...they decorate their restaurant. All building material are gathered from Japan and then they were reassemble by Japanese carpenters. That is the way they bring Japanese traditional to American to make original. * Next, the food and beverage spit was 70/30 => keep expense percentages at low levels: food 30%, Labor 10%, Adertising 10%, Rent 5%. * Otherwise, they worry about their food quality when they franchise because they see a seas of problem if they franchise more so they decide to keep only 5 franchise restaurant. * Different in dinning area, service was provide by a chef and waitress, each team handled two regular tables * Most units were located in business district, where has high traffic. This also be one of the basic criterion of Benihana when they choose the location to run their business. * To keep their food quality undercontrol, all of...
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...Virtual meetings are the suboptimal reality of most information workers' lives. They save on travel time and costs, but they deprive meeting-goers of a host of non-verbal signals that help us understand each other. Without the body language, the information stream goes down from broadband to dial-up, the signal to noise ratio goes up, and the possibility for miscommunication accordingly rises. And it's not just the visual cues that are missing. The quality of most phone lines and digital voice lines are quite poor, so a huge amount of vocal tone is also lost, and the resulting loss of nuance makes virtual meetings even less satisfying and more difficult. So what's to be done? Here are five steps you can take to help put some of the richness back into a virtual meeting. 1. Recognize that virtual meetings are suboptimal and plan accordingly. Do the less important things via virtual meetings whenever possible. Save the emotional stuff for face-to-face meetings, because it's emotions and attitudes that are conveyed mostly via body language. So if you're kicking off something important, or celebrating a big win, bite the meeting bullet and bring everyone together. In the virtual meetings, do the routine information-sharing stuff. Trying to solve disagreements or rev people up via a digital phone line is pure folly. Our emotional investment in a phone call is simply less than in a face-to-face meeting, and the lack of visual and tonal information makes it much harder to get key messages...
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...Mechanistic and bureaucratic organisations will probably struggle to encourage organisational learning. Critically evaluate this statement in relation to the Mechanistic and Learning perspectives. Brocka and Brocka (1992, pg.2) suggests that organisations are “revolutionary compared to the strict, hierarchical, authoritarian organisations that existed in the past”. Mechanistic and bureaucratic organisations follow the same traits where the structure is needed for “efficiency, conformity and compliance” (Spencer, 1994, pg.448). The revolutionary aspect to organisations is shown by introducing learning into the organisation promoting the development for “searching for information, assimilating, developing and creating new knowledge on product, processes, and services” Wang and Ellinger (2011, pg.512). According to Sun and Scott (2003 pg.202) “the terminologies organizational learning and learning organization were once used interchangeably. However, in the mid-1990s there was a bifurcation into two streams” for the purpose of this assignment the terms learning organisation and organisational learning will be used on an interchangeable purpose. This assignment will show a clear definition of mechanistic, bureaucratic and organisational learning structures of organisations. By using my personal experience, examples and the use of case studies, then linking to relevant theories an argument will be made whether mechanistic and bureaucratic organisations struggle to encourage organisational...
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...------------------------------------------------- ------------------------------------------------- Quality Managerment ------------------------------------------------- --------------------------------------------------------------------------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Prepared for: ------------------------------------------------- Mr.John A (Lecturer) ------------------------------------------------- Banking Academy, Hanoi ------------------------------------------------- BTEC HND in Business (Accounting) ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Prepared by: ------------------------------------------------- Nguyễn Thùy Trúc – Rose – F06A ------------------------------------------------- Registration No: ITP S07 - 015 Contents Summary 3 Introduction 4 Main Body 5 1. Identify IOS9000, Six Sigma, Lean 7 2. Compared and contrast. 8 3. What is customer satisfaction and how can measured? 12 4. Explain...
