...Gap Analysis: Intersect Investments Rosa L. Butler University of Phoenix MBCC0107/MBA 520 Transformational Leadership July 01, 2008 Dr. Alvin H. Steward III Gap Analysis: Intersect Investments Introduction In late 2001, the financial services industry began to experience problems due to external forces which were out of control from company managers who could not control the social and political pressures the market was receiving from their customers and Wall Street. Leaders needed to develop strategies to maintain the company’s competitive edge in the new external scenario the industry was having. The Intersect Investment Company was not exempt from this situation and leaders of the company had to take action on how to recover the lost trust from base customers and have a profitable company in the market. Frank Jeffers, Chief Executive Officer (CEO) of Intersect Investment, developed a new company vision which was not supported by all staff members as the companies’ organizational culture was not focused on the customer needs. The new vision required changing the focus to the customer instead of the sale numbers. This new change caused resistance from some of the employees. A lack of support on the new philosophy from The Executive Vice President of Marketing and Sales resulted in the CEO using his legitimate power to remove the manager from the company. “Legitimate power is an agreement among organizational members that people in certain roles can request certain...
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...SUMMER TRAINING REPORT On Digital Marketing Talking Trendo.com Submitted in partial fulfillment of the requirements of Post Graduate Programme By Neelabh Manoj 2013-2015 PGDM20150020 DECLARATION FORM I NEELABH MANOJ hereby declare that the Project work On Digital Marketing submitted by me for the Summer Internship during the Post Graduate Program to IILM Institute for Higher Education is my own original work and has not been submitted earlier either to IILM or to any other Institution for the fulfillment of the requirement for any course of study. I also declare that no chapter of this manuscript in whole or in part is lifted and incorporated in this report from any earlier / other work done by me or others. Signature of Student: _____________ Signature of Company Mentor: ___________ Name of Student: ________________ Name of Company Mentor: ______________ Designation: __________________________ Date: Date: Place: Place: Contents Sl no. | Topic | Page no. | 1. | Acknowledgement | 3 | 2. | Executive summary | 4 | 3. | Objective | 5 | 4. | Company profile | 6 | 5. | History of talkingtrendo.com | 8 | 5.1. | Vision and culture | 9 | 6. | Digital marketing sector in India | 10 | 7. | Social media marketing tools | 15 | 8. | Log book of trends covered during internship | 16 | 9. | Methodology | 26 | 10. | Content building for trends | 27 | 11. | Challanges | 34 | 12. | Learning | 35 | 13...
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...Organizational Behavior – Consultancy Report Group 18 DISCLAIMER This material is based upon work supported by Caixa Geral de Depósitos (CGD), Banco Português de Investimento (BPI) and Banco Bilbao Vizcaya Argentaria (BBVA). Any opinions, findings, conclusions, or recommendations are those of the authors and do not reflect the views of the Companies, their employees or their administrations. 2 Organizational Behavior – Consultancy Report Group 18 Table of Contents Executive Summary 1. Introduction 2. Organizational Context 3. Theoretical Background 4. Methodology 4.1 Procedures 4.2 Sample 5. Analysis 5.1. Limitations 5.2. The variables 5.3. ANOVA 5.3.1. Effects of Age 5.3.2. Effects of Gender 5.3.3. Effects of Education Level 5.4. Model 5.4.1. Person-Organizational Fit and Ethical Leadership 5.4.2. Person-Organizational Fit and Ethical Environment 5.4.3. Person-Organizational Fit and Political Skills 5.4.4. Person-Organizational Fit and Human Resources 5.4.5. Person-Organizational Fit and Ethical Behaviour 5.4.6. Ethical Environment and Trust in Employees 5.4.7. Ethical Environment and Voice 6. Conclusions and Recommendations References Appendix 4 5 6 7 8 8 8 11 11 12 12 13 13 14 14 15 16 17 17 18 18 20 21 24 25 3 Organizational Behavior – Consultancy Report Group 18 Executive Summary The aim of this consultancy report is to provide advice and recommendations to the companies involved in this sector (banking) in order to improve their performances, based...
