...FEBRUARY 9, 2011 JOHN J. GABARRO COLLEEN KAFTAN Jamie Turner at MLI, Inc. “Had I known how hard this job would be, I might have thought twice about leaving the one at Wolf River,” Jamie Turner reflected as he waited for his boss, Pat Cardullo, to arrive at the office on a blustery September morning. At 32, Turner was struggling in his third marketing management position since completing his MBA six years earlier. Only six months into his current assignment at Modern Lighting Industries, Inc. (MLI), he was starting to worry that his string of previous successes had hit a serious snag. Working for Cardullo had become as confusing, unpredictable, and frustrating as anything he’d ever experienced. When Cardullo, president of MLI, had interviewed Turner and invited him to join the company as vice president for marketing and sales, Turner had found the older man smart, friendly, even charismatic. Cardullo had offered him a free hand in reorganizing the marketing area, and had all but guaranteed that Turner would take over as president within two years. Before long, however, things began to go wrong: Cardullo started to seem distant and critical, and he intervened frequently in marketing decisions, sometimes undermining or even reversing Turner’s decisions. The turnaround Cardullo was attempting to engineer at MLI had stalled, sales were again declining, and things in general were rapidly deteriorating. Turner didn’t know whether to be happy or anxious—or both— when...
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...1. How did Turner get himself into this particular predicament? Solution: The following reasons form the root cause of Turner being so indecisive about his position at MLI towards the end of the case: Firstly, Jamie Turner earlier worked at Wolf River, where departments such as control, budgeting, planning and similar tasks were well supported. When he was allowed autonomy and was all on his own, he could not get enough time to prepare himself for all the challenges that were posed for his position and he ended making hasty decisions based on his prior experience. Secondly, his differences with Cardullo regarding their views on the cash flow problem, pricing halogen bulbs below the break-even point with reduced margins, and their other arguments left Turner in distaste and anger. Turner’s strategy of reducing production cost and lesser margins did not go well with Cardullo who wanted higher margins for his products. Moreover, Turner was initially indecisive about joining MLI given the financial situation of the company and other complexities that a merger had created. Also, he was not really keen to go into industrial marketing. He did not weigh the positives and negatives completely before accepting the offer at MLI and started repenting his decision after just a few months into the company. All these things along with the problem of dealing with Julie Chin, lead to this particular predicament. 2. What did Pat Cardullo and Jamie Turner each initially bring to the situation...
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...Discover and explore jamie turner case analysis predicament on Yahoo.com. How To jamie turner case analysis predicament - Search for How To jamie turner case analysis predicament Yahoo.com/jamie turner case analysis predicament Discover and explore jamie turner case analysis predicament on Yahoo.com. See recommendations from your friends: Facebook | Twitter x • help • privacy • terms Search Results 1. Jamie Turner Case - Essays - Yayayaa www.termpaperwarehouse.com › Business and Management o Cached o Similar May 4, 2014 - Read this essay on Jamie Turner Case . Come browse ... Case 2: Jamie Turner at MLI, Inc ... How did Turner get himself into this predicament? 2. Jamie Turner_百度文库 wenku.baidu.com/view/4695dfcf5fbfc77da269b186.html o Cached o Similar Nov 30, 2012 - Problem Statement Jamie Turner joined the MLI Company as vice ... Analysis In the case, there are five major conflicts between Jamie and ... 3. [PDF]“Jamie Turner at MLI, Inc.” Discussion Questions - Timothy A ... www.timothy-judge.com/.../JamieTurnerDiscussionQuestions3.pdf o Cached o Similar How much of Jamie Turner's predicament would you attribute to mistakes he made? 3. ... How should Turner approach Cardullo at the end of the case? 5. 4. Jamie Turner at MLI, Inc. - Case - Harvard Business School www.hbs.edu/faculty/Pages/item...
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...19155. JAMIE TURNER AT MLI, INC. HARVARD BUSINESS BRIEF CASE 4254 SOLUTION. This paper provides a Berkeley Research analysis and case solution to a Harvard Business organizational behavior case study by John J. Gabarro and Colleen Kaftan on interpersonal, organizational and managerial difficulties at Modern Lighting Industries (MLI), a struggling regional distributor of industrial lighting systems and equipment in Chicago. The case focuses on conflicts between MBA graduate and newly recruited Vice President of Marketing Jamie Turner and MLI’s President, Pat Cardullo. The analysis includes problem identification, problem analysis, identification and assessment of alternatives, and recommendations. APA Style. 12 pages, 11 footnotes, 5 bibliographic sources. 3,340 words. About Berkeley Research Case Solutions: Berkeley Research has offered authoritative case solutions to Harvard Business School case studies since 1984. We also feature solutions to case studies from other leading graduate business schools including Stanford, Darden, Wharton and Ivey. Our case solutions feature in-depth analysis drawing on appropriate analytical tools including S.W.O.T., P.E.S.T. and Five Forces analyses, and include secondary references from scholarly journals and leading business periodicals. We do not offer student-written essays; all of our case solutions are professionally written by MBA and DBA –degreed writers with proven aptitude and long experience in writing insightful case solutions. Unlike...
