...In the late 1970s, Fred Gluck led an effort to revitalize McKinsey’s thinking on strategy while, in parallel, Tom Peters and Robert Waterman were leading a similar effort to reinvent the Firm’s thinking on organization. The first published product of Gluck’s strategy initiative was a 1978 staff paper, "The evolution of strategic management." The ostensible purpose of Gluck’s article was to throw light on the then-popular but ill-defined term "strategic management," using data from a recent McKinsey study of formal strategic planning in corporations. The authors concluded that such planning routinely evolves through four distinct phases of development, rising in sophistication from simple year-to-year budgeting to strategic management, in which strategic planning and everyday management are inextricably intertwined. But the power of the article comes from the authors’ insights into the true nature of strategy and what constitutes high-quality strategic thinking. The article is also noteworthy for setting forth McKinsey’s original definition of strategy as "an integrated set of actions designed to create a sustainable advantage over competitors" and includes a description of the well-known "nine-box" matrix that formed the basis of McKinsey’s approach to business portfolio analysis. Ten years later, a team from the Firm’s Australian office took portfolio analysis a step further. Rather than basing portfolio strategy only on metrics of a business unit’s absolute attractiveness...
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...Introduction At the age of forty Tom has taken a $50,000.00 buy-out for the company that he worked for. Tom is married with two children and a pet and bases his values around them. He has a BA in business as well as an MBA and is working on starting his own coffee shop, name Tom’s Coffee Cup, across the street from the Ravens and Orioles stadium in Baltimore, Maryland; but still wishes to spend more time with his family since he was not able to do that in his previous job. As Tom’s Coffee Cup becomes successful the work load becomes too much and Tom decides to hire additional help since his wife refuses to be park of the business. Planning Mission At Tom’s Coffee Cup our mission is to provide an atmosphere quality for the quality people we serve. Vision Tom’s Coffee Cup offer a place where customers can come to relax and make their daily routines more pleasant. Strategy Tom places his coffee shop across the street from a stadium which brings in various customers that work at or near the stadium as well at those who go to games. Tom offers a various amount premium coffee and baked goods as well as good quality and generously-sized quantity of sandwiches and salads. He also adds smoothies and wheat grass for the health conscious crowd. Goals and Objectives Tom business was succeeding and his plan is to devote more time to getting free advertising for promoting his coffee shop. When hiring Willie Cheet Tom’s sets a goal for him to save to business money and rewards...
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...The Bob Knowlton Case University of Maryland University College Europe Table of Contents Introduction 1 The Organization’s Diagnosis 1 Proposed Strategies and Interventions 2 Evaluation of Interventions 6 Conclusion 7 Bibliography 8 Introduction This paper will be discussing the Bob Knowlton case. First will be a discussion about what is going on in the organization. How the organization is run and the possible problems of lack of leadership and poor communication. Secondly, how to address the problems as an organizational development (OD) practitioner. This paper will discuss the different strategies of change and how to adjust them to meet the organization’s needs. The strategies discussed are structural and behavioral and how to change these in order to get the most out of the organization. Discussed are the interventions that would be utilized like employee empowerment, team building, role analysis/negotiation, stress management and third party intervention and how they will affect the organization. Finally, how to determine the success or failure of the proposed intervention. This is determined by utilizing anonymous surveys, and team meeting where they can share their results with other departments. The Organization’s Diagnosis The first area analyzed was how the organization was divided and what their relationship was to each other. Simmons Laboratories is divided up by main project heads who then oversee several projects...
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...Assignment #5 In Horizontal Merger, one corporation acquires another corporation whose product or service is closely related or of the same type, for human resources, these can be the most difficult merger to implement since accruing firm already has expertise in the business operation and will act to consolidate the two firms. Two key players: management and Employee. * Management: when two companies merger to become a single organization there is always going to be an identity change and the change of the organization culture: this may include changing the name of the company or change position within the organization and incorporating a new culture. * Employees: in a horizontal merger, employees usually feel the sense of job insecurity, feel powerless and stress. HR activities to support them: * When incorporating two organizations into one, HR activities should include properly developing and evaluating a new culture that will accommodate both employees and identify any loopholes and take corrective actions when necessary. * Assure employees of their job safety in other to reduce stress, anxiety and focus on being more productive. Conglomerate merger involves the acquisition of unrelated business. Since the firm are unrelated in product or service, internal changes to the acquired firm, which will remain relatively autonomous are likely to be minimal. Key players: Shareholder and customers * For shareholder this mean bigger dividend, less fluctuation...
