...are: A. stiff competition. For many years, Eastman Kodak had control on the film production industry. The firm had managed to time the release of its new products to meet customer demands. However, in the 1980s, Eastman Kodak’s virtual monopoly of the film production industry was rattled by the entry of Fuji Corporation’s high quality film. The new product from Fuji Corporation wore away the big market share of Eastman Kodak. In addition, other generic store brands of film began to emerge in the market, making the competition in film production industry tougher. The entry of new players as well as the improving market share of competitors has eroded Eastman Kodak’s virtual monopoly of the film production industry. B. technological advancement. While Eastman Kodak may have been one of the pioneers in film production, technological advances have paved the discovery and creation of new products. Advancement in robotics, design capabilities and improved communications has allowed faster and easier development of products. Thus, new products can be introduced in the market within months instead of years. Thus, consumers are presented different products in various styles with numerous functions. The availability of many products in the market made the film production industry more competitive. C. changing market environment. With technological advancement and entry of new players in the film production industry, Eastman Kodak was faced with a very tough competition....
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...Managerial Economics Case Studies Institutional Affiliation Managerial Economics Case Studies #1. Three aspects of organizational architecture The three vital components of organizational architecture are: a) assignment of decision rights; b) methods of rewarding individuals; and c) structure of systems to evaluate the performance of both individuals and business units. First, assignment of decision rights involves giving the responsibility of decision-making to top-level executives. It is imperative that an organization is able to delegate the duty of making a decision to a manager who has relevant information and knowledge on the internal and external factors that affects the operations and goals of the organization. The architecture of an organization and its environment will determine who will be the decision-maker for the company. In some organizations, the top-level executive may have them most relevant information and thus, a centralized decision-making process can be adopted. There are instances when the lower-level employees may have the most relevant information, thus, decision-making rights become decentralized. Second, methods of rewarding individuals determine how the organization will provide incentives to its employees. Organizational goals and employee’s productivity play great roles in determining a scheme of remuneration. Some organizations repay their employees through financial rewards such as the monthly wage, and cost of living allowance, and other benefits...
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...Acceptable Target Summary of Film Provided minimal or inaccurate summary of events that occurred during the film. Provided summary of events that occurred during the film. Provided detailed description of events that occurred in during the film. Reflection Did not include a reflection or provided insufficient reflection of the film. Provided a thorough reflection of events that occurred during the film. Provided extensive reflection about events that occurred during film. Description of how movie will affect future career. Did not include an explanation or provided insufficient explanation of how the information gained from this activity will help you as a future educator. Provided a thorough explanation of how the information gained from this activity will help you as a future educator. Provided an extensive explanation of how the information gained from this activity will help you as a future educator. Quality of writing Unclear, unorganized, with writing errors. Does not exhibit APA format: 12 point font, double-spaced, or fewer than 3 pages in length. Clear, organized, with no writing errors. Exhibits APA format: 12 point font, double-spaced, 3 pages in length. Clear, organized language, with no writing errors. Exhibits APA format: 12 point font, double-spaced, 3 pages in length. Exemplary expression Overall Movie Review Assignment Sheet: Analysis Grading Sheet Introduction: 5 – Demonstrates an excellent understanding of the assignment. It has an engaging introductory...
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...Managerial Economics Case Studies Institutional Affiliation Managerial Economics Case Studies #1. Three aspects of organizational architecture The three vital components of organizational architecture are: a) assignment of decision rights; b) methods of rewarding individuals; and c) structure of systems to evaluate the performance of both individuals and business units. First, assignment of decision rights involves giving the responsibility of decision-making to top-level executives. It is imperative that an organization is able to delegate the duty of making a decision to a manager who has relevant information and knowledge on the internal and external factors that affects the operations and goals of the organization. The architecture of an organization and its environment will determine who will be the decision-maker for the company. In some organizations, the top-level executive may have them most relevant information and thus, a centralized decision-making process can be adopted. There are instances when the lower-level employees may have the most relevant information, thus, decision-making rights become decentralized. Second, methods of rewarding individuals determine how the organization will provide incentives to its employees. Organizational goals and employee’s productivity play great roles in determining a scheme of remuneration. Some organizations repay their employees through financial rewards such as the monthly wage, and cost of living allowance, and other benefits...
