...LEADERSHIP AND EMPLOYEE TURNOVER IN HOTEL INDUSTRY Submitted By: Mahesh A dissertation submitted in partial fulfillment of the requirements for the degree of B.A (Hons) Date Abstract With the highest employee turnover rate, the hospitality industry need to encourage employees to voice their opinions, ideas, and any of their other concerns for improving performance and reducing employee turnover. The purpose of this study is to investigate the impact of different types of organizational culture and different leadership styles on employee voice in the hospitality industry. Hospitality human resource practitioners could modify their organizational culture and leadership style according to the results of the study, in order to encourage their employee voice. The results of this study could also contribute to the literature about factors that influence employee voice. ACKNOWLEGDEMENT I would like to thanks to my module tutor who helped me a lot to complete this assignment. Table of content Page Number Chapter 1 1.1 Background: 1.2 Aims and Objectives / Research Questions / Hypothesis 1.2.1 Aims & Objectives 1.2.2 Research Question ...
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...Celeritas, Inc.: Leadership Challenges in a Fast-Growth Industry Context: Celeritas was a leading firm in the enterprise network optimization industry, in an industry where it was becoming highly competitive. Celeritas have lost their market share and they’re steady growth has slowed. SVP’s have stopped communicating and sharing information amongst each other and blame each other for missing deadlines. Boyer is not seen as an effective leader since he doesn’t not involve nor hear any SVP’s opinions on decision-making matters. So did VP’s loose trust in Boyer’s leadership skills. Key People: Philip Boyer is the President & CEO who does majority of the end decision-makings himself. He believes in the philosophy where he only takes information from his SVPs and not their opinion on final matters. He has the most influence in the company because not only he makes the final decision mostly on his own but also chooses which information and data to share with the board of directors (VPs) and what not to share. He has the position of the leader in the firm for the managers. However, many argue including the VPs that he lacks traits and character of an effective leader due to mainly his “I” approach in the firm rather than “We as a team”. Dave Lloyd is the SVP of sales & marketing department. He took most of the heat for firms slowed growth from all sides. At the executive offsite meeting, A lot of SVP’s revealed their frustration on Lloyd with lack of cooperation...
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...target country II. Overview of the problem a. Large population are suffering from the pollution b. Industrial growth based on coal uses; serious air pollution in most cities in China III. Economic effects c. Reduction of the labor force: high death rate to workers due to the pollution, especially air pollution; high risk for children to grow up in such environment. d. Fewer foreign investments: Foreign companies’ policy or culture require good environment for their employee; high rate of employee turnover because of pollution IV. Possible solutions e. Solution 1: Increased oversight on industrial operations f. Solution 2: Restrictions on development of new industries g. Solution 3: Use of change leadership to overhaul current policies tax subsidy/ mandates /cap and trade invest in new technology V. Conclusion/Recommendation The Chinese government needs to create new laws, borrow a leaf from The Sarbanes-Oxley Act. Introduction In an economically competitive world, most countries around the globe constantly compete to attain the top position in the international market in order to reap the benefits that come with such progress. For this reason, most countries insist on industrialization with some showing more zeal as compared to others through political policies. Although industrialization has been a big part of global economic growth since the end of the Second World War, it has also played a significant...
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...(a) Identify the industry, product segments and value chain. Industry: leading manufacturer/supplier and marketer in the frozen food industry in Australia. Product segment: - frozen savoury (meat pies, sausage rolls, cheese & spinach rolls, pastries and quiches), dessert and fruit products; - frozen desserts (fruit pies, waffles, crumbles, crepes) - frozen fruit (whole fruits, processed fruit products) Core activities include: manufacture of frozen foods, marketing of frozen goods. [please expand] Value chain: Manufacturer/supplier. Does not sell direct to consumers. Sells direct to retailers (supermarkets, cafes, sporting venues). (b) What is the current life cycle position of the industry? The frozen food supply manufacturing industry is at the mature stage of its life cycle. This is evidenced by: - The fact that the industry is dominated nationally by few (if any) large integrated entities. PFL has expand through acquisition and new product development; - Organisational focus on efficiency and cost control. PFL has been seeking packaging innovation as demonstrated by the relocation of frozen fruit packaging operations from Silverwater NSW to Bairnsdale VIC. Furthermore, PFL has been seeking manufacturing efficiencies, with conversion costs improving as economies of scales are increasing from the investment in production capacity during the year; - Customers becoming more knowledgeable, and not all products survive, therefore PFL demonstrated development...
