...Issues: The case of TerraCog’ conflict to reach on a common ground is due to lack of communication among various departmental functions, lack of single company vision, fulfilment of personal objectives, and absence of leadership that eventually led up to group conflicts. As stated above, departmental functions responded to their personal objectives in having the final decision sway in their own directions. Sales teams wanted to ship the product which is technically stronger than the competitor’s product and yet the retail price is lower or equal to competitors. The personal objective of company’s president Richard Fiero ran with those Ed Pryor which were to create the quality product quickly at a low cost. Richard failed to consult Allen Roth, Director of Design & Development, or with Harold Whistler, Vice President of Design & Development, before making the decision to move forward on the project. Lack of leadership was evident not only in case of Richard, but with Emma as well, who despite given the full ownership of the project, failed to bring Design & Development and Sales team together on single ground. Allen Roth, Director of Design & Development, who was stepping up for Harold Whistler (since he would be retiring shortly) wanted to produce a quality product without being rushed into cutting corner or cutting costs. He didn’t want his other projects to suffer as a result of Project Aerial. As a consequence of the conflicting departmental and individual...
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...1/22/07 3:37 PM Page i RP OS T ElletFM.qxp THE DO N OT C OP YO CASE STUDY HANDBOOK 1/22/07 3:37 PM Page ii DO N OT C OP YO RP OS T ElletFM.qxp 1/22/07 3:37 PM Page iii RP OS T ElletFM.qxp YO THE OP CASE STUDY HANDBOOK How to Read, Discuss, and OT C Write Persuasively About Cases DO N William Ellet Harvard Business School Press Boston, Massachusetts 1/22/07 3:37 PM Page iv RP OS T ElletFM.qxp Copyright 2007 William Ellet YO All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 OP No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. OT C Case material of the Harvard Graduate School of Business Administration is made possible by the...
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...THE ON OT C OP YO CASE STUDY HANDBOOK RP OS T ON OP YO RP OT C OS T THE ON OT C Write Persuasively About Cases OP CASE STUDY HANDBOOK How to Read, Discuss, and William Ellet Harvard Business School Press Boston, Massachusetts YO RP OS T Copyright 2007 William Ellet All rights reserved Printed in the United States of America 11 10 09 08 07 5 4 3 2 1 No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. The copyright on each case in this book unless otherwise noted is held by the President and Fellows of Harvard College and they are published herein by express permission. Permission requests to use individual Harvard copyrighted cases should be directed to permissions@hbsp.harvard.edu, or mailed to the Permissions Editor, Harvard Business School Publishing, 60 Harvard Way, Boston, MA 02163. ON OT C Case material of the Harvard Graduate School of Business Administration is made possible by the cooperation of business firms and other organizations which may wish to remain anonymous by having names, quantities, and other...
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...Case Study Analysis 1: TerraCog GPS Terracog was a successful privately held firm specializing in high quality Global Positioning system and fishing sonar equipment. Even though TerraCog was always not the first to market new products, but their products were successful because of their high quality and effectively addressed customer needs. When their competitor Posthaste introduced a GPS prototype called BirdsI that displays satellite imagery, TerraCog did not view it to be a threat and believed it was a non-essential fad. TerraCog realized their mistake in judging BirdsI and the product was a huge success. In order not to lose the market, TerraCog planned to launch a GPS with satellite imagery Project Aerial. A redesign within existing GPS platform was proposed and the projected costs threaten to destroy the project. Ed Pryor VP of sales feels the new product Aerial should be priced below $425 to capture the lost market share to the competitors. The estimate for the price would at minimum be $475 and the sales teams deemed it too high to consider. The managers of each division gather in a pair of combative meetings that contain anger, finger pointing, and blame but do not produce an effective conclusion. Personal and individual objectives which were contrary to one another led to the current situation. The sales staffs’ main concern was to have a GPS device that would be superior to their competitors’ and would be priced competitively. The product design & development...