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...CASE ANALYSIS OF JAMIE TURNER SUB: ORGANISATIONAL BEHAVIOUR GROUP NO. : 7 Overview of the case Jamie Turner is a management graduate hailing from Scranton, Pennsylvania who is working with Modern Lighting Industries Inc. He worked at Wolf River and Lambowland.com earlier and had found opportunities wanting there. Although both the companies were paying him well, he quit for different reasons. He thought he was stagnating in product management in Wolf River, so he went in search of a better opportunity. Although he found one in Lambowland.com, he learnt that the company had some serious cash flow binds and he had to leave that as well, and found himself in a job search in less than 18 months. Then he learnt about MLI and Cardullo, and after a few meetings with him, realised that this was what he was searching for. MLI, a struggling regional distributor of industrial lighting systems and equipment based in Chicago, has recently been acquired by a division of the much larger San Diego-based Specialty Support Services (Triple S). Cardullo, the president of MLI, is the chief proponent of the Triple S acquisition, and he has told Turner to revive MLI, implying that if Turner succeeds he will soon advance to company president. However some time into the company he realised that he had got more than he bargained for. He felt things were moving on too fast and he would not be able to handle them at this speed. He took on the sales management responsibility only after a few...
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...4254 FEBRUARY 9, 2011 JOHN J. GABARRO COLLEEN KAFTAN Jamie Turner at MLI, Inc. “Had I known how hard this job would be, I might have thought twice about leaving the one at Wolf River,” Jamie Turner reflected as he waited for his boss, Pat Cardullo, to arrive at the office on a blustery September morning. At 32, Turner was struggling in his third marketing management position since completing his MBA six years earlier. Only six months into his current assignment at Modern Lighting Industries, Inc. (MLI), he was starting to worry that his string of previous successes had hit a serious snag. Working for Cardullo had become as confusing, unpredictable, and frustrating as anything he’d ever experienced. When Cardullo, president of MLI, had interviewed Turner and invited him to join the company as vice president for marketing and sales, Turner had found the older man smart, friendly, even charismatic. Cardullo had offered him a free hand in reorganizing the marketing area, and had all but guaranteed that Turner would take over as president within two years. Before long, however, things began to go wrong: Cardullo started to seem distant and critical, and he intervened frequently in marketing decisions, sometimes undermining or even reversing Turner’s decisions. The turnaround Cardullo was attempting to engineer at MLI had stalled, sales were again declining, and things in general were rapidly deteriorating. Turner didn’t know whether to be happy or anxious—or both— when Alan...
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...perceptive marketing stunt’ and ‘what role does the media play in legitimizing gender discrepancies through framing and cultivation strategies? Coaxed by the issue of female objectification in the mass media, the following research was conducted both practically, and theoretically, to overtly annunciate the social and democratic problems associated with advertised female subordination. The relative research involves a semiotic analysis of two sources, coupled with a survey of 40 candidates of varying ages. Furthermore, theoretical mechanisms of media framing and cultivation have been deconstructed throughout this article to uncover the impact of magnified female subordination on the domestic expectations of children and young adults. Through the collection of data, it was able to be conclusively recognized the impact of objectification on social attitudes. Results had shown the many conceptions concerning the female purpose, these include; a woman’s role as a domestic and sexual slave to her male partner. Through the convergence of data, semiotic analysis and academic theory, it may be meticulously understood how female objectification in the mass media is a social complication in the construction of an egalitarian future. ‘Women’s bodies are predominantly valued for its use to others’ Fredrickson & Roberts 1997 During the past decade, society has witnessed the progression of information technology, and has been a part of a global communication network that surpasses domestic...
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...About the Instructor: (Please provide email ID):poornima.gupta@greatlakes.edu.in No. of contact hours : 20 (Twenty Hours) Session Duration : 90 Minutes. 1. Course Objective and Scope : 2. Required text Book : Robbins & Judge 13th Edition, Organizational Behaviour Additional Readings : will be given 3. EVALUATION COMPONENTS : |Components of Evaluation for the Course |Percentage Distribution for the Component | |Class Participation | | |Quizzes (please mention the number of |20 (three, best two will be taken) | |quizzes that you wish to do and scores for | | |each quiz) | | |Assignments |20 | |Project |20 | |Mid Term Examination | | |End Term Examination |40 | |Other | | |Total |100 | Please note that evaluation components will not undergo change during/after the course...
