...1. MACRO ENVIRONMENT Social Forces Two publicly controversial issues in the modelling industry are slenderness and racial exclusion. Models do much more than promote the sale of fashion. The model look promotes and distributes ideas about how women and men should look. Models “do gender” professionally in ways that connect with social positions such as race, ethnicity and class, and there are many critiques of fashion models and their gendered and racial meanings. Modelling succeeds on the criticism of the female body and the gap between promoted beauty ideals and reality. As women gain political and social ground, beauty ideals are held to higher extremes of slenderness and perfection. Another social force for clients is they face uncertainty of changing consumer desires as they are highlighting the importance of healthy lifestyles and body types. Demographics For fashion models age is a very strong factor in the selection process. Models are usually discovered between the ages of 12 to 20 by agents or scouts. High fashion modeling agencies often demand height and body shape requirements and have strong preferences for standards. With cultural diversification of the Western world, ethnic diversity is becoming an important factor for all people in the modeling industry. Moreover, various races and backgrounds are becoming progressively noticeable. Anita Norris needs to be aware of the changing demographic trends in the modeling industry Technological Factors...
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...S ANITA NORRIS MODEL MANAGEMENT w 9B10D013 Authorized for use only in the course BSAD 471 Strategic Management at St. Francis Xavier University taught by Brad Long from Jan 05, 2015 to Apr 17, 2015. Use outside these parameters is a copyright violation. Prashob Menon and Paul Lee wrote this case under the supervision of Professor John Haywood-Farmer solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors might have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2010, Richard Ivey School of Business Foundation Version: (A) 2010-09-10 On March 17, 2010, Anita Norris, owner of Anita Norris Model Management (ANMM) of London, Ontario was contemplating the future of her business. In the two years since Norris started ANMM, the business had grown quickly through her efforts to pursue any revenue stream that presented...
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...theories on the best models for facilitating change. Lewin’s Change Management Model –According to the web site, change management coach, Kurt Lewin emigrated from Germany to America during the 1930's and is recognized as the "founder of social psychology" which highlights his interest in the human aspect of change. Kurt Lewin’s change theory has 3 stages. Unfreeze, Change, And Freeze. The principal behind this theory is: Prepare for the change- The first step in Lewins change theory is preparing ourselves or others for the change. Making them want the change. The basis for Lewin’s theory is weighing the pros and cons or as he called it, the force field analysis. “This first 'Unfreezing' stage involves moving ourselves, or a department, or an entire business towards motivation for change”. Make the Change- The transition phase might be the hardest phase of Lewins theory. Rightfully so as this phase is when fear sets in. Most people begin questioning if the decision they made was the right one. Did I do the right thing, what if it doesn’t work, maybe I’m not ready are all questions that one might ask him or herself when making the change. Accept the Change- The logic behind this step in the change model is embracing the change. You have prepared for the change, made the transition and now you have a new routine, process or normal way of doing things. Bridges Transition Model William Bridges a change consultant developed a change model aimed at helping people...
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...Management refers to the process of getting organizational goals by working with and through people and other organizational resources. Management has main characteristics: it is a process of continuing and related activities. It involves on reaching organisational goals and in order to reach the goals, it involves working with people and other organisational resources. (managementinnovations, 2008) Other experts define management in different ways, for example Boddy(2014) describes management as ‘ the activity of getting things done with the aid of people and other resources’(Stuart, 1967; cited in Boddy, 2014, p 10). Peter Drucker define management is ‘all about human beings. Its tasks are to make people capable of joint performance to make their strengths effective and weaknesses irrelevant.’ (Drucker, 2003) There are many different approach to management, competing value of framework is a framework that allows us to identify and compare four models of management. Quinn et al. (2003) believes that competing values of framework is a way of integrating the theories of management. Organisations experience tensions between control and flexibility and between an external and an internal focus. Placing these on two axes allows theories to be allocated to one four types: rational goal, internal process, human relation and open systems. This is illustrated on figure 1.0. Rational goal model ( Taylor) shows a clear direction leads to productive outcomes, with an emphasis on rational...
