...Chapter 3 Analyzing the Marketing Environment 1) You are directed to study the actors close to the company that affect its ability to serve its customers-departments within the company, suppliers, marketing intermediaries, customer markets, competitors, and publics. What are you studying? A) the macroenvironment B) the microenvironment C) the marketing environment D) the demographic environment E) the global environment Answer: B Diff: 1 Page Ref: 66 Skill: Concept Objective: 3-1 2) Which of the following terms is used to describe the factors and forces outside marketing that affect marketing management's ability to build and maintain successful relationships with target customers? A) the marketing environment B) the cultural environment C) strategic planning D) target markets E) the marketing mix Answer: A Diff: 1 Page Ref: 66 Skill: Concept Objective: 3-1 3) You are directed to study the demographic, economic, natural, technological, political, and cultural factors that are larger societal forces affecting your company. What are you studying? A) the macroenvironment B) the microenvironment C) the external environment D) the marketing mix E) the global environment Answer: A Diff: 1 Page Ref: 66 Skill: Concept Objective: 3-1 4) Which of the following is NOT a type of factor in a company's macroenvironment? A) demographic B) economic C) technological D) competitive E) political Answer: D Diff: 1 Page Ref: 66 Skill:...
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...Contents 1. Analyze Bob using the Maslow need hierarchy 2 2. Analyze Bob’s lack of motivation using equity theory and expectancy theory. 6 3. If you were Bob’s boss, what could you do to positively influence his motivation? 10 4. What are the implications of this case for employers hiring generation Xers? 12 5. References 15 1. Analyze Bob using the Maslow need hierarchy. Maslow’s needs hierarchy is one of the four early motivation theories conceptualized and realized by Abraham Maslow, it is also the best-known hierarchy of needs theory (Robbin & Coulter, 2012). He was a psychologist professor who articulated that every human has five levels of needs hierarchy which is namely Physiological, Safety, Social, Esteem and Self Actualization. (Robbin & Coulter, 2012) Maslow further claimed that each level in the needs hierarchy has to be significantly satisfied before the next level becomes dominant, he reiterates that it is a step by step process where individual move up each level ascending the needs pyramid. Besides the pyramid needs has been further separated into two tiers which is lower-order needs (basic needs) and higher order needs (social needs). Physiological and Safety are at the bottom of the tier and are classified as lower order needs whereas Social, Esteem and Self-actualization which is in the mid span of the tier till the top of the tier is considered as higher order needs. Bob life’s happenings relate directly to Maslow as he was focusing...
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...CSGB6101 Human Capital Management MANAGING GENERATIONAL DIFFERENCES IN THE WORKPLACE CASE STUDY OF FELDA Prepared by GROUP 3 : Name | Matrix No. | Phone. No. | E.Mail Address | Khadijah Mohamad Radzi | CGA130056 | 019-6795231 | khadijah.fahim@gmail.com | Nasira Banu Rahim Khan | CGA130106 | 019-3612038 | nasira@bnm.gov.my | Yu Kong Cing | CGA120010 | 012-6842818 | kcyu@fella.com.my | Prepared for DR. MOHAMMAD NAZRI BIN MOHD. NOR Submission Date: 15 May 2014 Due Date: 19 May 2014 Word Count: 3859 Content | Page | 1.0 Executive Summary | 1 | 2.0 Background of Study | 2-6 | 3.0 Problem Statement | 6-8 | 4.0 Research Question | 8 | 5.0 Objectives of Study | 8 | 6.0 Literature Review | 8-9 | 7.0 Discussion | 9-12 | 8.0 Recommendation | 12-15 | 9.0 Conclusion | 15 | 10.0 References | 16 | 11.0 Appendix 1 – Organizational Chart | | 1.0 Executive Summary The purpose of this paper is to study the differences and similarities of four generations of FELDA workers and the implication of it to the organization’s competitiveness. FELDA has been chosen for the study because it is a unique organization involved widely in business as well as community development in 319 Felda Settlements. With a total employee of 3,990 people working locally and overseas...
