...Conflict Scenario Just Right Tire Company Looking at the conflict from the manager’s perspective, the manager will schedule a meeting with Jan, Sally, and Mark to discuss why the Just Right Tire ad campaign has come to a standstill. At the being of the meeting the manager would ask each person one-by-one to address what they believe to be the problem in completed the project. After the team has given their feedback, the manager will offer feedback by identify the problems and offering solutions to the problem by reminding them of the company’s vision, goals and values; and that they have worked well together before on successful projects, hopefully this will give the team the necessary motivation for them to work together and show some excitement about the project (Nickels, McHugh, and McHugh, 2010) (Yukl 2010). After giving feedback to the identified problems, the various solutions would include; 1) for each team member to provide two ideas for the ad after which a few of the company managers will vote on the best option and 2) each for each team member to provide two ideas for the ad based on their expertise and let the customers of Just Right Tire vote of the best option. In order for customers to have a vote an email will be sent send out explaining the competition to customers who have provided their email address and post a vote box in the store explaining the competition for those customers who come into the store. In addition for the customers voting for the...
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...Running head: CONFLICT SCENARIO Conflict Scenario: Resolving the Conflict Test123 University of Phoenix MGT/521 – Management Test123 Conflict Scenario: Resolving the Conflict First, in research to Conflict Scenario Singleton (2011) discusses the nature of conflicts in his article Workplace conflict: A strategic leadership imperative. According to Singleton: Conflict is a natural consequence of daily interactions. Workplace conflicts may rise because of: (1) lack of open or adequate communication between employees; (2) power struggles between departments; (3) the incompatibility of personal goals, social values, or personality characteristics; (4) role behavior required by employees’ jobs that conflict with their personal values; (5) leadership styles. (p.149) Further research into the nature of conflict scenarios finds that Myers (2005) asserts that “conflicts can be relational, process oriented and task oriented” (p. 306). As a manager of the Just Right Tire Company, the best course of action should be to have a face-to-face conservation with Jan, Sally, and Marc. This will help management in understanding their conflicts. The positives and negatives of their positions should also be considered to make an informed decision. Management should then explain to Jan, Sally, and Marc how these situations will cause negative impact on the project and on the organization. They should be reminded about the success...
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...Conflict Scenario Marlo Evans, Jeannie Tillery, Michelle Walker MGT/521 February 12, 2012 Jerry Davis Conflict Scenario The purpose of this paper is to intervene as the manager and lead the Just Right Tire Company personnel in the right direction with their project. The following paragraphs will discuss how the team will come to an agreement regarding the project and the action plan they utilized to come to this agreement. Whether working on a project or in a business, each team needs a leader. A good leader provides a vision and gives a common direction for the team or business. In this conflict scenario, the Just Right Tire Company personnel do not have a common vision or direction. They are all working independently and only have objectives to a goal. The vision gives “a sense of purpose and set of values that unite workers in a common destiny” (Nickels, McHugh, & McHugh, 2010, p.181). In this situation, Learning Team C will intervene as the manager and assist the Just Right Tire Company personnel with a common vision or goal that can be met by all members of the team. As the managers, we would bring the three team members together for a meeting to inform them that they need a facilitator to help them with the project. We would then ask them to communicate their ideas and rationales. An action plan needs to be created and discussed with the team. This takes the established vision and transfers it to goals and objectives for achieving these common goals...
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...REVIEW · SEPTEMBER/OCTOBER 2001 www.scmr.com The conventional wisdom is that competition in the future will not be company vs. company but supply chain vs. supply chain. But the reality is that instances of head-to-head supply chain competition will be limited. The more likely scenario will find companies competing— and winning—based on the capabilities they can assemble across their supply networks. By James B. Rice, Jr. and Richard M. Hoppe A n increasingly vocal and popular sentiment holds that the nature of competition in the future will not be between companies but rather between supply chains. If this does, in fact, represent the future, how will these chains actually compete against each other? And what can practitioners do now in anticipation of this future? In contemplating the much-ballyhooed supply chain vs. supply chain (SC vs. SC) proposition, we first sought examples of this competition in action. Yet for as many examples of SC vs. SC competition that we found, there were at least as many places where the model didn’t fit. On the one hand, we saw vivid examples where one company or a series of companies had designed supply networks to act with singular focus against other unique companies or groups of companies—for example, Brax, Perdue Farms, and Tyson Foods. Yet more often, we found a different kind of competitive scenario playing out, as in the automotive, aerospace, and personal computer (PC) industries, where many original equipment manufacturers...
