...1 I. My role: I was cast as Joe Tech, a graduate student working towards his MBA. He is a smart guy whom had secured an internship from Robust Routers (RR), which is one of the leading computer hardware companies in the world. Normally students from his school are not recruited by this company due to it their school not being top tier, however he knew someone who could vouch for his character and capabilities. He then went through a series of interviews and landed the internship with no problem. Towards the end of his time with the company, he was notified that he was a top contender for permanent employment once he graduated. He, received a job offer from RR as well as offers from two other companies within the technological field upon graduation. However he was most interested in RR because they lead the market in technology and sales as well as being named in the top 50 U.S. companies to work for in major business magazine survey (Lewicki, Barry, Saunders, p. 563). He is not completely happy with their job offer and would like to negotiate the terms and conditions of this. The job offer with RR has a suspense date of 1 March 2015. II. Expectations of the situation: I expected the negotiation to go very smoothly due to the establish relationship that Joe Tech had with the company. He had previously worked there for the past two summers with Mr. Leigh Bultema, a product manager for RR’s flagship product division. Mr. Leigh, is a smart, ambitious and talented...
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...ASSIGNMENT COVER SHEET This form must be filled in correctly and securely stapled to your assignment or it may not reach your lecturer Circle Program Enrolled | C4TP | Dip Arts | Dip Bus | Dip Tech IT | Dip Tech EE | Dip Health Sc | Assoc. Degree | COURSE NAME: Business Law LECTURER'S NAME: Mardi Szantyr ASSIGNMENT NO./TITLE: Assignment 2 DUE DATE: 1 MAY DATE RECEIVED STUDENT ID NUMBER | 110164786 | FAMILY NAME | He | GIVEN NAME | Shan | ------------------------------------------------- * If a group assignment a cover sheet must be completed by each member ------------------------------------------------- ------------------------------------------------- I declare the following to be my work as understood by the University’s Policy on Plagiarism, unless otherwise cited. ------------------------------------------------- I authorise SAIBT to test any work submitted by me, using text comparison software, for instances of plagiarism. I understand this will involve the University or its contractor copying my work and storing it on a database to be used in future to test work submitted by others. I understand that I can obtain further information on this matter at: http://www.unisanet.unisa.edu.au/learningconnection/student/studying/integrity.asp ------------------------------------------------- ------------------------------------------------- SIGNED: __________________________________ ...
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...Exercise 15: Job Offer Negotiation NEGOTIATION OUTCOME SHEET __X___ We were unable to reach a settlement. _____ We reached an agreement, detailed below. Salary: _____________________ Title: _____________________ Signing Bonus: _____________________ Relocation: _____________________ Stock Options: _____________________ Other Terms: _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ Signed, __________________________ __________________________________ Joe Tech, negotiator Leigh Bultema, negotiator Job/Salary Negotiation Issues ▪ Is salary negotiable? The salary conditions were a stumbling block for this particular exercise. With the knowledge of being the manager, I knew that I had other qualified individuals that could be offered the position. The scenario explained that RR already offered a high beginning salary for a new employee. I felt that someone fresh out of college did not warrant a higher salary. In general, I do believe that salary can usually be negotiated. For the majority of jobs (not retail, fast food, etc…), employers give a range of what the salary can be. For the federal government, salaries are usually locked in but you might be able to negotiate at what level you start. ▪ What other things are negotiable? ...
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...Chapter 1 Introduction to Management and Organizations True/False Questions A MANAGER’S DILEMMA 1. Today’s managers are just as likely to be women as they are men. (True; moderate; p. 4) 2. Management affects employee morale but not a company’s financial performance. (False; easy; p. 4) WHO ARE MANAGERS? 3. In order to be considered a manager, an individual must coordinate the work of others. (True; moderate; p. 5) 4. Supervisors and foremen may both be considered first-line managers. (True; moderate; p. 6) WHAT IS MANAGEMENT? 5. Effectiveness refers to the relationship between inputs and outputs. (False; moderate; p. 8) 6. Effectiveness is concerned with the means of getting things done, while efficiency is concerned with the attainment of organizational goals. (False; moderate; p. 8) 7. A goal of efficiency is to minimize resource costs. (True; moderate; p. 8) 8. Efficiency is often referred to as “doing things right.” (True; moderate; p. 8) 9. Managers who are effective at meeting organizational goals always act efficiently. (False; difficult; p. 8) WHAT DO MANAGERS DO? 10. The four contemporary functions of management are planning, organizing, leading, and controlling. (True; easy; p. 9) 11. Determining who reports to whom is part of the controlling function of management. (False; easy; p. 9) 12. Directing and motivating are part of the controlling function of management. (False; moderate; p. 9) 13. Fayol’s...