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...TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial GEB314 – Group and Organizational Dynamics Professor Barry Atkins Carlos Albizu University Monica Estopinan Spring 2013 Introduction TerraCog is a private company specializing in high-quality Global Positioning Systems (GPS) and fishing sonar equipment. In spring 2007, the company took on a project to enhance their high-quality GPS handheld with satellite imagery; the project was named Project Aerial. The decision to develop the new enhancement resulted from increased customer demand, and loss of market share to competitor Posthaste, who in October 2006, introduced BirdsI, the “only handheld GPS with satellite imagery” (Beer, Young, 2008). By the end of 2007, TerraCog had developed a prototype of their version of a GPS unit with satellite imagery and planned to launch the product by the holiday season of 2008. Emma Richardson, the new Executive Vice President, was tasked with the launch of the newly developed GPS unit; she needed to finalize decisions on costs, pricing, and initial production volume. Emma’s main focus as the new EVP was to move the company toward greater operational alignment and increase cross-departmental cooperation. This focus was in response to existing tension between the U.S headquarters in Chicago and the production team in China. The development of the new Aerial would no doubt add to this tension. The design conditions of the Aerial GPS were handed off...
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...in establishing its ethical tone. If Managers behave as if the only thing that matter is profit, employees are likely to act in a like manner. A company’s leaders are responsible for setting standards for what is and is not acceptable employee behavior. Managers to play an active role in creating a working environment where employee are encouraged and rewarded for acting in an ethical manner. Marketing Ethic Is an Area that deals with the moral Principles behind marketing. Ethics in Marketing applies to different spheres such as in product, pricing, placing, and promotion ROLE OF ORGANIZATIONAL ETHICS IN PERFORMANCE * The World’s Third Largest auto manufacturing company. * Situated in United State with its Head Quarter at Detroit, Michigan. * About 209, 00 People are employed in the Company in Major Region Ethical Dilemma Basic elements of ethical decisions related to Individual’s cognitive structure-knowledge, values,...
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...Book 3 - Technology, use and potentialities of Latin American starchy tubers Chapter 18 Starch-based plastics Olivier Vilpoux1 & Luc Averous.2 18.1. Introduction Brazil disposes of approximately 240,000 tons of waste per day, an amount lower than that in the USA (607,000 t./day), but fairly above those in countries such as Germany (85,000 t./day) and Sweden (10,400 t./day). Of that total, a large amount goes to open waste deposits. Only a small quantity is disposed of in appropriate places. A city like São Paulo spends, per day, US$ 300,000 with waste. According to the Instituto de Pesquisas Tecnológicas – IPT (Institute of Technological Research), only few municipalities have specific teams and public policies engaged in dealing with the waste. When it is not treated, waste becomes a serious sanitary problem, since it exposes the community to illnesses like diarrhea, amebiasis, and parasitosis, apart from contaminating the soil, waters and water tables. Among solutions, there are the creation of sanitary landfills in appropriate places, adoption of selective collecting and recycling programs, conducting of campaigns with the aim of both making society conscious about the problem and demanding a greater participation of government authorities (Editora Abril, 2002). The manufacturing of biodegradable material offers an interesting solution for plastic materials. Like it happens with organic residues, such as foodstuff, elimination of biodegradable materials ...
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...Int. J. Engng Ed. Vol. 14, No. 2, p. 145±152, 1998 Printed in Great Britain. 0949-149X/91 $3.00+0.00 # 1998 TEMPUS Publications. Teaching Mathematics to Engineering Students* S. S. SAZHIN School of Engineering, University of Brighton, Cockcroft Building, Moulsecoomb, Brighton BN2 4GL, UK Some new ideas in teaching mathematics to engineering students and the implementation of these ideas into the teaching of mechanical engineering students at Brighton University are discussed. The importance of explaining to the students why knowledge of mathematics is essential for their future practical work is emphasized. Mathematics is a language for expressing physical, chemical and engineering laws and general equations should be illustrated by practical numerical examples in order to transfer the surface/atomistic approach to learning to the deep/holistic one. Necessary steps in the manipulation of algebraic equations should be highlighted. Formal lecturers should be supplemented by compulsory reading, handouts, elements of small group teaching and formative assessment. The analysis of self-assessment forms completed by students show that they learn physical concepts much easier than mathematical concepts. forget what we are told but never forget what we see or discover for ourselves!' It was clear that I made at least two mistakes in designing my course. Firstly, the theory was indeed not properly balanced with practical applications. Secondly, the need for...