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...mix. Coca Cola is a global company, therefore, it is important the brand is relevant locally also. To do this is to treat each country differently, while keeping and communicating the same message and brand architecture (www.coca cola.com). Pepsi Cola’s plan for how the company advances and manages its brand, is similar to Coca Cola, in that Pepsi Cola is also global and maintaining relevance locally and globally in products that appeal to local tastes and needs, and also working with local supply chain and encouraging people to live balance and healthy lives (www.Pepsi Cola.com). Coca Cola and Pepsi Cola Company marketing strategy In reading the 60 marketer, Coke vs. Pepsi: Why Coke is a More Valuable Brand than Pepsi, the founder, Jamie Turner states that when you think about Coke you think of more grounded traditions, like America, red, white and blue and Cokes original song, “I’d like to teach the world to sing” and in thinking about Pepsi, one thinks about trends like, Michael Jackson and the new generation. In reading the article, Coke’s marketing strategy is aimed at adults and Pepsi’s marketing strategy is aimed towards kids, the “new...
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...University of Tennessee, Knoxville Trace: Tennessee Research and Creative Exchange Doctoral Dissertations Graduate School 12-2009 Peeking Out: A Textual Analysis of Heteronormative Images in Prime-Time Television D. Renee Smith University of Tennessee - Knoxville, drsmith@utk.edu Recommended Citation Smith, D. Renee, "Peeking Out: A Textual Analysis of Heteronormative Images in Prime-Time Television. " PhD diss., University of Tennessee, 2009. http://trace.tennessee.edu/utk_graddiss/10 This Dissertation is brought to you for free and open access by the Graduate School at Trace: Tennessee Research and Creative Exchange. It has been accepted for inclusion in Doctoral Dissertations by an authorized administrator of Trace: Tennessee Research and Creative Exchange. For more information, please contact trace@utk.edu. To the Graduate Council: I am submitting herewith a dissertation written by D. Renee Smith entitled "Peeking Out: A Textual Analysis of Heteronormative Images in Prime-Time Television." I have examined the final electronic copy of this dissertation for form and content and recommend that it be accepted in partial fulfillment of the requirements for the degree of Doctor of Philosophy, with a major in Communication and Information. Catherine A. Luther, Major Professor We have read this dissertation and recommend its acceptance: Michelle T. Violanti, Suzanne Kurth, Benjamin J. Bates Accepted for the Council: Carolyn R. Hodges Vice...
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...Cover Sheet Title The Effectiveness of Parental Involvement for Improving the Academic Performance of Elementary School Children Reviewers Chad Nye, PhD Jamie Schwartz, PhD Herb Turner, PhD Contact reviewer Chad Nye UCF Center for Autism & Related Disabilities 12001 Science Drive, Suite 145 Orlando, FL 32826 Phone : 407-737-2566 FAX : 407-737-2571 email : cnye@mail.ucf.edu 1 1.0 BACKGROUND The role of parents has long been thought to be centrally important to the academic achievement of their children. However, this role had neither been analyzed nor systematically studied using an experimental design until the 1960’s. The evaluation of the Head Start Program in the United States (Coleman, Campbell, Hobson, McPartland, Mod, Weinfeld, & York, 1966) fostered a national focus on outcomes related to parental involvement by suggesting a substantial relationship between parental involvement in their child’s education and their child’s success in academic domains. Subsequent studies have been presented which support the findings from Coleman, et al. (Duff & Adams, 1981; Henderson, 1987; 1988). Even so, other studies have reported either mixed or no significant differences between experimental and control groups when measuring the effect of parental involvement on student achievement (Griffith, 1996; Heller, & Fantuzzo, 1993; Henry, 1974; Keith, Reimers, Ferman, Pottenbaum, & Aubrey ,1986; Ryan, 1964; Searles, Lewis & Morrow, 1982). Some of the discrepancy across studies...
