...and filing of bankruptcy in 2009. The American automotive industry was poorly managed for years and was almost eliminated when the economy crashed in 2008. Without the help of the U.S. government, General Motors and Chrysler would not have been able to survive. How did GM, as the number one auto manufacturer and seller, go from being at the top to almost ceasing to exist? This kind of financial mess usually takes years of poor decisions and does not happen to a large company overnight. To come to my conclusion I analyzed four books written by people with inside knowledge of the company, as well as magazine articles and a couple of online websites. As a result of my research, I believe that the problems that GM faced stemmed from poor risk management. Rick Wagonner, former CEO, made several poor business decisions that did not take into account any future risks or market changes. A new management team and a fresh perspective were able to turn the company around and put them back at the top of the automotive industry. Risk Management within the General Motors Company General Motors has been in business since 1908 and currently employs 202,000 people in 157 countries world-wide. It is a well-known fact that GM took government bailout money and filed bankruptcy in 2009. How did one of the largest companies in the world fall to needing financial assistance and declaring bankruptcy? One of the largest issues within the company was the lack of risk management practiced by leadership...
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...Skill Analysis “Skill analysis is the systematic process of identifying and collecting information about the skills required of a person’s work in an organization”. [1] The approach to skill analysis still has to define and identify the same decision as those of job analysis. Questions still need to be answered such as, what is skill based pay, what skills employee’s will need to be certified in , who will be involved in the plan, and what effects there will be on direct supervision and how useful will the results be to the organizations? Once this plan is designed, the decision needs to be made how will it benefit the overall objective of the organizational strategy? Skill base pay is a base pay system that “rewards employees for the current job that they hold.” Pay increases are earned based on attaining additional skills. Skill base pay is a used as a motivation tool for employees because mastering skills will lead to more compensation and advancement opportunities. Some advantages of using skill base pay include: flexibility, smaller staffing, empowered employees, increased morale, and faster productivity. Employees have to demonstrate mastery of the required skills in order to move to the next level. This reward is based solely on the employee’s skills, and not the job itself. “Skill based pay plans enables cross-trained employees to more effectively control, and eliminate production or service delivery bottlenecks” [2]. Skill base plans allows...
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...aside the gay distraction and focus on his outstanding football skills. In writing this article, Waldner appeals the reader by using ethos, along with appealing to the reader’s emotional character. Sam quoted “You know, I’ve been in locker rooms with all kinds of slurs being said,” he said. “And I don’t think anyone means it. ... As time goes on, everyone will adapt. If someone wants to call me a name, I’ll have a conversation with that guy and hopefully it won’t lead to nothing else.” This makes the readers think emotionally as to their own conduct toward gays. He wants people to see that he is not affected negatively by the criticism by ignorant people. Waldner utilizes ethos by stating the ethical argument for Michael Sam. New York Giants Gm Jerry Reese said that Sam’s sexual preference would have no factor in their stock for him. He quoted “I’m not talking about that,” Reese said. “What people do in their personal life, I’m not concerned with that. He’s a good football player. You’ve got to be a pretty good football player to win that (SEC co-defensive player of the year). In our evaluation, he’s a good football player.” The reader now sees the right mindset in whether or...
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...Strategic Issue Facing GM: Avoiding Bankruptcy 5 The Economy Today 6 History of the recession 6 Economic Climate 7 Stimulus Package 7 Gross Domestic product 8 Inflation Rate 8 Unemployment Rate 8 The Auto Industry Today 9 GM’s Strategy 11 Threats Affecting GM 12 Threat of Rivalry 12 Threat of suppliers 14 Economic Threats 16 Threat of Substitutes 17 Threat of Buyers 18 Threat of Entry 20 Weakness of Internal Cost Structures 21 Government Intervention and the Restructuring of GM 22 GM’s Outlook/Recommendations 23 Works Cited 25 Executive Summary General Motors (GM) is one of the big three auto makers of the world (GM, Ford, and Chrysler) and has historically been the largest and most successful. They have built some of the most famous and classic vehicles on the road which have portrayed messages of both modesty and display of class for a market of consumers who range from working class to music superstar; as Alfred P. Sloan, CEO of the 1920s put it, GM makes “a car for every purse and purpose.” In recent years however, GM has taken an unexpected turn for the worse due to the changing economic climate that is affecting the world. Many economists argue that the US has been pushed into a recession that had started with the housing crisis of 2008. From this crisis stemmed a major banking crisis that has lead to financial institutions implementing tighter lending guidelines for business and personal consumers. This has greatly affected GM since the company,...