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...UNIT 1. NEGOTIATIONS We met with representatives from the other company for over 4 hours yesterday. Jerry didn't waste any time. He took the bull by the horns and gave them our list of concerns right away. Then he asked for a list of their concerns and put both lists on the white board, so he could be sure we were all on the same page. He told the group that we were going to have to think out of the box and suggest creative solutions. We talked for over an hour. Jerry likes to shoot from the hip, which makes some people uncomfortable because he's very direct. Because we have such different corporate cultures, I didn’t think the two groups would ever see eye to eye on the goals. However, during the second hour, Jerry said he was willing to bend over backwards and work very hard to address their concerns. I think that impressed them. He talked about the advantages of the deal, and then he really laid it on the line and left the next move up to them. At one point, I thought the other company might back out and leave the table, but Jerry kept the discussion going. There was a lot of give and take; they finally met us halfway, and we cut the deal over dinner that night. I was surprised that our relationship as competitors didn’t get in the way. Jerry was able to convince them to look at those old conflicts as water under the bridge. He got them to focus on the future, and the result was clearly a win-win situation for both companies. 1. Take the bull by the horns: directly confront...
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...1 CASE ANALYSIS: MABE: LEARNING TO BE A MULTINATIONAL STRATEGIC MANAGEMENT 04-75-498-02 Dr. Gerry Kerr July 7, 2016 Shawn Phaneouf 103801474 Kevin Victor 103798446 John Yahaya-Joe 103830915 Boyu Lu 103677756 Lichen Liang 103483267 2 Introduction Within just 60 years, Mabe had conquered the Latin American electrical appliance market and was continuing to press on towards global success. Through leveraging their foundational strategic partnership with General Electric (48% ownership) and developing others in new markets, Mabe was able to quickly spread it’s influence in international markets however, it now faced the challenge of pushing beyond Latin and North American markets. Boasting a sizeable and highly profitable appliance industry, Russia represents an attractive opportunity for Mabe however, with opportunities come a number of potential issues. This paper will address the core issue of whether Mabe should remain in the Russian market. The symptomatic issues that arise from this concern the suitability of Mabe’s joint venture partner Fagor, it’s future pricing strategy, whether to start producing locally and if other geographic markets should be entered. Various strategic and financial tools will be utilized to capture the relationship between the aforementioned issues and Mabe’s positioning as a whole, allowing the presentation of recommendations and thorough implementation plans. PESTEL Analysis Many factors define and impact the environment of an organization, which...
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...Study Guide for Henry’s Daughters (Without Graphics) Produced and distributed by the National Institute for Engineering Ethics Murdough Center for Engineering Professionalism Edward Whitacre College of Engineering Texas Tech University, Lubbock, Texas [pic] Copyright © 2010 Henry’s Daughters is designed to raise awareness of the ethical aspects of engineering work, advance knowledge and understanding of professional standards and public obligations and expectations, improve skills in moral reasoning, and strengthen personal dedication to exemplary conduct. Henry’s Daughters is dedicated to the memory of E. D. “Dave” Dorchester, P.E. Past President, National Institute for Engineering Ethics; Past President, Texas Society of Professional Engineers Past Chair, Texas Board of Professional Engineers; Distinguished Life Member, NIEE Executive Board Dave was highly influential in promoting NIEE and Murdough Center ethics programs. In 1989, he established the Professional Development Program of the Texas Board of Professional Engineers. As NIEE President, Dave worked with Dean Bill Marcy to bring NIEE to Texas Tech University. and E. Walter LeFevre, Ph.D., P.E. Past President, National Society of Professional Engineers; Fellow, National Society of Professional Engineers Past Director, Vice President and Fellow, ASCE; Past President, Arkansas Professional Engineers Board; Distinguished Life Member, NIEE Executive Board Walt was the longest standing...