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...Restructuring Officer In Reference to: Executive Summary: * Eastman Kodak is an industry leader in developing, manufacturing, and marketing different imaging products for leisure, commercial, and medical use. * Recently, Kodak attempted to reorganize its architecture * Kodak has been slowly executing a plan to make the transition from a film business, to a profitable and sustainable digital company. Kodak has faced great difficulties such as: * Restructuring costs * High competition * Rapid growth * Low profit margins. * Our company’s architectural restructuring plan was motivated by: * Competition * Our virtual monopoly was eroded through the entry of other firms. * Technological Advancement * Advances in technology have allowed firms to produce new products faster. * Changing Market Environment * These changes have caused us to fall from a once prominent monopoly in the film industry, to such a small player in the digital industry. * To win back market share and increase profits, Kodak did a mass restructuring that failed to provide the expected results. * Decentralize Decision Making * Altering the decision making process from a top-level approval requirement to a more decentralized decision making process of small business units and managers. * Management Annual Performance...
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...Analyzing Managerial Decisions: Eastman Kodak by HCM-540, MBOL5, Health Care Organization Instructor: Saint Leo University Distance Learning November 24, 2013 1) What factors motivated Kodak to change its organizational architecture? There were several factors that persuaded Kodak to make changes to its organizational architecture in 1984. Kodak had come to the conclusion that its present organizational architecture did not fit the current business environment for the industry. The biggest factor that persuaded Kodak to make a change was the growing competition in the industry and losing the dominance it once had in the film market. The emergence of new product being made by Fuji Corporation dwindled away their market share. In the early 1980’s, Kodak saw their share price drop from a high of $85 to a low of $71 in 1984. This was cause for change to its organizational architecture. In order to stop the bleeding, Kodak realized it had to restructure and react quickly. With developing technology, Kodak was losing ground fast and was no longer the conglomerate it once was. 2) What mistakes did Kodak make in changing its architecture? Kodak was faced with trying to regain market share. It needed to quickly make changes to respond to shareholders concerns. There were obvious advances in technology that concerned Kodak. Kodak restructured creating 17 new business units with profit-loss responsibilities. Unit leaders were given increase decision-making...
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...Eastman Kodak At one time, Eastman Kodak dominated the film industry. Unfortunately for them, Eastman Kodak did not respond to the fast paced growth in the tech industry. The innovative staff at Fuji introduced a new product that decreased Eastman Kodak’s market share by a large margin for the first time. Their market share went from $85 per share to $71 per share, which resulted in a 16% decline. Eastman Kodak’s market share continued to decrease while the technology market as a whole was increasing tremendously. The obligatory changing of the organizational architecture for Eastman Kodak was in response to the immediate decline in market share, earnings per share, and lack of response to advances in modern technology. Eastman Kodak realized that they needed to restructure and respond very quickly but they were unsuccessful. Ultimately, Eastman Kodak was left in the dust. Before the distinct advances in technology, Eastman Kodak had a centralized decision method. This requires lower level management decisions to go through top management before any changes could be decided or implemented. Although the top down decision-making can control the company in positive ways, this method requires a tremendous amount of time because of the amount of approvals required. Eastman Kodak realized that they needed more opinions and ideas flowing around the company in order to stay competitive in the tech market, so they...
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...Formulating a Feasible Business Strategy to Start the Business in the Home Entertainment Industry A business opportunity has inspired me to start my own business in the home entertainment industry. The business in the industry will be performed by globally selling DVD and CD products, which can be described as physical containers of entertainment elements from film, music and game studios. For acquiring information of the opportunities and possibilities of the business for me, who acts as an entrepreneur, relevant business strategy will be made as the following assignment. 1. Definition of the concept of business strategy. The concept of business strategy will be defined as the points below. 1) To define the concept of business strategy, initially, the definition of strategy will be given. Strategy is the determination of long term goals and course of action on achieving these goals. (Business Strategy 2004) As it has defined, it is a designation of plans for action to achieve a particular goal. Similarly, for a company, it is a particular business goal. 2) One of the most important elements in the business strategy is their objectives. However, before making the objectives, the mission should firstly be set. From this point, business mission is to provide information on the character of a company and what business a company is doing. When the setup of the mission is done, there will be an inspection of the objectives. There are three...