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...Ethical Issues and Management: Manager as a Role Model Your Name Axia College University of Phoenix Ethical Issues and Management: Manager as a Role Model In today’s workforce, it is the management team that helps drives a company to success. Managers are responsible for a long list of task including; ensuring their employees are doing the job correctly and on time; ensuring that the expectations and goals are clear and concise; the expectations and goals are being met; ensuring that the employees’ needs are being met; ensuring that the employees are following company policy; and the list goes on and on. One major role of a manager is to be a good role model to their employees. According to Yahoo Education, a role model is “A person who serves as a model in a particular behavioral or social role for another person to emulate.” [ (Role Model, 2009) ] This means that a manager as a “role model” needs to lead by example. In this paper we will discuss some moral and ethical dilemmas managers face as a role model and the relationship between ethical responsibility and social issues. According to Trevino, L., & Nelson, K. (2007), “They [managers] are probably the most important ingredient in an organization’s success and they [managers] are frequently the most overlooked.” They go on to say that “managers are the lens through which employees view the company, as well as the filter through which senior executives view employees.” (Trevino & Nelson, 2007) This can put...
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...ATLANTIC INTERNATIONAL UNIVERSITY A Model Theory for Generic Schema Management Models Kinan M Al Haffar UM4699SIT10550D 07/08/2007 Abstract The core of a model theory for generic schema management is developed. This theory has two distinctive features: it applies to a variety of categories of schemas, and it applies to transformations of both the schema structure and its integrity constraints. A subtle problem of schema integration is considered in its general form, not bound to any particular category of schemas. The proposed solution, as well as the overall theory, is based entirely on schema morphisms that carry both structural and semantic properties. Duality results that apply to the two levels (i.e., the schema and the data levels) are established. These results lead to the main contribution of this paper: a formal schema and data management framework for generic schema management. Implications of this theory are established that apply to integrity problems in schema integration. The theory is illustrated by a particular category of schemas with object-oriented features along with typical database integrity constraints. 1 Introduction This paper presents the core results of a model theory for generic schema management, by which we mean schema and database transformation capabilities that are independent of a particular data model. Such transformations require major database programming tasks, such as integrating source schemas when building a data warehouse...
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...adequate. It too often is late and disruptive. Change needs to be constant and rapid in order to allow organizations to move at the speed of business. The importance of change in today’s environment virtually guarantees that organizations with do not change will quickly become “corporate dinosaurs”, headed for extinction because they no longer fit the current environment (Lawler and Galbraith, 1994). Change management models are methods by which the processes of change management are implemented. Change is the vein that keeps an organization alive and change management can make or break the organization. The models have been formulated as a result of the successful application of the methods described in them. I have done the research and I will explain the follows descriptive models: Force Field Analysis-Kurt Lewin Kubler-Ross Five Stage Model Stephen Covey: 7 Habits Model Kotter’s 8-Step Model With descriptive models, the role of the Organizational Development practitioner is to illuminate “what is” for the client, and “what could be”. Within descriptive models, contingency theorists would argue that the Organizational Development practitioner facilitates change only, not focus. The client determines the direction of change and the Organizational Development practitioner helps the client get there. Literature Change...
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...(a) Question: Using the Strategic Management model discuss its application in a certain organization in Kenya that deals with projects. Strategic Management Model Definition: Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment.” Types of Strategic Management Models • Basic strategic planning model • Alignment strategic planning model • Goal-based or issue-based strategic planning model • Self-organizing or organic strategic planning model • Scenario strategic planning model Organization The organization chosen is Acorn Properties Limited, which is a limited company, incorporated in Kenya with its head office in Nairobi. Acorn is a real estate investment company offering solutions that range from project management to development and acquisition partnership in the Kenyan real estate sector. The company uses a combination of Goal-based or issue-based strategic planning and Alignment Strategic Planning model. Contents of their strategic plan 1. Company’s...