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...Common Principles and Practices Used to Successfully Manage the 21st Century Technology-Intensive Organization Sudheer Bhogadi CWID : 50154553 Assignment #1 TMGT 510 01E Management of Technology in Organizations Presented to: Dr. Jerry D. Parish, Professor of Technology Management Date October 11th, 2015 Department of Engineering & Technology Abstract Looking at the Features between the old and the new. New Technology vs. Old Technology. We have reshaped the innovation of the past's. Many components are performed at a touch of a bottom. The capacity of today's innovation has far exceeded yesterday's. According to Cary(2012) now-a-days organizations are "focusing on efficiency, cost reducing and growth" in the present world. Organizations over the territorial and volume range have embraced an arrangement of assembling ideas got from both mass and incline generation ideal models, and the late influx of union implies that territorial examinations can never again be made without considering the complexities affected by the different possession structure and plenty of worldwide joint efforts. In this part we audit these flow and propose a twofold helix model showing how the premise of rivalry has moved from expense administration amid the prime of Passage's unique large scale manufacturing, to mixed bag and decision taking after Sloan's portfolio system, to enhancement through administration in outline, innovation or assembling incredibleness, which denote the current...
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...How General Motors Poor Enterprise Risk Management & Managerial Decisions in the 21st Century has Effected Where They Stand Today Brittany M. Mendez North Greenville University Abstract This paper discusses the rise and fall of General Motors during the 21st century and documents many different managerial decisions that led to where the company is today. It also analyzes the enterprise risk management plan that General Motors was famous for. They were known for being a company that successfully implemented an ERM that was linked to its success after many failures. I will examine how an ERM was the framework to coming up with a plan of action to identify and mitigate risks, but ultimately it was up to supervisors to make the managerial decisions that now General Motors must face the consequences for. Keywords: General Motors, Enterprise Risk Management How General Motors Poor Enterprise Risk Management & Managerial Decisions in the 21st Century has Effected Where They Stand Today General Motors was once regarded as one of the best managed and most successful firms in the world, but between 1980 and 2009 its share of the U.S. market fell from 62.6% to 19.8%, and in 2009 the firm went bankrupt (Helper & Henderson, 2014). In this paper I will examine the decisions that General Motors made in regards to their Enterprise Risk Management Plan and how management decisions determined the fate of where General Motors is today. We all know General Motors has...
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...also maintain strategic focus while pursuing competitive advantage. The marketing mix, value chain, competitive advantage, and focus are universal in their applicability, irrespective of whether a company does business only in the home country or has a presence in many markets around the world. However, in a global industry, companies that fail to pursue global opportunities risk being pushed aside by stronger global competitors. A firm’s global marketing strategy (GMS) can enhance its worldwide performance. The GMS addresses several issues. First is nature of the marketing program in terms of the balance between a standardization (extension) approach to the marketing mix and a localization (adaptation) approach that is responsive to country or regional differences. Second is the concentration of marketing activities in a few countries or the dispersal of such activities across many countries. Companies that engage in global marketing can also engage in coordination of marketing activities. Finally, a firm’s GMS will address the issue of global market participation. The importance of global marketing today can be seen in the company...
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...Troy Marrow HIST 1540-OL1 November 30, 2014 Jackie Robinson Robinson, Jackie (January 31, 1919 – October 24, 1972) baseball player, civil rights activist was born in Cairo, Georgia the youngest of five children. His parents were Jerry and Mallie Robinson. Mallie Robinson worked several different jobs after her husband Jerry left the family in 1920. At Muir Tech, Robinson played several sports at the varsity level and lettered in four of them: football, basketball, track, and baseball. Robinson attended Pasadena Junior College (PJC), where he continued his athletic career by participating in basketball, football, baseball, and track. After graduating from PJC in spring 1939, Robinson transferred to UCLA, where he became the school's first athlete to win varsity letters in four sports: baseball, basketball, football, and track. Robinson was one of four black football players on the UCLA Bruins football team. Robinson was also the 1940 NCAA Track and Field Champion in the long jump. Ironically baseball was Robinson worst sport at UCLA he only hit .098. While at UCLA, he met his future wife, Rachel Isum. Robinson's eligibility ended at the end of 1941, UCLA asked Robinson to stay and even offered financial support to him. He didn’t have much money, but he turned down the offer respectively. An interesting fact is Robinson never graduated from UCLA. Robinson then became an assistant athletic director with the government's National Youth Administration (NYA) in Atascadero...