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...Jawanda Brown Fall 2015 IFSM 300 UMUC Haircuts- Stage 2 Generic Strategy for Competitive Advantage: Cost Leadership Business Process to Be Improved: Customer and Employee Scheduling Table of Functional (Business) RequirementsSteps in the Appointment Process | Process Step | Input Information/data item(s) entered into the system as part of this step | ProcessProcessing or action the system must perform for this step | OutputInformation/data item(s)/record created, or displayed, or printed out for the user in this step | 1 | Customer information- Last name and phone number. | Search database for data entered, and locate customer record. | Customer record displayed on screen. | 2 | Customer information- Last name and phone number. | Search database for data entered. | Display “Customer not found.” “Create new record?” | 3 | Service(s) requested. | Locate service(s), calculate cost and time needed for the service or services. | Display cost of service(s) and length of appointment time. | 4 | Stylist name. Customer requested dates and times. | Checks stylist schedule and availability. | Days and times that stylist is available to perform requested service. | 5 | Customer name, phone number, service to be provided. | Record customer information in stylist’s appointment/schedule. | Display of appointment confirmation. | 6 | Customer name, stylist name, service provided. | Calculate cost. Totals bill. Prepares to receive payment. | Customer payment screen...
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...[pic] Columbus State Community College Business Programs Department Business Management Technology COURSE: BMGT 2299 Case Studies in Strategic Management CREDITS: 3 CLASS HOURS PER WEEK: 3 PREREQUISITES: BOA 1200, ECON 2200 DESCRIPTION OF COURSE: This course is a capstone course for graduating Business Management, Entrepreneurship, and Accounting students and provides students an in-depth examination of corporate strategic planning. The course focuses on the application and reinforcement of the various functional disciplines and concepts of preceding business coursework. A framework for competitive company and industry analysis is provided. Students will apply decision-making, problem-solving, and accounting and financial analysis in reviewing contemporary businesses and industries, thereby strengthening business acumen. Instructor permission required. STUDENT LEARNING OUTCOMES • Define strategic planning and explain what is meant by competitive advantage • Explain the key elements of the dynamic macro-environment • Describe what is meant by "distinctive competencies" and "competitive advantage" • Explain how efficiency, innovation and quality support developing a competitive advantage • Discuss competitive positioning and its relationship to the business model • Discuss the business life cycle stages and describe appropriate strategies for each • Distinguish between first mover advantages and disruptive technologies ...
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...Project3 A Question of Motivation October 20, 2011 Darina Zvetanova Timothy Velasco Amaris Thurston Christine White Shawn White Renee Young A good leader has many tasks that he/she must meet. They include motivating employees, making ethical decisions, establishing organizational culture, and managing change. There are different theories that can be used to make sure that each task that a leader has can be met. It seems that Alex needs improvement in majority of the theories. The theories that we will discuss in relationship to the case presented are the Needs and Goals Theory, the OSU and Structure behavior, Michigan Studies Theory, and the Vroom Theory. Firstly, the Needs and Goals Theory would help Dan recognize that Alex’s needs and goals are not being met. Dan is the supervisor and leader it is up to him to motivate Alex and every other employee that follows his directions. Dan needs to determine what motives Alex and what personal goals Alex has for himself and ways to help Alex reach those goals. The next theory we will discuss is the OSU and Structure behavior. Based on a study at OSU leader’s behavior are structured behavior and consideration behavior. Dan’s leadership style seems to be more of a structured behavior. Dan’s leadership has delineated the relationship between himself and Alex. His actions, which at times seemed malicious, seemed to discourage Alex. Jonathan on the other hand, who is also a supervisor, possesses some leadership...