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...A Facilitator's Conundrum: Facilitating in a Multi-generational Learning Environment Michele Hickman Sullivan University Managing Organizational Conflict CMM521X Dr. Susan Raines May 7, 2014 A Facilitator's Conundrum: Facilitating in a Multi-generational Learning Environment Introduction Learning and development are essential tools in talent management for the American workforce. The ability to learn and grow helps an organization recruit and retain top talent, as well as grow existing talent. These learning opportunities are presented to various individuals at various times. When new talent is hired, individuals with a variety knowledge, skills, and experiences are pulled together in one learning environment, a classroom, to learn the essential tasks required to perform their new role. These individuals are guided on their learning path by a facilitator. The facilitator’s role is to ensure knowledge transfer occurs to each individual in their classroom audience while maintaining an environment conducive to learning. Today’s classroom audience makes this responsibility even more challenging. The facilitator not only has to find the common denominator in knowledge, skills, and experiences; he/she also has to deliver the content simultaneously to a multi-generational audience. An audience with participants who has only heard of a typewriter or seen one in “historical” pictures to others who remember the major family purchase of a colored television and each...
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...Journal of Behavioral Studies in Business Marketing to the Generations, Page 1 Marketing to the Generations Kaylene C. Williams California State University, Stanislaus Robert A. Page Southern Connecticut State University ABSTRACT Each generation has unique expectations, experiences, generational history, lifestyles, values, and demographics that influence their buying behaviors. Accordingly, many companies are reaching out to multi-generational consumers and trying to understand and gain the attention of these diverse buyers. Multi-generational marketing is the practice of appealing to the unique needs and behaviors of individuals within more than one specific generational group, with a generation being a group of individuals born and living about the same time [1]. This means that marketers need to understand the six U.S. generations: Pre-Depression Generation, Depression Generation, Baby Boomers, Generation X, Generation Y, and Generation Z. When a marketer factors in the different characteristics and behaviors of the generations, it should be easier to build relationships, gain trust, and close business. [2, 3] As such, an understanding of multigenerational marketing is very important to the marketer. The purpose of this paper is to describe briefly the U.S. generations in terms of the times in which they grew up as well as the characteristics, lifestyles, and attitudes of the group. However, the primary focus of the paper is to describe various marketing...
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...1 United States Coast Guard Auxiliary Study Can the U.S. Coast Guard Auxiliary survive in the 21st Century? How changing generational attitudes will affect an all-volunteer organization August 2006 1 This page intentionally left blank INDEX 1. Introduction 1 2. Analysis 3 A. The canary in the mine 4 B. Understanding generational attitudes 4 C. Four generations 5 D. Exploring the next generation of retirees: The Baby Boomers 6 E. Gen-X: It’s about lifestyle 8 F. Call them Gen-Y or Millennials, they deserve our attention 10 G. The new volunteers: What to expect 12 ` H. My time is not your time 14 I. Generational differences shaping leadership 15 J. American volunteer rate steady 17 3. Conclusions 19 A. Past expectations 20 B. Present construct 20 C. Spontaneous volunteer: Something new 21 D. High touch 21 E. Exploring contemporary trends in volunteering 23 1. Volunteer burnout 23 2. The human touch 24 3. Professionalizing the volunteer corps 25 4. New forms of volunteerism 25 5. Diversity 26 6. Technology 26 F. Communications challenge 27 4. Summary 29 6. Appendix 31 1 Membership numbers How many members the Auxiliary needs to meet their mission obligations and how many members it needs to meet its financial requirements would be two different answers. Getting a specific answer from the leadership is difficult because of the way the two spiral around each other like a double helix strand of DNA. They are – for now – inseparable...
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...of knowledge for management of the multigeneration workforce. The specific focus is upon Generation ‘X’ and the Millennium Generation which are the two primary groups comprising the new workforce. INTRODUCTION The generation that a person is born within has some impact upon that individual in terms of work styles, work values and self-image. The demographic profile of the workforce is undergoing quite a change insofar as the representation of generations and the result is that organizations are experiencing a necessity to make changes as well. The workforce will become increasingly more diverse in the future and this greatly affects the organization in its capacity of hiring and retaining employees. The literature reviewed within this study illustrates the fact that the expectations of employees differ within the generations represented in today’s workforce and unless managers have a sound knowledge-base of the needs and expectations of the organization’s employees then keeping these employees motivated may prove to be quite difficult. 2001, many intelligence agencies have experienced a surge in hiring however; many of these employees have five (5) years experience or less. Furthermore, a recent...