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...The Power of COMMUNICATION Talk: Who Gets Heard and Why The Power of Talk: Who Gets Heard and Why by Deborah Tannen FROM THE SEPTEMBER–OCTOBER 1995 ISSUE T he head of a large division of a multinational corporation was running a meeting devoted to performance assessment. Each senior manager stood up, reviewed the individuals in his group, and evaluated them for promotion. Although there were women in every group, not one of them made the cut. One after another, each manager declared, in effect, that every woman in his group didn’t have the self-confidence needed to be promoted. The division head began to doubt his ears. How could it be that all the talented women in the division suffered from a lack of self-confidence? In all likelihood, they didn’t. Consider the many women who have left large corporations to start their own businesses, obviously exhibiting enough confidence to succeed on their own. Judgments about confidence can be inferred only from the way people present themselves, and much of that presentation is in the form of talk. The CEO of a major corporation told me that he often has to make decisions in five minutes about matters on which others may have worked five months. He said he uses this rule: If the person making the proposal seems confident, the CEO approves it. If not, he says no. This might seem like a reasonable approach. But my field of research, socio-linguistics, suggests otherwise. The CEO obviously thinks he knows what a confident person sounds...
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...Introduction: U.S steel companies faced several challenges which forced them to change their strategies or adapt new strategies. Some of the challenges are described below: Overcapacity: The steel industry of U.S had far more production capacity than was needed to meet market demand. There are many manufacturers compared to small customers, which incur over capacity of the steel industry in 1986, when industry capacity was at 130 million tons, the outlook was for a continued decline in per capita consumption and movement towards capacity in the range of 90 to 100 million tons, so excess capacity was there. There are too many marginal competitors and too much production capacity in U.S steel industry. So it was a big issue for the firm to sustain in the market. So the U.S government had recently given $1 billion of subsidies to 9 mills, allowing them to remain in operation. Consumer demand decline: A slowing economy, particularly in auto sales led the decline of customer demand. Evidence says that decline in motor vehicle production and consumer durable goods hit the producers of flat rolled sheet steel hard. In late 1997 and in 1998, declining demand for steel promoted Nucor and other U.S companies to reduce prices to better compete against an unprecedented surge of imported steel. Economic recession and terrorist attack: The economic recession that hit Asia and Europe in the late 1990s, reached the united states in 2000 and 2001 and then orders for steel eroded further...
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...Group 7 Presents : | Tayto in Japan | Executive Summary For the analysis of bringing Tayto into Japan we used three different tools to analyze and conclude on three different levels. The PEST analysis analysed the country from more of a macro level. From this analysis we learned that the political system is similar to Irelands, but has experienced some recent turmoil. The economic situation is still very strong, but has been in a slow and pretty steady decline caused by the Asian financial crisis and the recession. We learned they are a typical high context culture with strict rules, and long decision times. As well they are a technologically advanced culture with good infrastructure. To look at the relation of our product in the market we used the diamond analysis. This showed that Japan has a great work force, and good access to relating and supporting industries. There is also an established demand for potato chips, but seems to be a gap in the market that Tayto could exploit. The SWOT took a much closer look at Tayto and determined that even though it has a strong presence in Ireland and the UK it is still not a huge global player. It also pointed out some cost cutting opportunities, via FDI and further emphasised the large population as an opportunity for Tayto it also made clear that competition in the snack industry is everywhere, and the costs of setting up a business via FDI could be very high. Finally we drew the conclusion that given all the positive and...
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...ENHANCING STUDENT EMPLOYABILITY: Higher Education and Workforce Development Ninth Quality in Higher Education International Seminar in collaboration with ESECT and The Independent. Birmingham 27th-28th January 2005 The Competencies for Next Generation Employability Eamonn McQuade, Deirdre Hogan, John O’Donoghue, Theresa Maguire, Eamonn Murphy. Programme for the University Industry Interface, University of Limerick Conference Theme 3: Working with employers Abstract It is generally accepted that employees will need to broaden their knowledge, skills and competencies through a lifetime of learning if they are to remain employable, and if enterprises are to maintain their competitiveness in a knowledge-based global economy. However, identifying and developing skills and competencies for next generation employability in Ireland is a challenging task. The Programme for University Industry Interface (PUII) is an action research project, established in 2003, to determine the skills and competencies required by Irish Industry and to develop learning models that will facilitate their delivery. This paper presents the outcomes of an action research methodology based on a Community of Practice model (COP), which addressed the issues surrounding competencies for next generation employability. It proposes a competency framework which integrates the four key categories of skills: Business, Technical, Interpersonal, Intrapersonal, and presents a set of recommendations...