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...ROOTS OF CIVILIZATION–GENERAL SYLLABUS Anthropology 349: Spring 2013 Schedule Number: 20094 Instructors: Office: Phone: e-mail: Office hours: Tuesday & Thursday: 11:00-12:15 North Education: Room 060 TA: Office: e-mail: Office hours: Dr. Joe Ball Dr. Jennie Taschek Arts & Letters: Room 486 Arts & Letters: Room 482 594-5658 594-6294 jwball@mail.sdsu.edu jtaschek@mail.sdsu.edu Tu & Th: 8:45 - 10:00 am Tu & Th: 8:45 - 09:45 am by appointment by appointment Informally before and after class outside NE-060. Mr. David Hyde tba dave.hyde@sbcglobal.net tba Anthropology Department Office: Arts & Letters Building, Rm. 448: Take elevator to 4th floor. Exit elevator. Turn right. There it is. GE Explorations Courses that fulfill the 9-unit requirement for Explorations in General Education take the goals and skills of GE Foundations courses to a more advanced level. Your three upper division courses in Explorations will provide greater interdisciplinary exposure and understanding, more complex and in-depth theory, deeper investigation of local problems, and wider awareness of global challenges. More extensive reading, written analysis involving complex comparisons, welldeveloped arguments, considerable bibliography, and use of technology are appropriate in many Explorations courses. This is an Explorations course in the Humanities and Fine Arts. Completing this course will help you to do the following in greater depth: 1) analyze written, visual, or performed texts in the humanities...
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...errors are corrected. We are seeking companywide success and must act as a company to achieve this. Throughout its history we`ve experienced dramatic economic upturns and downturns. We are currently trying to pull ourselves out of bankruptcy and I believe the way to do so is through changes in our organizational architecture. These changes alone will not lead to success, as we still face problems in the digital technology area however they will certainly contribute positively. This means making changes in performance-evaluation methods, reward systems and responsibility assignments. Our previous attempts; decentralization in 1984 and the MAPP plan in 1987 have been widely unsuccessful. This means we must look closely at what went wrong within these plans, and restructure accordingly. Now, I’d like to specify what the flaws were in our initial organization restructure plans. 1987 saw Kodak change the assignments of decision rights within our company. Clearly between 1983 and 1987, Kodak leadership realized the need for more change, and we restructured the management’s evaluation and reward systems with the MAPP program. I believe we at Kodak have taken two out of three steps towards a complete and successful organizational restructuring. However the final step must be taken; analyzing the results of the MAPP restructuring and changing the plan...
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...Chapter 7 Managing for Ethical Conduct Contents: (Please note: the Instructor Guide for every chapter will follow this structure.) 1. Chapter Outline 2. Teaching Notes 3. In-Class Exercises 4. Homework Assignments 5. Additional Resources Chapter Outline I. Introduction II. In Business, Ethics Is about Behavior A. Practical Advice for Managers: Ethical Behavior III. Our Multiple Ethical Selves A. The Kenneth Lay Example B. The Dennis Levine Example C. Practical Advice for Managers’ Multiple Ethical Selves IV. Rewards and Discipline A. People Do What is Rewarded and Avoid Doing What is Punished B. People Will Go the Extra Mile to Achieve Goals Set by Managers C. How Goals Combined with Rewards Can Encourage Unethical Behavior D. Practical Advice for Managers: Goals, Rewards, and Discipline E. Recognize the Power of Indirect Rewards and Punishments F. Can Managers Really Reward Ethical Behavior? G. What about the Role of Discipline? H. Practical Advice for Managers: Discipline V. “Everyone’s Doing It” A. People Follow Group Norms B. Rationalizing Unethical Behavior C. Practical Advice for Managers: Group Norms VI. People Fulfill Assigned Roles A. The Zimbardo Prison Experiment B. Roles at Work C. Conflicting Roles can Lead to Unethical Behavior D. Roles Can Also Support Ethical Behavior ...
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...Chapter 7 Managing for Ethical Conduct Contents: (Please note: the Instructor Guide for every chapter will follow this structure.) 1. Chapter Outline 2. Teaching Notes 3. In-Class Exercises 4. Homework Assignments 5. Additional Resources Chapter Outline I. Introduction II. In Business, Ethics Is about Behavior A. Practical Advice for Managers: Ethical Behavior III. Our Multiple Ethical Selves A. The Kenneth Lay Example B. The Dennis Levine Example C. Practical Advice for Managers’ Multiple Ethical Selves IV. Rewards and Discipline A. People Do What is Rewarded and Avoid Doing What is Punished B. People Will Go the Extra Mile to Achieve Goals Set by Managers C. How Goals Combined with Rewards Can Encourage Unethical Behavior D. Practical Advice for Managers: Goals, Rewards, and Discipline E. Recognize the Power of Indirect Rewards and Punishments F. Can Managers Really Reward Ethical Behavior? G. What about the Role of Discipline? H. Practical Advice for Managers: Discipline V. “Everyone’s Doing It” A. People Follow Group Norms B. Rationalizing Unethical Behavior C. Practical Advice for Managers: Group Norms VI. People Fulfill Assigned Roles A. The Zimbardo Prison Experiment B. Roles at Work C. Conflicting Roles can Lead to Unethical Behavior D. Roles Can Also Support Ethical Behavior ...