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...“Achieving Organizational Effectiveness Through Employee Engagement Using The Role Of Leadership Style In Workplace” Submitted to: Dr. Tasneem Akhtar GIFT University , Gujranwala Submitted by: Maryam Sameer 15221005 MBA 1.5 Year Acknowledgment All praises and thanks to Almighty Allah. The Lord and Creator of this universe by whose power and glory all good things are accomplished. He is also the most merciful, who best owed on us the potential, ability and an opportunity to work on this project. Apart from the efforts of us, the success of any project depends largely on the encouragement and guidelines of many others. I take this opportunity to express my gratitude to the people who have been instrumental in the successful completion of this project. I would like to show my greatest appreciation to Mam Tasneem Akhtar can’t say thank you enough for her tremendous support and help. Without his encouragement and guidance this project would not have materialized. We are grateful to our respected teacher Mam Tasneem Akhtar who has guided me in each and every step of this project. Indeed, without her kind guidance I may not be able to even start this project. May ALLAH give her the reward, which she deserves. I am also grateful to all those members who are related to this section. Dedication At first dedicating this work to Almighty ALLAH without his mercy and sympathy I was not able to accomplish this work. I also dedicated this work to my because their Prays & worm Hugs...
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...One University of Phoenix MBA 520 – Transformational Leadership Problem Solution for Gene One Change is inevitable in any organization; however, there are a myriad of approaches toward that change and the individuals involved. Change relates directly to organizational behavior and leadership style. This problem analysis and suggested solution will look at a scenario entitled Gene One and will explore the challenges facing the CEO and the changes facing the company and its employees. This analysis will review a number of leadership style issues in addition to organizational culture, knowledge management, emotional intelligence, and knowledge management. Situation Analysis Issue and Opportunity Identification Change is, and never has been as easy to accept, as the change agent would prefer. Niccolo Machiavelli said, “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things” (Kaplan, J. ed. 1992, p. 136). Several areas related to organizational development and leadership style are evident in the scenario. Internal communication or lack thereof can make or break an organization in transition. At Gene One, the process has not been particularly effective to date creating tension not only within management but also throughout the organization. Management has a unique opportunity to affect communication that may change the entire organization. ...
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...2009 Peng, Sun, Pinkham, and Chen A R T I 63 C L E The Institution-Based View as a Third Leg for a Strategy Tripod by Mike W. Peng, Sunny Li Sun, Brian Pinkham, and Hao Chen Executive Overview This article identifies the emergence of the institution-based view as a third leading perspective in strategic management (the first two being the industry-based and resource-based views). We (a) review the roots of the institution-based view, (b) articulate its two core propositions, and (c) outline how this view contributes to the four fundamental questions in strategy. Overall, we suggest that the institution-based view represents the third leg of a strategy tripod, overcomes the long-standing criticisms of the industrybased and resource-based views’ lack of attention to contexts, and contributes significant new insights as part of the broader intellectual movement centered on new institutionalism. A s part of a broader intellectual movement centered on new institutionalism throughout the social sciences in recent decades (DiMaggio & Powell, 1983, 1991; North, 1990, 2005; Scott, 1987, 1995, 2008b; Williamson, 1975, 1985), strategic management researchers have increasingly realized that institutions are more than background conditions (Oliver, 1997; Peng & Heath, 1996). Instead, “institutions directly determine what arrows a firm has in its quiver as it struggles to formulate and implement strategy” (Ingram & Silverman, 2002, p. 20...