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...OF SMA L L B U S I N E S S BIG BOOK THE Y O U D O N ’ T H AV E T O R U N Y O U R B U S I N E S S B Y T H E S E AT O F Y O U R P A N T S TO M G E GAX with Phil Bolsta Previously published as By the Seat of Your Pants This book is dedicated to my father, Bill, an old soldier who battles every day to overcome a horrendous stroke. He was a model enlightened entrepreneur, a fact that took me years to appreciate. His compassion with his employees and dedication to service inspired me to be a better businessman and a better person. When I was growing up, he liked to say, “Son, the most important word in the English language is ‘empathy.’ ” When I told him I was starting a business, his first words were, “Always treat your employees right.” He learned that appreciation the hard way, losing his father at a young age and countless war buddies in the trenches. But his love for God, country, and his fellow citizens never wavered. This one’s for you, Dad. CONTENTS Foreword by Richard Schulze, Found er and Chair man, Best Buy ix Introduction: Living by the Seat of My Pants: A Jour ney from Clueless to Cashing In xi PART I Setting Up Shop: What Ever y Budding Entrepreneur Needs to Know 1 1. Make Up Your Mind: Uncommon Factors to Consider Before Quitting Your Day Job 2. Research the Market: Analyzing the Data to Determine Your Niche 3. Write the Business Plan: Building Your Blueprint for Success 4. Find Funding: Raising Capital Without Relinquishing...
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...suburbs of Ottawa, with plenty to eat and enough to entertain. Then one day, just as you’re getting back from work, as you’re pulling into your driveway, you find in utter horror, that your entire house is in ashes, smoke still drifting from the remaining pieces of wood. What despair and sadness! All that hard work would have gone down the drain since you would now have to start all over again in order to buy a new house. But then imagine not having to lose it all. Imagine having the option to call someone who can provide you with a large part of the money necessary to rebuild your house, as this was part of a financial agreement in case of such emergencies. What a relief! This is the essence of insurance. Insurance is a financial security that offers reimbursement for assessed risks that end up actually happening. In exchange for such coverage, the insured individual has to pay a regular premium. Though this reimbursement won’t bring back the individual’s burnt-down house or stolen car, it does offer options and choices with regards to dealing with the situation. It gives the individual peace of mind in knowing that should any danger arise, there will always be a way to overcome it. Without insurance, all loses sustained become unrecoverable, the owner loses it all, and has to replace it using more money from his or her own pocket. However, with insurance, this lose is less painful. The insurance company will pay for a large part of the loss. Though this concept of insurance...
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...trend of growth of population rate in Malaysia. Get trend of unemployment rate in Malaysia. Get trend of savings and consumption as well as investment and expenditure in percentage in GDP of Malaysia. BENEFITS OF PESTEL ANALYSIS IN MALAYSIA Political section on Malaysia provides get the information about the whole political system governors indicators and all key figures in the country. From economic section we get all outlines of the economics stories of the country and is provides balanced between assessments on core macro economical issues. In social section of Malaysia country it enables understanding of consumer demographics by the income distribution, rural market and urban market segmentation health care and education scenario in country. Technological section provides all strategies information...