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...1 Identify the industry, product segments and value chain. Industry: PFL is a leading manufacturer in Australia's branded frozen food industry. Intention of expansion overseas: less than 1% export sales. Move to US market with Four'N Twenty products. Developed halal products in its Four'N Twenty range with intention of growing sales in Asia. product segments: Frozen savoury, Dessert, Fruit products customer segments: retailers (supermarkets), foodservice outlets (sporting venues or cafes), Petrol and Convenience Channel (Reliance BP sites) oversease markets: US market, Asia market Value chain: PFL doesn't sell directly to consumers. 2 What is the current life cycle position of the industry? (industry life cycle, and demonstrate why?) Maturity stage : The case mentioned that PFL has already achieved leadership in serveral markets. Besides, serveral other markets are very competitive. In addition, PFL is continuing to pursue conversion cost reduction, which is another character of maturity stage. So we conclude that this industry is in maturity stage. What are the key issues that will affect historical/future industry growth? What is their likely impact and the overall assessment of the industry’s future growth? (TEMPLES) Technology + The technology development, especially information systems and manufacuturing systems, will improve the efficiency and effectiveness of this industry by enabling economies of scale and scope. So the smaller compititors who doesn't have...
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...Indian Industry CII 13th Manufacturing Summit 2014 Make In India: Turning Vision Into Reality The Boston Consulting Group (BCG) is a global management consulting firm and the world’s leading advisor on business strategy. We partner with clients from the private, public, and not-forprofit sectors in all regions to identify their highest-value opportunities, address their most critical challenges, and transform their enterprises. Our customized approach combines deep in ight into s the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable compettive advantage, build more i capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 81 offices in 45 countries. For more information, please visit bcg.com. The Confederation of Indian Industry (CII) works to create and sustain an environment conducive to the development of India, partnering industry, Government, and civil society, through advisory and consultative processes. CII is a non-government, not-for-profit, industry-led and industry-managed organization, playing a proactive role in India‘s development process. Founded in 1895, India‘s premier business association has over 7200 members, from the private as well as public sectors, including SMEs and MNCs, and an indirect membership of over 100,000 enterprises from around 242 national and regional sectoral industry bodies...
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...AIRBUS CASE ANALYSIS The possibility of an investor surviving a competition depends on the ability to overcome internal and external threats, while at the same time developing a strategy that creates aspects of differentiation, driven by economic logic. The airline industry has been a competitive industry, especially over the last half century. The two main competitors: - the Airbus and Boeing have exhibited a long-term rivalry for the market share. While the two have had a different staging of their businesses, the businesses have faced great challenges, both from within and external threats. Boeing had been the market leader until the later years of the century, when airbus, driven by the zeal and zest of becoming the market leader, experienced an accelerated growth and expansion to dominate the industry. Airbus manufacturing was a response to the increasing U.S dominance in the aircraft production industry. The initiative was launched in 1960s by three European nations, mainly Britain, France and West Germany in order to counter the increasing influence of the United States manufactures in the air transport industry. The investment was a joint product of the three nations in terms of financial input and human resources. Soon after the launch, British pulled off due to self-interests, but joined later by injecting a 20% stake in the manufacturing process. The plant was first based in Paris, France and governed under French law, which did not allow making public the financial...