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...M o d u l e 2 Module Outline ●● Who is my audience? ●● Why is audience so important? ●● What do I need to know about my audience? ●● How do I use audience analysis? ●● What if my audiences have different needs? ●● How do I reach my audience? Module Summary Assignments for Module 2 Polishing Your Prose: Comma Splices 02Locker_mod02.indd 18 Adapting Your Messages to Your Audience Learning Objectives After reading and applying the information in Module 2, you’ll be able to demonstrate Knowledge of LO1 LO2 LO3 LO4 The audiences who may evaluate your business messages The variables of the communication process The importance of adapting your message to your audience Audience analysis Skills to LO5 LO6 Analyze your audience when composing messages Begin to shape the content, organization, and form of your messages to meet audience needs 12-12-20 9:37 PM Adapting Your Messages to Your Audience MODULE 2 19 Employability Skills 2000+ Checklist Module content builds these Conference Board of Canada Employability Skills 2000+ Communicate Be Adaptable Think and Solve Problems Learn Continuously Demonstrate Positive Attitudes and Behaviours Work with Others Audience analysis is fundamental to the success of any message: to capture and hold an audience’s attention, and to motivate readers and listeners, you must shape your message to meet the audience’s interests,...
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...TIME ALLOWED : 2 Hours No. of Sections : 3 , 55 questions in each section. No. of Questions: 165 CAT-1999 SECTION I Number of questions: 55 DIRECTIONS for questions I to 5: Sentences given in each question, when properly sequenced, form a coherent paragraph. Each sentence is labelled with a letter. Choose the most logical order of sentence from among the four given choices to construct a coherent paragraph. 1. A. In rejecting the functionalism in positivist organization theory, either wholly or partially, there is often a move towards a political model of organization theory. B. Thus the analysis would shift to the power resources possessed by different groups in the organization and the way they use these resources in actual power plays to shape the organizational structure. C. At the extreme, in one set of writings, the growth of administrators in the organization is held to be completely unrelated to the work to be done and to be caused totally by the political pursuit of self- interest. D. The political model holds that individual interests are pursued in organizational life through the exercise of power and influence. 1. ADBC 2. CBAD 3. DBCA 4. ABDC 2. A. Group decision making, however, does not necessarily fully guard against arbitrariness and anarchy, for individual capriciousness can get substituted by collusion of group members. B. Nature itself is an intricate system of checks and balances, meant to preserve the delicate balance...
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...Fundamentals of Management General Introduction..........................................................................................................3 An Introduction to Management .......................................................................................4 Kinds of Managers ...........................................................................................................4 Levels of Management.............................................................................................................. 4 Areas of Management ......................................................................................................5 Basic Management Functions ..........................................................................................5 Planning and Decision Making ................................................................................................. 5 Organizing............................................................................................................................. 6 Leading ................................................................................................................................. 6 Controlling ............................................................................................................................. 6 Fundamental Management Skills .....................................................................................6 Technical Skills .............................
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...MIcroeconomics: Markets, Methods & Models Douglas Curtis and Ian Irvine | Version 2014/2015 $ ADAPTED OPEN TEXT FORMATIVE ONLINE ASSESSMENT COURSE SUPPLEMENTS COURSE LOGISTICS & SUPPORT a d v a n c i n g l e a r n i n g www.lyryx.com Copyright This work is licensed under a Creative Commons AttributionNonCommercial-NoDerivs 3.0 Unported License. http://creativecommons.org/licenses/by-nc-nd/3.0/deed.en_GB Douglas Curtis and Ian Irvine Edition 1.11 This edition is differentiated from the first edition solely by minor editorial adjustments. Content has not been altered. Microeconomics: Markets, Methods and Models About the Authors Doug Curtis is a specialist in macroeconomics. He is the author of twenty research papers on fiscal policy, monetary policy, and economic growth and structural change. He has also prepared research reports for Canadian industry and government agencies and authored numerous working papers. He completed his PhD at McGill University, and has held visiting appointments at the University of Cambridge and the University of York in the United Kingdom. His current research interests are monetary and fiscal policy rules, and the relationship between economic growth and structural change. He is Professor Emeritus of Economics at Trent University in Peterborough, Ontario, and Sessional Adjunct Professor at Queen’s University in Kingston, Ontario Ian Irvine is a specialist in microeconomics, public economics, economic inequality...