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...BUSINESS ADMINISTRATION UNDER THE GUIDANCE OF: SUBMITTED BY: PROF. SWETA SAURABH AKANKSHA SHARMA MBA 2012-14 SCHOOL OF BUSINESS GALGOTIAS UNIVERSITY Certificate from Faculty Guide This is to certify that the project report Performance Management has been prepared by Ms. Akanksha Sharma under my supervision and guidance. The project report is submitted towards the partial fulfillment of 2 year, full time Master of Business Administration. Name & Sign of Faculty Prof. Sweta Saurabh Date: Declaration I, Akanksha Sharma, Roll no 120SOB102189 student of MBA of School of Business: Galgotias University, Greater Noida, hereby declare that the project report on “Performance Management” at “Galgotias University” is an original and authenticated work done by me. I further declare that it has not been submitted elsewhere by any other person in any of the institutes for the award of any degree or diploma. Name of the student Akanksha Sharma MBA 2012-2014 Date: ACKNOWLEDGEMENT My project report has helped me to gain professional experience which apart from giving me an opportunity to test out the theoretical concepts learned in the classroom, also gave me an insight into the working of a real organisation. It is with great reverence that I express my deep...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0142-5455.htm Quality of work life and career development: perceptions of part-time MBA students Jessica Li College of Information, University of North Texas, Denton, Texas, USA, and Quality of work life and career development 201 Received 19 April 2010 Revised 8 November 2010 Accepted 10 November 2010 Roland K. Yeo Kuwait Maastricht Business School, Salmiya, Kuwait Abstract Purpose – The purpose of this paper is to examine what employees perceive as positive and negative aspects of their work, and how these affect their perceptions of the quality of work life (QWL) and their career development decisions. Design/methodology/approach – This is a qualitative study using data collected from an online discussion forum. Thematic and textual analysis was performed to identify core themes associated with perceptions of QWL and career development. Data analysis was based on the researchers’ interpretations of narratives based on the online postings of 140 part-time MBA students and guided by the literature. Findings – Four major themes emerged as domains of tensions within which employees operated to construct meanings around their work life. These include: internal and external tension, private and public tension, self and otherness tension, and present and future tension. Career development support, flexibility and autonomy in job design as well as flexibility in career development...
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...-1- Anatomy of a Credit Crisis 2009-07-24 This timeline has grown and been amended since it first appeared in the December, 2008, issue of The Australian Journal of Management, as the editorial, under the title of “The Dominoes Fall: a timeline of the squeeze and crunch”. I include below the December preamble. The version of mid-May, 2009, will appear as the editorial of the June 2009 issue of the AJM, under the title “Anatomy of a Credit Crisis.” I include below the June preamble, in which I assay a framework for understanding the genesis of the crisis. December, 2008: IN ITS LEADER of October 13, 2008, the Financial Times characterized the western world’s banking system as suffering “the equivalent of a cardiac arrest.” The collapse of confidence in the system means that “it is now virtually impossible for any institution to finance itself in the markets longer than overnight.” This occurred less than a month after Lehman Brothers (LB) collapsed, without bailout. Six months earlier Bear Stearns (BS) had been bailed out after JP Morgan Chase (JPM Chase) had bought it for $10 a share, at the regulator’s urging. After LB fell, who would be next? And if LB, who was not at risk? Despite the earlier U.S. government bailouts of the erstwhile government mortgage originators (and still seen as government-sponsored enterprises, or GSEs), the Federal National Mortgage Association (Fannie Mae) and the Federal Home Loan Mortgage Corporation (Freddie Mac), and the later bailout of the...
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...Running Head: INTERSECT PROBLEM: SOLUTION AND DEFENSE MBA 520 Transformational Leadership October 27, 2008 Problem Solution: Intersect Investments Introduction Intersect Investment is a financial services organization that has been struggling to compete against Wall Streets compelling record of success since the day of September 11, 2001. The constant flux in the financial organization has left Intersect with a decision they need to make immediately in order to implement and maintain the trust of their clients and their credibility in the market. In the past four years Intersect Investment Financial Services has barely managed to survive but has resisted making any drastic changes. Now it is apparent that the organization must make risky choices in order to see how it affects the changes in the way it interacts with its customers if it is to be competitive and regain the company’s standing in the financial services industry. This paper will examine the problem solution analysis next will follow the problem-based learning model which are: situation background, framing the right problem, identifying end state and goals, identify alternatives, evaluate alternatives, identify and assess risks, make the decision, develop and implement the solution, and finally evaluate the results. The Intersect Problem Solution and Defense analysis will refer to the problem-based learning model and scenario, which will focus on turning challenges into opportunities and transitioning Intersect...