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...Chapter 5 Questions and Answers Q: Who are competitors? How are competitive rivalry, competitive behavior, and competitive dynamics defined in the chapter? A: Competitors are firms operating in the same market, offering similar products, and targeting similar customers. Competitive rivalry is defined as the ongoing set of competitive actions and competitive responses that occur among firms as they maneuver for an advantageous market position. Competitive behavior is defined as the set of competitive actins and competitive responses the firm takes to build or defend its competitive advantages and to improve its market position. Competitive dynamics refer to all competitive behaviors-that is, the total set of actions and responses taken by all firms competing within a market. Q: What is market commonality? What is resource similarity? What does it mean to say that these concepts are the building blocks for a competitor analysis? A: Market commonality is concerned with the number of markets with which the firm and a competitor are jointly involved and the degree of importance of the individual markets to each. Resource similarity is the extent to which the firm’s tangible and intangible resources are comparable to a competitor’s in terms of both type and amount. To say that these concepts are the building blocks for a competitor analysis means that a firm analyzes its competitors in terms of market commonality and resource similarity. If firms have both high market commonality...
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...Be our Guest Be Our Guest Company, which is a successful company in the business of renting party equipment, founded in 1983 and evolved in the mid-1980s as the firm began to rent tables, chairs, and other equipment to the caterers. Due to the major fund raising event on the floor of the Boston Garden, Be Our Guest Company grew rapidly with the new business strategy. This business strategy is to emphasize on service and this concept make a key part of the firm’s strategy helping the business develop into a leading provider of party rental equipment in the Boston metropolitan area. Also, there are several reasons how this small company became to a successful company in rental field. First, one of the competitive advantages is its inner-city location in the Roxbury section of Boston. This location made it easier to cover multiple events with a single trip. Second, the firm positioned itself at the high end of the market in terms of quality of inventory and quality of service. Also, they invested and invented in more sophisticated inventory that be appropriate to be used at a large events. Finally, it is to build long-term relationships with clients. Be Our Guest generated a substantial amount of business from several clients because of their customer related business strategy. Even though they became to one of the biggest rental equipment company in the Boston, they have faced with some financial situation. First, even though their revenue and gross profits increased at substantial...
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...SESSION 1 INTRODUCTION The concept of acting as a supervisor is one of the most interesting phenomena in the workplace. Every one of us, in the course of our work life, will probably look at one of our supervisors and ask ourselves, How in the world did he/she become a supervisor? Well, how does it happen that people who seem to be lacking in supervisory skills come to oversee and affect the future of subordinates? One common way is that when someone excels in a particular area its very common for that person to be promoted to the position of supervisoreven if he/she has no background or training in supervision. For example, a talented mechanic may be promoted to manager of the service department, an outstanding athlete may be hired as a coach, or a successful salesperson may be advanced to sales manager. Each one of these people excelled in their original positions, but may not be trained for nor possess the necessary skills to be a supervisor. This concept has been given a nameits called the Peter Principlepeople are promoted to a level beyond their capabilities. So how does one become a successful supervisor? Do you have to be born with the qualifications? Can you learn them? Can you improve your skills as your career progresses? This semester, our goal is to answer these and other related questions. FUNCTIONS OF MANAGERS/SUPERVISORS NOTE: In this class, we will oftentimes use the terms manager and supervisor interchangeably. So what is it that...
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...In the fall of 2011, Motorola spun off its Mobile Devices division creating a new publically traded company, Motorola Mobility. The newly formed company‘s executive team was under intense pressure to come out with a winner: a smartphone that could grab substantial market share from Apple‘s iPhone 4S and Samsung‘s Galaxy Nexus. To do this, the team oversaw the design of an Android version of the Motorola RAZR, which used to be the best-selling phone in the world. The hope of the executive team is that past customers who loved the RAZR will really love the new ultra-thin smartphone—the Droid RAZR. As with other products produced by Motorola, the Droid RAZR was designed by a team of individuals. To understand how this team approach is implemented at Motorola, let‘s review the process used to design the original RAZR. The mood was grim at Motorola in winter 2003, especially in the cell phone division: The company that for years had run ringtones around the competition had been bumped from the top spot in worldwide sales. [1] Sporting a popular line of ―candy bar‖ phones (the ones without the flip-top lids), the Finnish company Nokia had grabbed the lead in global market share, and Motorola found itself stuck in the number-three slot (Samsung had slipped into second place). Why had sales at Motorola been put on hold? Among other things, consumers were less than enthusiastic about the uninspired style of Motorola phones, and make no mistake about it—for a lot of people...