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...Please work your way through the lecture guide that appears below. During the final week of the course, your knowledge of this material will help you to complete the challenging “Critical Thinking Assignment.” So, carefully work your way through this. Best of wishes! --Prof. Hartog Week #14: Critical Thinking Lecture Guide adapted from Moore/Parker by John Hartog 3 points will be awarded with the assumption that you have worked your way through this Lecture Guide in preparation for the Assignment. A statement is ambiguous when it is subject to more than one interpretation, and which interpretation is the correct one is not clear. Example: “How Therapy Can Help Torture Victims” [a headline in a newspaper]. There are three kinds of ambiguity: (1) semantic, example: “I am a huge Mustang fan.” (2) syntactic, example: “The two suspects fled the scene before the officer arrived in a white Ford.” (3) grouping, example: “College professors make millions of dollars a year.” A statement is vague when it lacks sufficient precision to convey the information appropriate for its use(s). Vagueness is a matter of degree. Examples: (1) Jim is not feeling well. (2) Jim has flu-like symptoms. (3) Jim has an upset stomach and a fever. (4) Jim is nauseated and has a fever of more than 103. In order to think critically, one must think clearly. Some definitions can enable clearer thinking. There are major three kinds of definitions: (1) definition by synonym...
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...Class D & E Driver’s Guide LOUISIANA OFFICE OF MOTOR VEHICLES DPSMV2052 (R042013) Message from the Commissioner “Welcome to driving in Louisiana.” I am pleased to present the Louisiana Driver’s Guide to our new and current drivers. This guide is designed to provide you with the rules of the road, knowledge to assist you in making better driving decisions, and valuable information on safety and sharing the road with others. It is incumbent upon you, the driver, to respect all traffic laws and other drivers as well. Driving is a vital part of life. It provides you with a means of attaining the necessities of daily living as well as providing you with the added convenience to move about at leisure. The driving experience, however, is a privilege and comes with great responsibilities. Please strive to become a safe and dependable driver to ensure that this privilege is not lost. Driving, the same as life, is a constant learning experience. The information contained in this guide, along with your experience and responsive actions while driving, will assist in protecting you, your family, and other drivers. This guide is not intended to be an official legal reference to the Louisiana traffic laws. It only highlights those laws, driving practices and procedures that you will use most often. It should be noted that the material in this guide is subject to change to comply with amended State and Federal legislations. Remember to buckle up. Safety belts save lives. Let’s work...
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...Class D & E Driver’s Guide DPSMV2052 (R062013) LOUISIANA OFFICE OF MOTOR VEHICLES Message from the Commissioner “Welcome to driving in Louisiana.” I am pleased to present the Louisiana Driver’s Guide to our new and current drivers. This guide is designed to provide you with the rules of the road, knowledge to assist you in making better driving decisions, and valuable information on safety and sharing the road with others. It is incumbent upon you, the driver, to respect all traffic laws and other drivers as well. Driving is a vital part of life. It provides you with a means of attaining the necessities of daily living as well as providing you with the added convenience to move about at leisure. The driving experience, however, is a privilege and comes with great responsibilities. Please strive to become a safe and dependable driver to ensure that this privilege is not lost. Driving, the same as life, is a constant learning experience. The information contained in this guide, along with your experience and responsive actions while driving, will assist in protecting you, your family, and other drivers. This guide is not intended to be an official legal reference to the Louisiana traffic laws. It only highlights those laws, driving practices and procedures that you will use most often. It should be noted that the material in this guide is subject to change to comply with amended State and Federal legislations. Remember to buckle up. Safety belts save lives. Let’s work...
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...Spots—They Grew The son of a wealthy brewery executive, Conrad Moffat Black was born August 25, 1944, in Montreal. After leaving home at age 18, he earned a history degree at Carleton University, a law degree at Laval, and an MA from McGill. An avid student of history, he has written several books (including an autobiography) about political figures such as Maurice Duplessis, Napoleon, and most recently, Franklin Roosevelt. Mr. Black purchased his first newspaper, the Sherbrooke Record, when he was 25 years old. Two years later, he added about 20 Canadian newspapers to his belt with the acquisition of the Sterling Company chain. Five years later, at age 33, he gained control of Argus Corporation (the parent company of Massey-Ferguson, a then prominent maker of farm machinery) and Domtar mining, and he acquired other interests including of course, more newspaper companies. The audacious, and some say ruthless, businessman followed a system of buying up titles in trouble, and then selling assets and downsizing until at one point he controlled more...