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...their organization is able to continue with its growth strategy. . The alternative that is mentioned below for M-TRONICS will allow them to solve the issues that are being restricted in the organization's growth strategy. After analyzing the main issues and the internal and external factors, the best alternative for M-TRONICS is to realign the organization so they can think closely about on one strategy and one focus. This case analysis will recognize the issues that are being faced by M-TRONICS, an analysis of the external and internal factors, and to provide the most feasible solution for the organization. Key Issues M-TRONICS must evaluate the different options they have that would allow their company to grow within their competitive industries. The key issues and questions that needs to be addressed in this case analysis are: 1. Should the Entrepreneurial Subsidiaries be a key part of M-TRONICS' growth strategy? The Entrepreneurial Subsidiaries at M-TRONICS is causing a money drain as large amount of the company's budget is going towards the subsidiaries instead of their two major divisions (Electronics and Machinery Division). 2. Should changes be made within the organizational structure and strategy? The structure and strategy at M-TRONICS are different in each division. As each division has operated in different manner, it has resulted in conflict of culture, structure, and...
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...formed as a company dealing with the manufacturing of industrial machinery. Funded with a capital startup amount of $13,500 the company saw a decade filled with prosperity and ample growth resulting in revenue generation of approximately $119 million in 2009. Along the way, Keda managed to be listed on the Shanghai Stock Exchange in 2002, being recognized as one of the top 500 machinery manufacturing companies in China, and surpassed its competitors to become the second largest building machinery manufacturers by the early 2000s. To be in the right place is an extremely essential point in terms of individual growth and business growth, and in a fast paced and rapidly growing industry, timing is everything. Keda reaped benefits due to the fact that it was started at a time when the machinery manufacturing industry was on its upward trend, and therefore, in a mere period of a decade, the company diversified into a multifaceted organization dealing in various aspects of manufacturing. By 2010, the company had employee strength of over 2,000 people and had broadened its approach to providing machinery for ceramics, stone processing, building materials processing, and energy resource management. Although Keda had widened its horizons, the company focused its energy mainly on research and development, in order to be pioneers in the field...
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...Strategic Resource Management in Global Environments General Electric, or GE, is one of the most innovative companies in the world and leading U.S. manufacturing company that primarily specializes in the Engineering Industry. GE can trace their lineage back to when they were founded in 1892 with Thomas Edison as one of their four founders. In 1896, General Electric was one of the original 12 companies listed on the then newly formed Dow Jones Industrial Average and is the only company out of the 12 to still be listed on the Dow index. GE serves the entire world with operations in more than 140 countries across the globe with over 305,000 employees globally. With products from appliances to oil, GE remains one of the top engineering manufacturing companies in the world. In fact, when looking at the manufacturing industry as a whole, GE operates in three out of five categories as shown in the illustration. This can be contributing directly to their strategic resource management and strength in their intangible assets of their organization. This paper will address GE’s intangible assets and their impacts to their alignment in strategy in four countries of operation to include the U.S., Mexico, France, and Turkey (Fact, 2013; McKinsey, 2012). Human Capital Many organizations are now reliant on human capital to ensure their continued success and commitment to achieving the organization’s missions and objectives. For GE, the diversity is what helps drive innovation and success...
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...The present environmental condition of Bangladesh is not equally balanced at all. Severe air, water and sound pollution are threatening human health, environment and economic growth of Bangladesh. The most environmental problem is water pollution. The water pollution caused due to industrialization. The underground water of Bangladesh has been polluted due to arsenic. Water pollution creates serious health hazard for Bangladesh. The most dangerous threat emanating from environmental degradation is the arsenic contamination of ground water. The main industrial areas of Bangladesh are at Dhaka, Chittagong, Khulna, and Bogra districts. The mostly contributing industries for water pollution are pulp and paper, pharmaceuticals, metal processing, food industry, fertilizer, pesticides, dyeing and painting, textile, tannery etc. Everyday approximately 700 tanneries of Dhaka city are discharging about 16,000 cubic meters of toxic wastes. The Department of Environment (DOE) has listed 1,176 factories that cause pollution throughout the country. Water pollution percentage of most five industrial sectors of Bangladesh in the year 2001 is shown below: **Water Pollution Percentage of most Five Industrial Sectors of Bangladesh in the Year 2001 Source: Research Work by Islam Faisal on “Industrial Pollution in Bangladesh” in the year 2002. The indiscriminate discharge of solid waste, domestic and hospital sewage are the major source of water pollution in Bangladesh. About 4,000 to 4,500...