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...blocked by other American League owners, seemingly for reasons that were more personal than business related. After Veeck was forced to sell Sportsman Park to the Cardinals, he sold the Browns to a Baltimore-based group led by attorney Clarence Miles. With Veeck gone, the American League owners quickly approved the relocation of the team to Baltimore for the 1954 season. The Browns were renamed after their move to Baltimore. The Browns name was associated with losing, so the new team name would be changed to the Orioles. The name has a rich history in Baltimore having been used by the Baltimore baseball teams of the late 1890s. In 1901, the American League announced that the Baltimore Orioles would move their franchise to New York, becoming the New York Yankees. After the move, the Orioles competed in what is now called AAA level from 1903-1953. Babe Ruth pitched for the AAA Orioles before being sold to the Boston Red Sox. ("Baseball Page") On April 15, 1954, thousands of Baltimore fans packed the streets as the new Orioles paraded from downtown to their new park at Memorial Stadium. During the 90-minute ceremony, the Birds signed autographs and threw Styrofoam balls into the crowd. That day, more than 46,000 fans watched the Orioles beat the Chicago White Sox, 3-1. The...
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...Strategic and Financial Analysis ADVANCED CORPORATE FINANCE April 22, 2012 Authored by: Ana Romero, Roshan Picardo, Carlos Castro, Shikhar Agarwal 0 General Motors Co Strategic and Financial Analysis Executive Summary This report provides an evaluation of strategic and financial evolution of General Motors Company (GM) in the last ten years. Events like the global economic recession lead to a deep restructuring of the firm, filling for bankruptcy and a government bailout. The report provides an analysis of GM’s business model, products, the markets it is competing in, the global automotive and manufacturing industry and it also assess its attractiveness for incumbents and new entrants is also With a brief history of GM we evaluate its reaction to the global recession. We compare their business model before, during and after the recession, comprising the strategic and financial implications of their restructuring plan. We provide results from this restructuring, including improvements in GM’s financial ratios like ROA (from 0.05 in 2010 to 0.07 in 2011) and ROE (from 0.23 in 2010 to 0.25 in 2011). While the recession significantly affected GM, it also affected the rest of the automobile industry, including their American competitor Ford Motors. We compare the main differences between these two important companies and analyze the way they reacted to the recession. We also observe the approach that Ford has taken to recovery, in terms of governance, recession reactions...
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...FREEZING OUT BEN & JERRY: CORPORATE LAW AND THE SALE OF A SOCIAL ENTERPRISE ICON Antony Page* & Robert A. Katz**† INTRODUCTION The perfect duo. Ice cream and chunks. Business and social change. Ben and Jerry.1 Nobody wants to end up like Ben and Jerry’s, where soon after a multinational acquired it, key facets of its social mission were cut from the company.2 Ben & Jerry’s Homemade, Inc. was once the darling of proponents of social enterprise and social entrepreneurship.3 It was a for-profit corporation that seemingly did not put profits first. Rather, it pursued, in the parlance, a “double bottom” line, seeking to advance progressive social goals, while still yielding an acceptable financial return for investors. It advanced its social mission in many ways, such as by committing 7.5% of its profits to a charitable foundation; conducting in-store voter registration; and buying ingredients from suppliers who employed disadvantaged populations.4 Ben & Jerry’s founders, Ben Cohen and Jerry Greenfield, held out their double bottom line approach (they called it the “double-dip”) as a model for others who wished to “Lead With [their] Values and Make Money, Too.”5 * Professor of Law at Indiana University School of Law—Indianapolis. ** Professor of Law at Indiana University School of Law—Indianapolis and Professor of Philanthropic Studies at the Indiana University Center on Philanthropy. † Thanks to the organizers of the symposium “Corporate Creativity: The Vermont L3C & Other...
