decided to create a list of black listed companies. This list would be used by the recruiter while recruiting any candidate and also would be used by the offer desk before generating offer for any candidate. In this way the team was successful in ensuring that candidates from the black listed companies cannot join satyam. Business problem: BG check process in satyam would help us to identify the candidates who are joining satyam from blacklisted companies. This would be done only after the candidates get recruited and join satyam. Upon finding that the candidate has joined from the black listed company satyam representative terminate the new joinee. This leads to unnecessary time consumption, legal issues and more work load. Statistical Problem: Data has shown that the sigma value is currently at 4.2. There are close to 25+ associates recruited from the black listed companies. Statistical Solution: Root Causes are: 1) Offer desk has no provision to check the companies list 2) Recruiters don’t carry the list of blacklisted companies 3) Blacklisted companies not updated 4) ALLINTA DL not updated Business Solution: BG check team provides the list of black listed companies on a quarterly basis to all the recruiters. Recruiters use this list while selection and ensures that no candidates from black...
Words: 746 - Pages: 3
...become comfortable with this new philosophy and to ensure engagement and enthusiasm for SMS. By November 1997, momentum had built to the point that procurement managers were will to provide several part-time resources to the SiL’K project team. Their goal was to move the project from strategy to action. The next four months were spent mapping existing procurement processes to find commonalities across business units. Starting in April 1998, a reduced core team consisting of a smaller number of full-time resources started developing the desired future state (“to-be” processes). This team also began work on the detailed specifications and actively managed expectations through frequent communications with the stakeholders. By the end of September 1998, the team had completed a functional specification for the SiL’K system and distributed an RFQ to key stakeholders for review. The team’s shared vision of new processes and activities simplified the task of completing a jointly written RFQ. Internal acceptance and validation of the RFQ was prompt and positive, therefore the supplier selection process began to pick up speed. The most notable weakness was at the provider conference because this was the suppliers’ first exposure to the team who would make the selection decision, which had no executives or high level decision makers. However, I do feel that their RFQ and vendor selection processes has...
Words: 1223 - Pages: 5
