... LARRY E. GREINER ELIZABETH COLLINS A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products 5:25 A.M. Sweat dripped onto the handlebars of Alex Sander’s StairMaster. Sander was half an hour into a cardiovascular workout, while carrying on a conversation in the fitness center of the downtown condominium complex with a neighbor who was climbing steadily on his own StairMaster. At 32, Alex was the newest, and youngest, product manager in the Toiletries Division of Landon Care Products, Inc., a cosmetics products company headquartered in Connecticut. In just over one year with Landon, Alex had successfully rebranded two national skin care products. In January 2007, Landon had been acquired by Avant-Garde, a multibillion-dollar European beauty company. Alex: I’m getting my first 360° performance review today from my boss, Sam Glass. But I don’t have the time to waste on this exercise. I need every second to focus on my new Nourish product launch, the most challenging marketing assignment I’ve had so far. Avant-Garde sees Landon as their ticket to market share in the United States. But everyone in Landon’s Marketing Department is being 360’d this month, since the vice president of Avant-Garde’s Consumer Products Division started pushing for them. Neighbor: I’ve heard of 360’s, but the biotechnology firm where I work sticks to a traditional review system. How do they actually play out? Alex: It’s basically a feedback tool. You get input...
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... LARRY E. GREINER ELIZABETH COLLINS A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products 5:25 A.M. Sweat dripped onto the handlebars of Alex Sander’s StairMaster. Sander was half an hour into a cardiovascular workout, while carrying on a conversation in the fitness center of the downtown condominium complex with a neighbor who was climbing steadily on his own StairMaster. At 32, Alex was the newest, and youngest, product manager in the Toiletries Division of Landon Care Products, Inc., a cosmetics products company headquartered in Connecticut. In just over one year with Landon, Alex had successfully rebranded two national skin care products. In January 2007, Landon had been acquired by Avant-Garde, a multibillion-dollar European beauty company. Alex: I’m getting my first 360° performance review today from my boss, Sam Glass. But I don’t have the time to waste on this exercise. I need every second to focus on my new Nourish product launch, the most challenging marketing assignment I’ve had so far. Avant-Garde sees Landon as their ticket to market share in the United States. But everyone in Landon’s Marketing Department is being 360’d this month, since the vice president of Avant-Garde’s Consumer Products Division started pushing for them. Neighbor: I’ve heard of 360’s, but the biotechnology firm where I work sticks to a traditional review system. How do they actually play out? Alex: It’s basically a feedback tool. You get input...
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... | | |Final Exam | | |A Day in the Life of Alex Sander: | | |Driving in the Fast Lane at Landon Care Products | | | | Prepared June 14, 2010 TABLE OF CONTENTS I. BRIEF SUMMARY - 1 - II. TOP TWO OR THREE ISSUES/PROBLEMS IN THE CASE - 2 - A. Alex Sander’s lack of Emotional Intelligence is alienating the product staff. - 2 - B. Develop Alex’s potential talents to insure success for the product group and for Alex individually. - 4 - III. Alternative Solutions to problems in which I have identified. - 6 - A. Solution for Alex Sander’s lack of Emotional Intelligence is alienating the product staff. - 6 - B. Solution developing Alex’s potential talents to insure success for the product group and...
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...ROLES OF MANAGEMENT IN AN ORGANIZATION 1 The Most Important Concept in the Role of Management in an Organization T. Wright Holy Family University ROLES OF MANAGEMENT IN AN ORGANIZATION 2 Abstract In reading the three assigned articles/case study “Managing Your Boss”, “When a new manager stumbles, Who’s at fault?”, and “A Day in the Life of Alex Sander: Driving in the fast lane at Landon Care Products” and looking back on some of my own work experiences I have realized that there are many key concepts in the roles of management in an organization. But there are a few key concepts in particular that I believe are the most important in the role of management in an organization. In this paper you will read about things that stuck out to me from the three articles and some of my personal work experiences that relate to messages the authors are trying to portray in these articles which include actions that I notice managers, employees, bosses, and myself take where I work every day and my opinions on how things could be done differently for the good of the company. I hope you enjoy reading this paper and also learn something along the way as well. Keywords: concepts, experiences ROLES OF MANAGEMENT IN AN ORGANIZATION 3 I thought this week’s readings were very interesting. Each reading provided different concepts in the role of management in an organization. The concept that I believe is the most important in the role of management in an organization...
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...A DAY IN THE LIFE OF ALEX SANDER: DRIVING IN THE FAST LANE AT LANDON CARE PRODUCTS CASE ANALYSIS PROBLEM STATEMENT: What course of action Sam Glass should take in order to channel Alex’s talent which can progress team work serving success group including Alex personally, besides suggesting any modifications in 360ᴼ feedback process. PEST ANALYSIS: There exists no significant external factors to be analyzed, except: Economical factor: Avant-Grade a multi-billion-dollar European company trying to have a market share in United States Cultural factors: the timing and culture of work may differ because of European and American cultural differences Social factors: ALEX SANDER: Positive aspects-(strengthening factors): * Rebranded two skin care products in past successfully for Landon company. * Works hard and forces team to produce the same kind of work. * Ready to accept any kind of challenging works that he face and committed to his job. * Willing to master any job that he is doing or going to do. Negative aspects – (weakening factors): * Does not care about the appraisal system in the company. * Does not value relations with the peers. * Lack of socializing skills. * Does not respect emotions and rude to employees. * Get incensed easily. Areas of improvement: * Chance of mentoring the staff in a positive way in existing company and produce the best fit team * Choose another firm where...