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...Missions: Oklahoma Christian University is a higher learning community, which transforms lives for Christian faith, scholarship, and service. The mission of OC's Department of Chemistry & Physics is to transform the lives of all students who come our way. This includes students who have chosen chemistry, biochemistry, or forensic science as a major; students majoring in biology, nursing, engineering; pre-health professional students; and general education students needing education in chemistry, physics, or general physical science. We wish to transform their lives in a manner that they will be prepared for graduate-level studies, professional programs, or entry-level positions in the workforce. They will have an in-depth knowledge of their area of study and an attitude of service, ethical behavior, and willingness for hard work. They will have a renewed Christian faith, a lifelong desire for spiritual maturity, and a desire for lifelong learning about God’s creation. Physical Science I: The Earth GNSC 2313 Physical Geography GEOG 2313 Spring 2014 Lecture (all sections): M W F 12:30 – 1:20 PM in PEC 229 Lab Sections: 01 T 8:00 – 8:50 AM in NSW 111 02 T 11:30 AM – 12:20 PM in NSW 111 03 T 12:30 PM – 1:20 PM in NSW 111 Instructor: Dr. Amanda Nichols Office: NSW-HSH 202M Phone: x5420 E-Mail: amanda.nichols@oc.edu (best way to contact me) Course Websites: Blackboard (http://bb.oc.edu/) and MasteringGeology (http://www.masteringgeology...
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...Chapter 7 Managing for Ethical Conduct Contents: (Please note: the Instructor Guide for every chapter will follow this structure.) 1. Chapter Outline 2. Teaching Notes 3. In-Class Exercises 4. Homework Assignments 5. Additional Resources Chapter Outline I. Introduction II. In Business, Ethics Is about Behavior A. Practical Advice for Managers: Ethical Behavior III. Our Multiple Ethical Selves A. The Kenneth Lay Example B. The Dennis Levine Example C. Practical Advice for Managers’ Multiple Ethical Selves IV. Rewards and Discipline A. People Do What is Rewarded and Avoid Doing What is Punished B. People Will Go the Extra Mile to Achieve Goals Set by Managers C. How Goals Combined with Rewards Can Encourage Unethical Behavior D. Practical Advice for Managers: Goals, Rewards, and Discipline E. Recognize the Power of Indirect Rewards and Punishments F. Can Managers Really Reward Ethical Behavior? G. What about the Role of Discipline? H. Practical Advice for Managers: Discipline V. “Everyone’s Doing It” A. People Follow Group Norms B. Rationalizing Unethical Behavior C. Practical Advice for Managers: Group Norms VI. People Fulfill Assigned Roles A. The Zimbardo Prison Experiment B. Roles at Work C. Conflicting Roles can Lead to Unethical Behavior D. Roles Can Also Support Ethical Behavior E. Practical Advice for Managers: Roles...
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...implementation pg 5 References pg 6 Word count: (excluding references) 1,630 Word Count: (Report and Curriculum Plan combined) 2,499 Curriculum Focus The curriculum plan that I have designed is aimed at a Year 8 English class. I have selected the novel ‘Holes’, by Louis Sachar, and have built a novel study around the text. The plan is a six week unit, and the intention is for students to engage with the text, while completing scaffolding tasks to build up to a written piece of assessable work. I have selected this particular novel for a couple of reasons. The language used is fairly simple, and this will assist with student understanding of the text. Also, as this novel has been turned into a film, students have the option of watching the film in their spare time (or as a part of their activity booklet), to assist in attaining meaning from the text. As the ‘choice of curriculum, instruction, and discipline styles can be the difference between success and failure…’ (Obiakor, 2002), I have attempted to include a level of flexibility within the curriculum so that the individual teacher can teach to their own strengths regarding instruction; however, I have also attempted to pick the most engaging and relevant novel that I could find to make the learning as meaningful as possible. School & Class Context The unit has been designed to be taught at my school. All students have access to computers in all lessons. Our school streams English classes into mixed...
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