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...1028. One indicia of independent contractor (rather than employee) status is when the individual performing the services is paid based on tasks performed (rather than time spent). *a. True b. False 1029. In some cases it may be appropriate for a taxpayer to report work-related expenses by using both Form 2106 and Schedule C. *a. True b. False 1030. The IRS will issue advanced rulings as to whether a worker’s status is that of an employee or an independent contractor. *a. True b. False 1031. Jake performs services for Maude. If Maude provides Jake with a helper and tools, this is indicative of independent contractor (rather than employee) status. a. True *b. False 1032. A statutory employee is not a common law employee but is subject to income tax withholdings. a. True *b. False 1033. For tax purposes, a statutory employee is not treated the same as a common law employee. *a. True b. False 1034. If an individual is subject to the direction or control of another only to the extent of the end result but not as to the means of accomplishment, an employer-employee relationship does not exist. *a. True b. False 1035. The work-related expenses of an independent contractor will be subject to the 2%-of-AGI floor. a. True *b. False 1036. After she finishes working at her main job, Ann returns home, has dinner, then drives to her second job. Ann may deduct the mileage between her home and second job. a. True *b. False 1037. After...
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...Welcome to OPERATIONS MANAGEMENT Operations Management is important, exciting, challenging, and everywhere your look! Important, because it’s concerned with creating all of the products and services upon which we depend. Exciting, because it’s at the centre of so many of the changes affecting the world of business. Challenging, because the solutions that we find need to work globally and responsibly within society and the environment. And everywhere, because every service and product that you use – the cereal you eat at breakfast, the chair you sit on, and the radio station you listen to while you eat – is the result of an operation or process. Our aim in writing Operations Management is to give you a comprehensive understanding of the issues and techniques of operations management, and to help you get a great final result in your course. Here’s how you might make the most of the text: ● Get ahead with the latest developments – from the up-to-the-minute Operations in practice features in every chapter to the focus on corporate social responsibility in the final chapter – these put you at the cutting edge. ● Use the Worked examples and Problems and applications to improve your use of key quantitative and qualitative techniques, and work your way to better grades in your assignments and exams. ● Follow up on the recommended readings at the end of each chapter. They’re specially selected to enhance your learning and give you an edge in your course...
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...Careers in Investment Banking WetFeet Insider Guide 2005 Edition The WetFeet Research Methodology You hold in your hands a copy of the best-quality research available for job seekers. We have designed this Insider Guide to save you time doing your job research and to provide highly accurate information written precisely for the needs of the job-seeking public. (We also hope that you’ll enjoy reading it, because, believe it or not, the job search doesn’t have to be a pain in the neck.) Each WetFeet Insider Guide represents hundreds of hours of careful research and writing. We start with a review of the public information available. (Our writers are also experts in reading between the lines.) We augment this information with dozens of in-depth interviews of people who actually work for each company or industry we cover. And, although we keep the identity of the rank-and-file employees anonymous to encourage candor, we also interview the company’s recruiting staff extensively, to make sure that we give you, the reader, accurate information about recruiting, process, compensation, hiring targets, and so on. (WetFeet retains all editorial control of the product.) We also regularly survey our members and customers to learn about their experiences in the recruiting process. Finally, each Insider Guide goes through an editorial review and fact-checking process to make sure that the information and writing live up to our exacting standards before it goes out the door. Are we perfect...
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...ARTICLE IN PRESS Journal of Accounting and Economics 39 (2005) 509–533 www.elsevier.com/locate/jae To blame or not to blame: Analysts’ reactions to external explanations for poor financial performance$ Jan Barton, Molly Mercerà Goizueta Business School, Emory University, Atlanta, GA 30322, USA Received 3 March 2003; received in revised form 17 March 2005; accepted 4 April 2005 Abstract Managers often provide self-serving disclosures that blame poor financial performance on temporary external factors. Results of an experiment conducted with 124 financial analysts suggest that when analysts perceive such disclosures as plausible, they provide higher earnings forecasts and stock valuations than if the explanation had not been provided. However, we also show that these disclosures can backfire if analysts find them implausible. Specifically, implausible explanations that blame poor performance on temporary external factors lead We appreciate the helpful comments of Holly Ashbaugh, Charlie Bailey, Sudipta Basu, Robert Bloomfield (the referee), Jennifer Joe, Jay Koehler, Mark Kohlbeck, Lisa Koonce, Bob Lipe, Stan Markov, Ella Mae Matsumura, Brian Mayhew, Jeff Miller, Pam Murphy, Lisa Sedor, Siew Hong Teoh, Kristy Towry, Terry Warfield, Greg Waymire, Jerry Zimmerman (the editor), and seminar participants at University of Georgia, Harvard University, University of Notre Dame, Ohio State University, Rice University, University of Wisconsin—Madison, the 2003 AAA Financial Accounting...
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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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