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...A Day in Life of Alex Slander Problem Statement To identify method in which Sam Glass can effectively implement 360 degree feedback system and utilize it in developing the leadership attributes in Alex Sander. PESTCL Analysis Political: External trade unions can create havoc over employees working for long hours and denied holidays by Alex Economic: Avant-Garde’s skin care products division is aiming at achieving major US market share by launching the product “Nourish” by acquiring the company Landon Care Products Technological: With the advent of new technological interfaces people are able to communicate with the virtual teams across several countries and are able to receive work related feedback. Cultural – The acquisition of an American company, Landon by a European company Avant-Garde created some differences in the work culture of Landon. American employees have to work with their European colleagues, where the cultural differences were high as well. SWOT Analysis SWOT of Alex Sander Strengths | Opportunities | * High commitment to work * Entrepreneurial abilities * Excellent decision making skills * Multitasking * Open to learning opportunities * Good product/market knowledge * Is willing to mentor * Inquisitive/curious * Successfully rebranded two national skin care products- confidence and experience * Relentless * Generous and acknowledges good performance * Proactive | * To get into broader planning areas in Landon * Develop...
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...project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2003 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored the Internet and its sales potential. But that situation was about to change. As Webb explained, A&D’s vice president of sales, Jeff White, had advised CEO Ted Walter that A&D was losing its competitive advantage by not selling online. As a result, Walter had made the online store project the company’s highest priority. Walter wanted to know whether the project could be completed in time...
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...a project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2002 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored the Internet and its sales potential. But that situation was about to change. As Webb explained, A&D’s vice president of sales, Jeff White, had advised CEO Ted Walter that A&D was losing its competitive advantage by not selling online. As a result, Walter had made the online store project the company’s highest priority. Walter wanted to know whether the project could be completed in time for the holiday...
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...a project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2003 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored the Internet and its sales potential. But that situation was about to change. As Webb explained, A&D’s vice president of sales, Jeff White, had advised CEO Ted Walter that A&D was losing its competitive advantage by not selling online. As a result, Walter had made the online store project the company’s highest priority. Walter wanted to know whether the project could be completed in time for the holiday...
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...Abstract In the later part of 2008 the world observed what is being labeled the world financial crisis since the Great Depression of 1920-30. The initial indication of a severe financial melt-down appeared in October 9, 2007 when the Dow Jones Industrial Average set a record by closing at 14,047. One year later, the Dow was just above 8,000, after dropping 21% in the first nine days of October 2008. Major stock markets in other countries had plunged alongside the Dow. Credit markets were nearing paralysis. Companies began to lay off workers in droves and were forced to put off capital investments. Individual consumers were being denied loans for mortgages and college tuition. After the nine-day U.S. stock market plunge, the head of the International Monetary Fund (IMF) had some sobering words: “Intensifying solvency concerns about a number of the largest U.S.-based and European financial institutions have pushed the global financial system to the brink of systemic meltdown.” It has been maintained that huge economy inequalities coupled with low rate of profit in the US economy contributed to an increased capital flow to the financial sector and the increasing provision of credit to US workers whose real incomes had declined. Under auspices of financial innovations, debt was sold in complex new financial products to investors. Cheap and apparently riskless lending drove the rising leverage of investments. ‘Securitization’ helped to spread the risks to global financial markets...
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...McDonald’s: Behind The Golden Arches “Since 1955, we’ve been proud to serve the world some of its favourite food. And along the way, we’ve managed not just to live history, but create it: from drive-thru restaurants to Chicken McNuggets to college credits from Hamburger U and much more. It’s been quite the journey, and we promise this is just the beginning-we’ve got our hearts set on making more history” (McDonald’s Corporation, 2011). Almost 60 years have passed since Raymond Kroc envisioned a nationwide fast food chain, which needless to say went on to revolutionise the American restaurant industry and become the world’s number #1 fast food restaurant. Today McDonald’s serves 52 million people a day from one of its 31,000 restaurants dotted around the world (Ritabrata Giiosii, R.G. 2009). The golden arches along with Ronald McDonald and the catch phrase “I’m lovin’ it” have assisted McDonald’s in becoming one of the most globally recognised brands, allowing them to become McDonald’s most valuable intangible assets, but how did they do it? Countless elements threaten McDonald’s reputation; health issues, legal and technological changes, social factors, environmentalists and obviously competitors especially those who offer similar services and products such as KFC. They too have become a national brand recognized all around the world however to understand how McDonalds have achieved such success we must first understand what they do differently and what objectives...