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...Assigment 1st Assigment 1st Business Strategy Prepared for: Mr. Pham Quoc Khanh (Lecturer) Banking Academy, Hanoi BTEC HND in Business (Finance) Prepared by: Pham Ho Viet – Vizo – F05C Submission Date: Number of words: Business Strategy Prepared for: Mr. Pham Quoc Khanh (Lecturer) Banking Academy, Hanoi BTEC HND in Business (Finance) Prepared by: Pham Ho Viet – Vizo – F05C Submission Date: Number of words: Table of Contents ACKNOWLEDGEMENT 2 1. 1 Explain strategic contexts and terminology 3 a. Nestle vision statement: 3 b. Nestle mission statement: 3 c. Objective: 4 d. Strategic intent 5 e. Core competencies: 5 f. Role of strategy for the company 5 g. How does the company create and implement strategy 5 Summary: 5 1. 2 Review the issues involved in strategic planning 6 a. The report chose the Objective 2 6 b. Set the target 6 c. Impact on managers: 7 1.3 Explain different planning techniques 7 A. BCG growth-share matrix 7 2.1 Produce an organisational audit for a given organisation 14 a. Limiting factors 14 b. Distinctive competencies 14 c. Product positions 15 d. Value-chain analysis 18 e. Organisation structure 19 f. MARKET AUDIT MATRIX 20 g. CUSTOMER AUDIT MATRIX 21 g. Strength and Weakness summary 23 2.2. Carry out an environmental audit for a given organisation 24 Micheal Porter’s five forces 27 Opportunities and threat summary 30 2.3. Explain the significance of stakeholder analysis 31 2.3...
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...Thermo Fisher China U Training Catalogue 赛默飞世尔中国大学 2011 年课程目录 前 言 亲爱的同事们， 在赛默飞世尔，员工的学习和发展一直是我们关注的重点。因此，赛默飞世尔中国大学在 2011 年仍将一如既往地推出一系列培训课程， 以帮助每位员工获得专业知识和个人能力的提升， 从而带动赛默飞世尔更大的成功。 赛默飞世尔中国大学 2011 年的培训目录将包括卓越领导、个人成长、业务专家、基础技 能和公司文化等 5 个系列。同时我们还将提供不同形式的培训，如课堂培训、公开研讨会、讲 座以及在线学习等，这些都将进一步提升和完善您的能力。 我们希望您和您的经理在 PMD 评估过程中，能认真讨论您的培训需求、明确培训的期望 与目标，进而在这本 2011 年的课程目录中选取合适的课程。您的发展您做主！ 本年度的培训报名截止日期为 2011 年 2 月 28 日。 编者寄语 Preface Dear Colleagues, Training and development are key focuses within Thermo Fisher. Thus, Thermo Fisher China U will continuously provide a series of training courses for you as we did before to help you upgrade your expertise knowledge as well as individual ability. All this will bring Thermo Fisher a greater success. The 2011 Thermo Fisher Training catalogue includes 5 categories: Leadership excellence, individual success, functional expertise, basic skill, company culture. At the same time, we will provide a variety of di erent programs including classroom training, lectures, seminars and e-learning programs to provide you the chance to further improve your skills. We expect you to communicate the expectation, objective with your manager while PMD discussion so that you can choose the appropriate course through this booklet. You are the owner of your development. The deadline of training nomination is Feb.28, 2011. Editor’s note 关于学习管理系统 赛默飞世尔总部于 2010 年 12 月 16 日正式启用学习管理系统（LMS） 。该系统是一种应 用软件，将用来管理、记录、追踪和报告培训项目如课堂培训、在线培训和网络培训等。 建立学习管理系统（LMS）的主要目的是为所有员工增加培训的机会、方便培训内容的...
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...in thorough planning to find strategies that will help their organization to compete effectively. This chapter explores the manager’s role as both planner and as strategist. It discusses various elements of the planning process, different kinds of plans, strategy formulation, and the challenge of strategy implementation. This chapter also contains a detailed explanation of SWOT analysis and Michael Porter’s business level strategies. Learning Objectives 1. Identify the three main steps of the planning process and the relationship between planning and strategy. (LO1) 2. Describe the different levels and types of planning and how they lead to competitive advantage. (LO2) 3. Differentiate between the main types of business-level strategy and explain how they lead to competitive advantage. (LO3) 4. Differentiate between the main types of corporate-level strategies and explain how they are used to strengthen a company’s business-level strategy and competitive advantage. (LO4) MANAGERMENT SNAPSHOT: Different Ways to Compete in the Soft Drink Business To compete in the soft drink industry, both Pepsi and Coke decided to build global brands by manufacturing soft-drink concentrate and selling it in a syrup form to bottlers throughout the world. Pepsi and Coke charge a premium price for the syrup and invest part of the proceeds into advertising to build and maintain brand awareness. The bottlers, who are responsible for producing and distributing the cola...
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