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...Hodgetts−Luthans−Doh: International Management, Sixth Edition Back Matter Endnotes © The McGraw−Hill Companies, 2005 Endnotes ■ Chapter 1 1. J. Whalen and B. Bahree. “How BP Learned to Trust Ally That Once Burned It,” Wall Street Journal, February 27, 2003, p. A4; “BP Won’t Abandon Driving Forces,” Wall Street Journal, November 27, 2003, p. A7. “Dell Set to Create More Than 100 Full-Time Jobs in Bray,” Irish Times, August 17, 2002, p. 15. Peter Landers, “Foreign Aid: Why Some Sony Gear Is Made in Japan,” Wall Street Journal, June 14, 2001, p. A1. Barnaby J. Feder, “IBM Beats Earnings Expectations Again,” New York Times, January 17, 2003, p. C4. Peter Landers, “Volkswagen and GM Racked Up Strong Sales in China in 2003,” Wall Street Journal, January 6, 2004, p. A3. Peralte C. Paul, “Daimler Bails Out of Deal,” Atlanta JournalConstitution, September 24, 2003, p. A1. Nicholas Itano, “GM Returns 10 Years After End of Apartheid,” New York Times, January 30, 2004, p. W1. Saritha Rai, “A Giant So Big It’s a Proxy for India’s Economy,” New York Times, June 6, 2004, p. W1. Ibid. WTO, “World Trade 2003, Prospects for 2004; Stronger Than Expected Growth Spurs Modest Trade Recovery,” WTO Press Release 373, April 5, 2004, p. 1. Ibid. Thomas Friedman, The Lexus and the Olive Tree: Understanding Globalization (New York: Farrar, Straus & Giroux, 1999). Jonathan P. Doh and Hildy Teegen, Globalization and NGOs: Transforming Business, Government, and Society (Westport, CT: Praeger,...
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...Marketing Management 14 PHILIP KOTLER Northwestern University KEVIN LANE KELLER Dartmouth College Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Executive Editor: Melissa Sabella Development Editor: Elisa Adams Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elizabeth Scarpa Director of Marketing: Patrice Lumuba Jones Senior Marketing Manager: Anne Fahlgren Senior Managing Editor: Judy Leale Production Project Manager: Ann Pulido Senior Operations Supervisor: Arnold Vila Creative Director: John Christiano Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Lead Media Project Manager: Lisa Rinaldi Editorial Media Project Manager: Denise Vaughn Full-Service Project Management: Sharon Anderson/BookMasters, Inc. Composition: Integra Printer/Binder: Courier/Kendallville Cover Printer: Lehigh-Phoenix Color/Hagerstown Text Font: 9.5/11.5, Minion Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Copyright © 2012, 2009, 2006, 2003, 2000 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All...
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...Brian Grazer’s Curiosity Conversations: A List Since the late 1970s, Brian Grazer has been meeting with people from diverse backgrounds to have open-ended conversations about their lives and work. Below, in alphabetical order, is a list of many of the people Brian has had curiosity conversations with. It is as comprehensive as memory and records permit; please forgive any omissions. Brian has spoken to so many people over thirty-five years and explored so many topics that it would be impossible to have included accounts of all of them. But each of the conversations provided the inspiration for the discussions of creativity and storytelling in this book, and in rian’s work. B 50 Cent: musician, actor, entrepreneur Joan Abrahamson: president of the research and education nonprofit Jefferson Institute, MacArthur Fellowship recipient Paul Neal “Red” Adair: oil-well firefighter, innovator in extinguishing oil-well blowouts in Kuwait 1 Roger Ailes: president of Fox News Channel Doug Aitken: multimedia artist Muhammad Ali: professional heavyweight boxer, three-time World Heavyweight Champion John Allman: neuroscientist, expert on human cognition Gloria Allred: civil rights attorney Brad Anderson: former CEO of Best Buy Chris Anderson: curator of TED conferences Philip Anschutz: entrepreneur, cofounder of Major League Soccer, investor in multiple professional sports teams David Ansen: former senior entertainment editor at Newsweek ...
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...1. Will you buy a house and lot today or pay in installment of simply rent? Use time value of money. Should I Buy a Home or Just Keep Renting? Kristin Wong Should I Buy a Home or Just Keep Renting? Dear Two Cents, I’m out of debt, and I’m now saving for a down payment on a home. It’s always been my dream to be a homeowner. But lately, I read a lot of arguments against it in favor of renting. How do I know if it’s a good idea for me? Should I buy or keep renting? Sincerely, Hopeful Homeowner Dear HH, For a long time, conventional wisdom seemed to be that you grow up and buy a home because that’s just what you do. But lately, people are realizing that it isn’t always the smartest financial move. Obviously, the housing crisis has a lot to do with that—it’s made people question the standard assumption that homeownership equals financial stability. Five Things I Wish I Had Known Before I Bought a House Homeownership isn’t a good or bad idea on its own. It has everything to do with your own situation. Sometimes, buying a home is the smart thing to do; other times, it really isn’t. Whether or not it’s smart for you will depend on a few different factors. Here’s what you should keep in mind. Don’t Think of a Home as Your Main Investment Should I Buy a Home or Just Keep Renting? The biggest argument for owning a home is that it’s an “investment.” But a lot of people overestimate the return on this investment. People tend to believe that homes are appreciating assets,...
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