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...Updates and corrections to the textbook and Study Guide PowerPoint slides Links to other relevant web sites A short on-line survey ($100 cash prize available) Instructions on how to install the 2008 ProFile program and download updated sample tax returns and Cases when the updated ProFile software is available in January, 2009 A “Guide to Using Your Student CD-ROM" How To Work Through Chapter One We recommend the following approach in dealing with the material in this chapter: The Canadian Tax System r Read the text pages 1 - 3 (paragraph 1-1 through 1-11). r Complete Exercise One-1 on page 3 of the text. The solution is on page S-3 of this Study Guide. All solutions to Exercises and Self Study Problems and Cases can be found in this Study Guide and the page numbers all start with the prefix S-. Read the text pages 3 - 4 (paragraph 1-12 through 1-16). Complete Exercise One-2 on page 4 of the text. The solution is on page S-3. Read the text pages 4 - 5 (paragraph 1-17 through 1-22). r r r Tax Policy Concepts r Read the text pages 5 - 6 (paragraph 1-23 through 1-25). r r r r Complete Exercise One-3 on page 6 of the text. The solution is on page S-3. Complete Self Study Problem One-1 on page 30 of the text. The solution is on page S-4. Read the text pages 6 - 7 (paragraph 1-26 through 1-31). Complete Self Study Problem One-2 on page 30 of the text. The solution is on page S-4. Canadian Tax Principles 2008/2009 - Study Guide S-1 How To Work Through Chapter...
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...PART ONE • UNDERSTANDING SERVICES SERVICES IN THE MODERN ECONOMY As consumers, we use services every day. Turning on a light, watching TV, talking on the telephone, riding a bus, visiting the dentist, mailing a letter, getting a haircut, refueling a car, writing a check, or sending clothes to the cleaners are all examples of service consumption at the individual level. T h e institution at which you are studying is itself a c o m p l e x service organization. In addition to educational services, today's college facilities usually include libraries and cafeterias, counseling, a bookstore, placement offices, copy services, telecommunications, and even a bank. If you are enrolled at a residential university, campus services are also likely to include dormitories, health care, indoor and o u t d o o r athletic facilities, a theater, and perhaps a post office. Customers are not always happy with the quality and value of the services they receive. People complain a b o u t late deliveries, r u d e or i n c o m p e t e n t personnel, i n c o n v e n i e n t service h o u r s , p o o r p e r f o r m a n c e , and needlessly complicated p r o cedures. T h e y grumble about the difficulty of finding sales clerks to help t h e m in retail stores, express frustration about mistakes on their credit card bills or bank statements, shake their heads over the complexity of new self-service equipment, m u t ter about p o o r value, and sigh as they are forced to wait in line almost everywhere...
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...rP os t 9-601-163 REV: SEPTEMBER 30, 2005 SANDRA J. SUCHER STACY E. MCMANUS The Ritz-Carlton Hotel Company op yo The Master said, Govern the people by regulations, keep order among them by chastisements, and they will flee from you, and lose all self-respect. Govern them by moral force, keep order among them by ritual, and they will keep their self-respect and come to you of their own accord. — The Analects of Confucius tC James McBride, general manager of the new Ritz-Carlton in Washington, D.C., faced the largest challenge of his successful career. A proven veteran of the luxury hotel chain’s march across Asia, McBride’s most recent assignment was as the general manager of the 248-room Ritz-Carlton in Kuala Lumpur. Opened in 1998, the hotel was named “Best Hotel in Asia-Pacific” in the eighth Business Traveler Asia/Pacific magazine Travel Awards Subscribers’ Survey and, for two consecutive years, “Best Business Hotel in Malaysia” by Business Asia and Bloomberg Television.1 As Nikheel Advani, food and beverage services director for the Washington hotel, noted: “James is excellent—we have opened many hotels together. In the place where you didn’t think that it had a chance, he made it the best hotel. That’s his talent. That’s what he can do really well. It’s for the entrepreneurial person who wants to get involved and who thinks they can make a difference.” Do No But this was a new situation, even for McBride. For the first time,...
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