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...Bright Tech Consultancy Limited Case Study Report Figgie International Date: 11 August 2012 Prepared by: Student Name: Cheng Piu Keung Student No.: 3173465 Subject: GSBS6120 Managing Organisational Change DBA – HKMA - Hong Kong - 2012 Executive Summary This report summarizes the background information of Figgie International and identify the major problems in relation to the change initiative happened in Figgie International, explaining where and how the change initiative can be improved. The major problems are as following: • Poor Planning, Organizing and Project Management Skills • Objective - Unclear and Unrealistic • Mistrust and Inexperience of the Consultants • Conflicts between Consultants and Internal Staff • Power Balance Upset and No Authority Delegation to Employee • Resistance to Change • Poor Communication Channels • Insufficient Control and Evaluation • Poor Leadership • Poor Recruitment • Cost Reduction Strategy Limit Business Development in Long Term • Pleasing Culture The recommendations to address the major problems and concerns are as following: • Building Up the Proper Steps (Six Steps to Effective Change) for Change Management • SMART Objective • Identify Qualified Consultant • Reduce Conflicts and Political Behaviour • Reduce Change Resistance • Building up Two Ways Communication • Control and Evaluation • Leadership and Form a Powerful Coalition • Motivation ...
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...9-704-491 REV: SEPTEMBER 2, 2005 CYNTHIA A. MONTGOMERY Newell Rubbermaid: Strategy in Transition Joe Galli, 43, was recruited to be the CEO of Newell Rubbermaid in January 2001, two years after the two companies were combined. His mission was to forge a turnaround after a string of disappointing earnings. As he moved ahead, Galli took a personal, hands-on approach. Always in motion, whether walking the aisles of retail stores, meeting with customers, or training his new cadre of managers, Galli’s energy seemed boundless. He strove to embody the attitudes and behavior he felt were vital to achieving his far-reaching agenda for the company. It was an agenda Wall Street seemed to like. In December, 2000, the month before Galli took over, Newell’s stock price dipped to $19.50; it closed at $35.99 in August of the following year.1 While still below the company’s historic high of $54.44 four years earlier, the momentum was forward.2 By the spring of 2003 Merrill Lynch, Prudential Financial, Fahnestock & Co., Inc. and Banc of America Securities maintained ‘buy’ ratings on the stock while Raymond James & Associates reiterated a ‘strong buy’. What did the future hold for the 100 year-old company? Newell’s Former Strategy Newel defines its basic business as that of manufacturing and distributing volume merchandise lines to the volume merchandisers. — Newell Company Strategy, 1967 In 1966, Daniel Ferguson became CEO of Newell Company, a privately held curtain rod manufacturer...
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...Running Head: PUBLIX CMT Contemporary Management Technique for Publix Target Costing Rationale Publix Super Markets, Inc. is a primarily Florida established grocery store chain which employees over 120,000. Currently, Publix serves over one million customers each day and is also one of the largest employee-owned businesses in the world. Moreover, the company is one of Florida’s leading supermarkets and has tailored to most cultural trends in the grocery industry-organic foods; health foods, natural foods, prepared meals, ethnic ingredients, etc. Publix grocery has benefited from great success in the industry and has expanded out of primary market, Florida. However, with the arrival of globalization impacting margins in almost every industry, the food retailing/supermarket industry has now joined the trend. International and domestic food retailers around the globe have started to internationalize at a brisk rate and open operations around the globe (Mujtaba & Franklin, 2007). The right product pricing is one of the most important matters concerning the growth of companies’ financial performance. Prices should be low enough to draw in customers; however, simultaneously high enough to cover all costs and anticipated profits. Research in the supermarket industry indicates that nine percent of customers leave and shop elsewhere because they think prices are too high. The supermarket business is becoming more and more concentrated as large regional chains such as...
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...HEWLETT-PACKARD GRIFFIN CONSULTING GROUP Jason Blauvelt Paul Ciasullo Owen Hawkins Sunday, April 15, 2012 CONTENTS Executive Summary ..................................................................................................................... 4 History ........................................................................................................................................... 5 Bill Hewlett and Dave Packard .............................................................................................. 5 Expansion .................................................................................................................................. 6 The Age of Computers ............................................................................................................ 7 Acquisitions, Innovation, and New Markets ....................................................................... 7 Struggles in Recent Years ........................................................................................................ 8 Financial Analysis ........................................................................................................................ 9 Overview ................................................................................................................................... 9 Chart 1: Stock Performance Over 5 Years............................................................................. 9 Chart 2: Basic Financial Information...
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