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...Michael Rentas, Manager, Inventory and Premium Sales, Hyperion, 77 West 66th Street, 11th floor, New York, New York 10023, or call 212-456-0133. ISBN: 1-4013-8302-5 First eBook Edition: February 2005 For Mimmie, the dearest of them all . . . LOVE, ROSIE R part 1 8 chapter 1 k To Alex You are invited to my 7th birthday party on Tuesday the 8th of April in my house. We are having a magician and you can come to my house at 2 o’clock. It is over at 5 o’clock. I hope you will come, From your best friend Rosie To Rosie Yes I will come to your brithday party on Wensday. Form Alex To Alex My birthday party is on Tuesday not Wednesday. You can’t bring sandy to the party because mum says so. She is a smelly dog. From Rosie To Rosie I do not care wot your stupid mum says sandy wants to come. Form Alex 4 Cecelia Ahern To Alex My mum is not stupid you are. You are not aloud to bring the dog. She will brust the baloons. From Rosie To Rosie Then I am not going. Form Alex To Alex Fine. From Rosie Dear Ms. Stewart I just called by to have a word with you about my daughter Rosie’s birthday on the 8th of April. Sorry you weren’t in when I called, I’ll call around again later this afternoon and hopefully we can talk then. I think there seems to be some sort of little problem with Alex and Rosie lately, I don’t quite think they’re on talking terms. Hopefully you...
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...Getting Started Important note: The Burning Crusade is an expansion set to World of Warcraft. You must already have a properly installed copy of World of Warcraft in order to install and play this expansion. Installing the Game (PC) TM Welcome Back to the World of Warcraft! System Requirements: OS: Windows 2000 (Service Pack 4); Windows XP (Service Pack 2). Processor: Intel Pentium 3 800MHz, or AMD Duron 800MHz. Memory: 512 MB RAM, 1 GB RAM is recommended. Video: Minimum: 32 MB 3D graphics processor with Hardware Transform and Lighting, such as an NVIDIA GeForce 2 class card or above. Recommended: 64MB VRAM 3D graphics processor with Vertex and Pixel Shader capability, such as an NVIDIA GeForce FX 5700 class card or above. For a complete list of supported 3D cards, please visit: http://www.blizzard.com/support/wow/?id=aww0830p Sound: DirectX-compatible sound card. Install Size: 10 gigabytes of hard disk space. Installation Instructions Place The Burning Crusade CD/DVD into your CD-ROM or DVD-ROM drive. If your computer has autoplay enabled, an installation window will automatically pop up on your Windows desktop. Click the Install Burning Crusade button and follow the onscreen instructions to install The Burning Crusade to your hard drive. If the installation window does not appear, open the My Computer icon on your desktop and double-click on the drive letter corresponding to your CD-ROM or DVD-ROM drive to open it. Double-click on the Install.exe icon...
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...On August 9, 2000, Bridgestone/Firestone Inc. announced it would recall more than 6.5 million tires, most of which had been mounted as original equipment on Ford Motor Co. Explorers and other Ford light trucks. Bridgestone/Firestone had become the subject of an intense federal investigation of 46 deaths and more than 300 incidents where Firestone tires allegedly shredded on the highway. The Firestone tires affected were 15-inch Radial ATX and Radial ATX II tires produced in North America and certain Wilderness AT tires manufactured at the firm's Decatur, Illinois, plant. This tire recall was the second biggest in history, behind only Firestone's recall of 14.5 million radial tires in 1978. The 1978 tire recall financially crippled the company for years to come and the August 2000 recall threatened to do the same. Consumers, the federal government, and the press wanted to know: Why didn't Ford and Firestone recognize this problem sooner? Let us look at the series of events surrounding the tire recall and the role of information management. 1988---Financially weakened from its 1978 tire recall, Firestone agreed to be acquired by Bridgestone Tires, a Japanese firm. To increase its sales, Firestone became a supplier of tires for Ford Motors' new sport-utility vehicle (SUV), the Explorer. March 11, 1999---In response to a Ford concern about tire separations on the Explorer, Bridgestone/Firestone (Firestone) sent a confidential memo to Ford claiming that less than 0.1 percent of...
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...Task 01 KFC SRI LANKA [pic] KFC has a long tradition of great food, a warm culture and some of the best hospitality among catering teams the world over. IT’S A FACT – Each year KFC serves over 1.7 million people in Sri Lanka 1.1 COMPANY PROFILE a) Company- KFC Sri Lanka b) History - KFC, Sri Lanka was launched in 1995 and since then opened 18 outlets island wide. Cargills has successfully infused an International brand with Sri Lankan tastes by developing a host of new dishes to suit local palates - like the Buriyani and Kotthu - along with the signature KFC meals. c) Products- Burgers Fried chicken Wraps French fries Soft drinks Salads Desserts Breakfast Specialties- Lunch Dinner Coffee Drinks d) Services- 08 Services e) Services names – Takes Reservations Walk-Ins Welcome Good For Groups Good For Kids Take Out Delivery Catering Outdoor Seating 1.2 Marketing Environmental frame work The marketing firm operates within a complex & dynamic external environment. It is the task of the marketing-oriented organization to link the resources of the organization to the requirements of customers. This is done within the framework of opportunities & threats in the external environment. ...
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