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...model of appreciative inquiry and explain how this approach differs from action research. 7. Explain how parallel learning structures assist the change process. 8. Discuss three ethical issues in organizational change. 444 Part Four Organizational Processes Umpqua Bank’s transformation from a sleepy community bank to a regional leader illustrates many of the strategies and practices necessary to successfully change organizations. It reveals how CEO Ray Davis created an urgency to change, minimized resistance to change, built the new model from a pilot project that was later diffused throughout the organization, and introduced systems and structures that reinforced employee behaviors consistent with the new banking model and company culture. Although Umpqua’s transformation sounds as though it was a smooth transition, most organizational change is messy, requiring considerable leadership effort and vigilance. As we will describe throughout this chapter, the challenge of change is not so much in deciding which way to go; the challenge is in the execution of this strategy. “We had to pull the train back into the station a few times to make sure everyone was on board,” says Umpqua Bank executive Lani Hayward. “We’re trying to do something that’s never been done before and that’s to be a community bank at any size.”2 This chapter begins by introducing Lewin’s model of change and its component parts. This...
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...STRATEGIES FOR COMPETING IN INTERNATIONAL MARKETS: A GLOBAL INDUSTRY PERSPECTIVE Why Companies Expand into Foreign Markets Companies opt to expand outside their domestic market for any of four major reasons: * To gain access to new customers, raw materials, capital, skills and expertise – expanding into foreign firms offers the potential for increased revenues, profits, and long term growth even more so when home markets are mature. * To achieve lower costs and enhance the firm’s competitiveness - Sales volume from one country isn’t enough to fully capture manufacturing economies of scale. * To capitalize on its core competencies - A company with a competitively valuable competency or capability might be able to leverage themselves and make this competency work in a foreign market, too. * To spread its business risk across a wider market base - Companies may move abroad to diversify their risk associated with being in a single economy (e.g. foreign exchange risk, political risk). If the economy in one area falls, the firm might be ok in different economic markets. In addition to why companies expand into foreign markets, there are four other situational considerations unique to international operations: * Country to Country Cost Variations – Differences in wage rates, workers productivity, inflations rates, energy costs, tax rates, government regulations, etc crate sizeable variations in manufacturing costs from country to country. Plants in some countries...
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...State University JOHN WILEY & SONS, INC. www.it-ebooks.info VICE PRESIDENT & PUBLISHER EXECUTIVE EDITOR ASSISTANT EDITOR PRODUCTION MANAGER PRODUCTION ASSISTANT EXECUTIVE MARKETING MANAGER ASSISTANT MARKETING MANAGER MARKETING ASSISTANT DESIGN DIRECTOR SENIOR DESIGNER SENIOR MEDIA EDITOR George Hoffman Lise Johnson Carissa Doshi Dorothy Sinclair Matt Winslow Amy Scholz Carly DeCandia Alana Filipovich Jeof Vita Arthur Medina Allison Morris This book was set in 10/12 New Caledonia by Aptara®, Inc. and printed and bound by Courier/Westford. The cover was printed by Courier/Westford. This book is printed on acid-free paper. Copyright © 2009, 2006, 2004, 2001, 1998, 1995, 1992, 1989, 1986, 1981, 1976 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions...
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...Constructing Vision with Scenario Planning Terry R. Schumacher Rose-Hulman Institute of Technology, Engineering Management Dept., Terre Haute, IN 47803 USA Abstract Strategic vision is often included as an important component of leadership. Yet there is relatively little guidance offered in the management literature on how to acquire vision. This paper describes practices that facilitate scenario planning so that it becomes a process for creating shared vision. Most of the work on scenarios addresses the mechanics of scenario construction. Those authors adopt a planning perspective and suggest scenario planning can benefit organizations by stimulating creative thinking about the future or improving forecasts. The Scenarios-to-Strategies (S2S) approach is presented, and scenario planning is considered from a communication perspective. Facilitation practices that enhance traditional scenario-building processes are presented which support the social processes of constructing shared vision. These operate on the layer of participants' cognitive processes, to integrate the different participants' views into a unified, shared framework that heightens understanding and commitment. Example scenario planning projects from two industries, electric utilities and software research, are summarized to demonstrate lessons learned that enhance the facilitation of scenarios as a group process. Introduction Scenarios are a commonly used management technique. There is wide variation in the details...
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