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...Analog Electronics with LabVIEW® By Kenneth L. Ashley ............................................... Publisher: Prentice Hall Pub Date: October 04, 2002 Print ISBN-10: 0-13-047065-1 Print ISBN-13: 978-0-13-047065-2 Pages: 432 Table of Contents | Examples Copyright National Improvements | Virtual Instrumentation Series Preface References Hardware and Software Requirements LabVIEW VI Libraries and Project and Problem Folders and Files Unit 1. Elementary Circuit Analysis for Analog Electronics Section 1.1. Resistor Voltage Divider and MOSFET DC Gate Voltage Section 1.2. Output Circuit and DC Drain Voltage Section 1.3. Frequency Response of the Amplifier Stage Section 1.4. Summary of Equations Section 1.5. Exercises and Projects Unit 2. Transistors and Voltage Amplification Section 2.1. BJT and MOSFET Schematic Symbols, Terminal Voltages, and Branch Currents Section 2.2. Fundamentals of Signal Amplification: The Linear Circuit Section 2.3. Basic NMOS Common-Source Amplifier Section 2.4. Transistor Output Resistance and Limiting Gain Section 2.5. Summary of Equations Section 2.6. Exercises and Projects Section 2.7. References to the Electronics Book Sequence Unit 3. Characterization of MOS Transistors for Circuit Simulation Section 3.1. Physical Description of the MOSFET Section 3.2. Output and Transfer Characteristics of the MOSFET Section 3.3. Body Effect and Threshold Voltage Section 3.4. Derivation of the Linear-Region Current – Voltage Relation ...
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...PART 1 Introduction CHAPTER 1 Introduction to Global Marketing Case 1-1 The Global Marketplace Is Also Local onsider the following proposition: We live in a global marketplace. McDonald’s restaurants, Sony digital TVs, LEGO toys, Swatch watches, Burberry trench coats, and Caterpillar earthmoving equipment are found practically everywhere on the planet. Global companies are fierce rivals in key markets. For example, American auto industry giants General Motors and Ford are locked in a competitive struggle with Toyota,Hyundai,and other global Asian rivals as well as European companies such as Volkswagen. U.S.based Intel, the world’s largest chip maker, competes with South Korea’s Samsung. In the global cell phone market, Nokia (Finland), Ericsson (Sweden), Motorola (United C States), and Samsung are key players. Appliances from Whirlpool and Electrolux compete for precious retail space with products manufactured and marketed by China’s Haier Group and LG of South Korea. Now consider a second proposition: We live in a world in which markets are local. In China, for example, Yum Brands’ new East Dawning fast-food chain competes with local restaurants such as New Asia Snack.1 France’s domestic film industry generates about 40 percent of local motion picture box office receipts; U.S.-made movies account for about 50 percent. In Turkey, local artists such as Sertab account for more than 80 percent of recorded Exhibit 1-1: England’s Burberry Group celebrated its...
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...|Consumer’s perception of food quality and its relation to the choice of food | |Master thesis | |Master of Science in Marketing | | | |DEPARTMENT OF MARKETING AND STATISTICS | |HANDELSHØJSKOLEN | |AARHUS UNIVERSITET | | | | | | | | ...
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...9-805-130 REV: JULY 8, 2009 LYNDA M. APPLEGATE ROBERT AUSTIN ELIZABETH COLLINS IBM's Decade of Transformation: Turnaround to Growth This is my last annual letter to you. By the time you read this, Sam Palmisano will be our new chief executive officer, the eighth in IBM’s history. He will be responsible for shaping our strategic direction as well as leading our operations. . . . I want to use this occasion to offer my perspective on what lies ahead for our industry. To many observers today, its future is unclear, following perhaps the worst year in its history. A lot of people chalk that up to the recession and the “dot-com bubble.” They seem to believe that when the economies of the world recover, life in the information technology industry will get back to normal. In my view, nothing could be further from the truth. Lou Gerstner, IBM Annual Report, 2001 In 1990, IBM was the second-most-profitable company in the world, with net income of $6 billion on revenues of $69 billion, and it was completing a transformation designed to position it for success in the next decade. For the world leader in an industry that expected to keep growing spectacularly, the future looked promising. But all was not well within IBM, and its senior executives realized it. “In 1990, we were feeling pretty good because things seemed to be getting better,” one executive remarked. “But we weren’t feeling great because we knew there were deep structural problems.” Those structural problems revealed...
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