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...Employee Benefits Program with advice on: * Low-cost employee incentives * Meaningful employee recognition programs * Inspiring employee rewards * And much more... ------------------------------------------------- Top of Form We value your privacy. Bottom of Form If you’ve had to cut pay and staff and now expect more from those who remained, it’s vital to revamp your employee recognition and rewards program. Employers can double their rewards and recognition efforts in innovative, cost-efficient ways. Examples: employee-of-the-month awards, employee incentive pay, employee appreciation luncheons, more time off, shopping sprees, wellness incentive contests, plus employee rewards customized to motivate Millennials, Gen Xers, Baby Boomers and the Matures. Now is the time to get clever with your employee recognition programs. This special report, 12 Ways to Optimize Your Employee Benefits Program: Low-cost employee incentives, recognition programs and rewards, will show you how. Discover low-cost, inspiring ways—many of them suggested by Business Management Daily's HR Specialist Compensation & Benefits readers—that your organization can motivate and express gratitude to your employees year-round. Whet your palate on a sampling of tips from the FREE special report below... Employee Benefits Program: Tip #1 8 rules for employee recognition and employee rewards Surveys of U.S. workers consistently show that employees want more than a...
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...Masters Program in Business Administration (MBA 4 SEM) ( Semester IV ) Specializations :- Human Resource Management Note: - Solve any 4 Case Study All Case Carry equal Marks. Case 1 :- Meeting the Challenge of Sexual Harassment At an office of Goldman, Sachs and Company in Boston, some male employees allegedly pasted photos of bare-breasted women on company newsletters, next to biographies of new female employees (suggesting that the photos were pictures of the new staff members). Copies of the newsletters were circulated around the office. Sexist literature such as “The Smart Man’s Creed or Why Beer Is Better Than Women” (“After you’ve had a beer, the bottle is still worth a dime”) was allegedly also distributed. Kristine Utley, a former Goldman sales associate, has made these allegations in a suit charging that the environment at Goldman, Sachs constitutes sexual harassment. Fired for refusing a transfer to a New York office, she is suing to gain reinstatement and damages and to eliminate the harassment. Joanne Barbetta has filed a similar suit seeking damages for harassment caused by an environment that she asserted “was poisoning my system.” Ms. Barbetta reports that during her tenure as a clerk at Chemlawn, male employees circulated pornographic magazines and pinup posters. She viewed a slide presentation that included suggestive pictures (e.g., a nude woman)...
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...Chapter 1 Marketing: Creating and Capturing Customer Value 1) All of the following are accurate descriptions of modern marketing, EXCEPT which one? A) Marketing is the creation of value for customers. B) Marketing is managing profitable customer relationships. C) Selling and advertising are synonymous with marketing. D) Marketing involves satisfying customers' needs. E) Marketing is used by for-profit and not-for-profit organizations. Answer: C 2) According to the opening scenario, the Mannai Automotive marketing team is MOST concerned about which of the following? A) maintaining its brand share B) proactively following up prospects C) advertising their product's benefits D) comparing the effectiveness of their product to other brands E) incorporating consumer-generated marketing in the marketing mix Answer: B 3) ________ is defined as a social and managerial process by which individuals and organizations obtain what they need and want through value creation and exchange. A) Selling B) Advertising C) Bartering D) Marketing E) Negotiating Answer: D 4) Which steps of the five-step marketing process are about understanding customers, creating customer value, and building strong customer relationships? A) the first two only B) the first three only C) the first four only D) the last three only E) the last four only Answer: C 5) According to the simple five-step model of the marketing process, a company needs to ________ before designing...
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...Investment An Oracle White Paper September 2011 HR Analytics: Driving Return on Human Capital Investment HR Analytics: Driving Return on Human Capital Investment The Business Need for Improved HR Analytics ................................. 3 Leading Practices for Improved Organizational Performance ............ 4 HR Analytics Contributes by Driving Insights to Action ...................... 5 Addressing Information Needs through Analytic Workflows ........... 5 About Oracle Business Intelligence Applications ............................... 7 The Foundation: OBIEE 11g .......................................................... 8 HR Analytics Subject Areas ........................................................... 9 A Case Story ................................................................................... 15 Benefits and ROI ............................................................................. 17 The Value of a Pre-Built Solution ................................................. 17 Business Value Adds Up ............................................................. 17 Maximizing Success – Next Steps ................................................... 19 Conclusion ...................................................................................... 20 The Business Need for Improved HR Analytics As worldwide economic and political conditions continue to concern business leaders, their attention turns to the various levers that can foster...