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...Chapter 11 Managing Change and Innovation True/False Questions 1. Organizational change refers to the adoption of a new idea or behavior by an organization. Answer: True Level: 1 Page: 392 Type: F 2. Redesign and renewal of the total organization is addressed by operational change. Answer: False Level: 1 Page: 393 Type: F 3. Given that external problems are beyond the control of management, when organizations are caught flat-footed, failing to anticipate or respond to new needs, no one can be blamed. Answer: False Level: 2 Page: 393 Type: F 4. Forces for organizational change exist both in the external environment and within the organization. Answer: True Level: 1 Page: 393 Type: F 5. After the need for change has been perceived, the next part of the change process is implementing change. Answer: False Level: 2 Page: 394 Type: F 6. New department technologies, demands by labor unions, and production inefficiencies are all examples of some external forces. Answer: False Level: 1 Page: 394 Type: F 7. A performance gap is a disparity between the performance of the company when compared with a competitor. Answer: False Level: 3 Page: 395 Type: F 8. The disparity between existing and desired performance levels is the performance gap. Answer: True Level: 1 Page: 395 Type: F 9. The process of learning about current developments inside and outside the organization that can be used to meet...
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...Multinational Marketing (BMGT 456), Section 6380 (2158) Fall 2015 Quiz – 16 points total Professor Carolyn Galvin Name:___________________________________ Date:_____________ Multiple Choice (1 point each) 1. Which of the Hofstede variables would be most closely responsible for the existence of formal rules and procedures within a given culture? a) Individualism b) uncertainty avoidance c) masculinity d) femininity 2. Jane greatly values achievements and success. Fred on the other hand, values time with family and friends. Based on Hofstede’s cultural dimensions, Jane is likely to come from a _____culture, while Fred is likely to come from a _____ culture. a) high power distance; low power distance b) high risk loving; low risk loving c) individualistic; collectivist d) achievement oriented; performance oriented 3. Italians and Mexicans would openly express emotions even in a business situation, where as British and Japanese would consider such displays unprofessional. Trompenaars categorizes the differences as _____. a) universalism versus particularism b) neutral versus affective c) specific versus diffuse d) achievement versus ascription 4. Which of the following does not characterize the Japanese business environment? a) strong working relationships b) strong seniority systems c) weak middle management d) emphasis on looking after employees 5. Which of the following would likely occur...
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...Virginia Commonwealth ChalleNGe Youth Academy Camp Pendleton, SMR Virginia Beach, Virginia 23451 Telephone: (757) 491-5932 ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Sunrise:0635 PLAN OF THE DAY Sunset: 1936 The Plan of the Day (POD) is an official document of Commonwealth ChalleNGe. Its contents reflect current guidance and orders from the Director and official organization announcements. All Commonwealth ChalleNGe staff is responsible for reading and understanding the information contained herein. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Saturday – 31 August 2013 Corporate Landing events are shaded gray FIRST PASS BRIEFING ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Capt E. M. Chicoine, USN (Retired) DIRECTOR ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Uniform of the Day: Cadre/Military Staff: BDU’s, ACU’s, NWU’s, MARPAT, Working...
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...BMGT 321 Chapter 1 Homework Click Link Below To Buy: http://hwaid.com/shop/bmgt-321-chapter-1-homework/ Solutions to In-Class Homework Discussion Exercises and Problems 1-18 (15 min.) Value chain and classification of costs, fast-food restaurant. Burger King, a hamburger fast food restaurant, incurs the following costs: a. Cost of oil for the deep fryer b. Wages of the counter help who give customers the food they order c. Cost of the costume for the King on the Burger King television commercials d. Cost of children’s toys given away free with kids’ meals e. Cost of the posters indicating the special “two cheeseburgers for $2.50” f. Costs of frozen onion rings and French fries g. Salaries of the food specialists who create new sandwiches for the restaurant chain h. Cost of “to-go” bags requested by customers who could not finish their meals in the restaurant Required: Classify each of the cost items (a–h) as one of the business functions of the value chain shown in Exhibit 1-2 (page 6). 1-25 (10–15 min.) Professional ethics and reporting division performance. Maria Mendez is division controller and James Dalton is division manager of the Hestor Shoe Company. Mendez has line responsibility to Dalton, but she also has staff responsibility to the company controller. Dalton is under severe pressure to achieve the budgeted division income for the year. He has asked Mendez to book $200,000 of revenues on December 31. The customers’ orders are firm...
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