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...Trinity Industries Trinity Industries Inc., today is a diversified industrial company providing various products and services to a multitude of different business sectors. The company as we know it today, began in 1933 when C.J. Bender founded Trinity Steel. Trinity Steel was a manufacturer of butane tanks. In 1958 Trinity Steel merged with Dallas Tank Company to form Trinity Industries. The first President and CEO of Trinity Industries was Ray Wallace, who worked for Trinity Steel at the time of the merge. From inception Trinity Industries has been driven to be at the top of the markets it operates in, and today this remains the goal. Trinity Industries Inc. Trinity Industries Inc. Trinity Industries is “divided” into five different business segments, the Rail Group, Railcar Leasing and Management Services Group, Construction Products Group, Energy Equipment Group and the Inland Barge Group. Each segment specializes in providing different products and services. Within each business segment Trinity owns and operates numerous businesses. Inland Barge Manufactures inland barges and fiberglass barge covers Inland Barge Manufactures inland barges and fiberglass barge covers Energy Equipment Manufactures multiple products including wind towers and utility steel structures Energy Equipment Manufactures multiple products including wind towers and utility steel structures Construction Products Manufactures highway products and other steel products Construction Products ...
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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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...Technologies through the ages have helped to organize economy and also to bracket the industrial sectors based on the value transformations they provide. This change of value through different industry sectors is described as the industrial value chain as shown in Figure 1 below (Betz, 2011). The industrial value chain begins with the resource acquisition industry sector like silica extraction for computer chips. The end users for this silica are the silica refiners which is the next industry sector. After refining the silica, the silicon is used by computer part manufacturers to turn it into chips and computer parts which is the third industry sector. Next sector is the computer manufacturers like Apple and Dell. After this the value chain has service companies for the computers as well as the retail network to sell the computers as the next industry sector. Betz in this case study reviews Samsung Electronics, an electronics company which created laptop components but moved through the value chain to become a leading laptop manufacturer (Betz, 2011). Figure 1: Industrial value chain (Betz, 2011) Betz describes the evolution of laptop computers from without disk drive earlier model to the heavy IBM and Toshiba models in 1986. Toshiba redesigned the laptop to lighter version and became successful by 1990. With the advance of laptop adoption, operating system company Microsoft and chip manufacturer Intel grew alongside. Samsung became a major global parts supplier for laptops...
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...Competitive Advantage of Nations Michael E. Porter National prosperity is created, not inherited. It does not grow out of a country's natural endowments, its labor pool, its interest rates, or its currency's value, as classical economics insists. A nation's competitiveness depends on the capacity of its industry to innovate and upgrade. Companies gain advantage against the world's best competitors because of pressure and challenge. They benefit from having strong domestic rivals, aggressive home-based suppliers, and demanding local customers. In a world of increasingly global competition, nations have become more, not less, important. As the basis of competition has shifted more and more to the creation and assimilation of knowledge, the role of the nation has grown. Competitive advantage is created and sustained through a highly localized process. Differences in national values, culture, economic structures, institutions, and histories all contribute to competitive success. There are striking differences in the patterns of competitiveness in every country; no nation can or will be competitive in every or even most industries. Ultimately, nations succeed in particular industries because their home environment is the most forward-looking, dynamic, and challenging. These conclusions, the product of a four-year study Harvard Business School professor Michael E. Porter is the author of Competitive Strategy (Free Press, 1980) and Competitive Advantage (Free Press, 1985) and will publish...
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