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...DIPLOMA IN BUSINESS MANAGEMENT (DBM) Specializations :- Human Resource Management Note: - Solve any 4 Case Study All Case Carry equal Marks. Case 1 :- Meeting the Challenge of Sexual Harassment At an office of Goldman, Sachs and Company in Boston, some male employees allegedly pasted photos of bare-breasted women on company newsletters, next to biographies of new female employees (suggesting that the photos were pictures of the new staff members). Copies of the newsletters were circulated around the office. Sexist literature such as “The Smart Man’s Creed or Why Beer Is Better Than Women” (“After you’ve had a beer, the bottle is still worth a dime”) was allegedly also distributed. Kristine Utley, a former Goldman sales associate, has made these allegations in a suit charging that the environment at Goldman, Sachs constitutes sexual harassment. Fired for refusing a transfer to a New York office, she is suing to gain reinstatement and damages and to eliminate the harassment. Joanne Barbetta has filed a similar suit seeking damages for harassment caused by an environment that she asserted “was poisoning my system.” Ms. Barbetta reports that during her tenure as a clerk at Chemlawn, male employees circulated pornographic magazines and pinup posters. She viewed a slide presentation that included suggestive pictures (e.g., a nude woman) put there, according to management...
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...Managing the Talent Crisis in Global Manufacturing Strategies to Attract and Engage Generation Y A Deloitte Research Global Manufacturing Study Table of Contents Introduction................................................................................... 1 The Talent Paradox in Global Manufacturing: Survival of the Skilled................................................................... 2 The Depleting Talent Pipeline in Global Manufacturing ............ 3 The Challenge and Opportunity of Talent Mangement in Emerging Markets......................................................................... 5 China: Plenty of oysters, few pearls ............................................. 5 Southeast Asia: Dangers of a short-term view ............................. 6 India: Fighting off the competition .............................................. 6 Latin America: Middle management blues, technical skills shortage .............................................................. 7 Eastern Europe: The perils of accelerating wages ........................ 7 Connecting to Generation Y ........................................................ 8 Characteristics of Generation Y ................................................... 8 New strategies aligning with the needs of Generation Y ............. 9 Shortcomings of current approaches to managing talent ......... 10 The Develop-Deploy-Connect talent management model .......... 11 What Does the Develop-Deploy-Connect Model Mean for...
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...Marketing book notes Chapter 1: * Marketing is managing profitable customer relationships. The aim of marketing is to create value for customers and capture value from customers in return * Marketing is managing profitable customer relationships. The twofold goal of marketing is to attract new customers by promising superior value and to keep the grow current customers by delivering satisfaction * Marketing must be understood not in the old sense of making a sale- “telling and selling” – but in the new sense of satisfying customer needs. If the marketer understands customer needs; develops products that provide superior customer value; and prices distributes, and promotes them effectively , those products will sell easily * Selling and advertising are only part of a larger marketing mix – a set of marketing tools that work together to satisfy customer needs and build customer relationships * Marketing- the process by which companies create value for customers and build strong customer relationships in order to capture value from customers in return Understanding the marketplace and customer needs: * 1) needs, wants, and demands * 2) market offering (products, services, and expectations) * 3) value and satisfaction * 4) exchanges and relationships * 5) markets Customer needs, wants, and demands * The most basic concept underlying marketing is that of human needs. Human needs are states of felt deprivation. They include physical...
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...1 Student: ___________________________________________________________________________ 1. Which of these statements about the field of organizational behaviour is FALSE? A Organizational behaviour scholars study individual, team and structural characteristics that influence . behaviour within organizations. B. Leadership, communication and other organizational behaviour topics were not discussed by scholars until the 1940s. C. Organizational behaviour emerged as a distinct field around the 1940s. D. The field of OB has adopted concepts and theories from other fields of inquiry. E. OB scholars study what people think, feel and do in and around organizations. Which of these statements about the field of organizational behaviour is TRUE? A. Organizational behaviour emerged as a distinct field during the 1980s. B. The origins of some organizational behaviour concepts date back to Plato and other Greek philosophers. C. Information technology has almost no effect on organizational behaviour. D.The field of organizational behaviour relies exclusively on ideas generated within the field by organizational behaviour scholars. E. The origins of organizational behaviour are traced mainly to the field of economics. In the field of organizational behaviour, organizations are best described as: A. legal entities that must abide by government regulations and pay taxes. B. physical structures with observable capital equipment. C. social entities with a publicly stated set of formal goals...
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