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...1. Discuss the main features of the key models of management theory since 1900. How have they contributed to today’s people management practices? This assignment will discuss the main features of the key models of management theory since 1900, it will also outline how they have contributed to today’s people management practices. There are 4 models that will be covered in this assignment, each model contains different theories by various authors although only a few will be addressed, this assignment will start by looking at the Classical Model, the Human Relations Model, the Systems Model and then concluding with the Contingency Model. Firstly addressed, the Classical Model is, according to Mullins (2010), the notion that the focal points of an organisation are purpose and formality in terms of structure in order to increase efficiency where there is emphasis on the planning of work, principles of management, the technical requirements and the assumption that employees behave logically and rationally. The Classical Model appears proposed by writers such as Fayol, Taylor and Weber in the early stages of the 20th Century. The main sub-divisions of the Classical Model are scientific management and bureaucracy. Scientific Management, suggested by Mullins (2010), aims at improving management through the improvement of productivity and profit which is achieved by selecting the best person for the job, training and developing workers for this specific job and using reward based...
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...batch, or run, of a particular set of tables and/or chairs, the cost of buying or hiring special machinery to make a limited edition of a set of chairs. Total direct costs are collectively known as Prime Costs and we can see that Product Costs are the sum of Prime costs and Overheads. Indirect Costs: Indirect costs are those costs that are incurred in the factory but that cannot be directly associate with manufacture. Again these costs are classified according to the three elements of cost, materials labour and overheads. • Indirect materials: Some costs that we have included as direct materials would be included here. • Indirect labour: Labour costs of people who are only indirectly associated with manufacture: management of a department or area,...
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...The HRM Models ← There are a good number of models that have been postulated by various scholars to describe the HRM concept. ← However, as shall be seen these various models either fall under the soft or the hard approach of HRM. The Harvard Model ← The Harvard Model was postulated by Beer et al (1984) at Harvard University. ← The authors of the model also coined it the map of HRM territory. ← The Harvard model acknowledges the existence of multiple stakeholders within the organization. ← These multiple stakeholders include shareholders various groups of employees, government and the community at large. ← The recognition of the legitimacy of these multiple stakeholders renders this model a neo - pluralist model. ← This model emphasizes more on the human/soft side of HRM. ← Basically this is because this model emphasizes more on the fact that employees like any other shareholder are equally important in influencing organizational outcomes. ← In fact the interest of the various groups must be fused and factored in the creation of HRM strategies and ultimately the creation of business strategies. Source : Beer et al (1984 : 16) ← A critical analysis of the model shows that it is deeply rooted in the human relations tradition. ← Employee influence is recognised through people motivation and the development...
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...project complexity that affect the interaction of the project participants such as project team, client and suppliers. Therefore, this factor seem to require a certain level of maturity. Research on PMMM Research on PMMM (Project Management Maturity Models) made in any form organization such as companies, public administrations or NGOs who organize their business or parts of it in...
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...Describe the evolution of ‘Personnel Management’ into ‘Human Resource Management’. How does the transformation help organisations achieve their strategic objectives? * Briefly explain the meaning of HRM – 2.5 marks * Briefly explain the meaning of Personal Management – 2.5 marks * Identify and describe 4 factors contributed to the transformation of PM into HRM 2.5 marks x 4 factors– 8 marks * How does HRM help organisation achieve strategic objectives of organisations – 3 marks X 4 points - 12 marks (The answers should reflect originality and not extracts from the text book. If the student has reproduced what is in the text book full marks should not be awarded for theoretical areas. They must reflect critical thinking and practical application of theory) Human Resource Management (HRM) could be defined as the process of managing human talent to achieve an organization’s objectives. HRM has to help blend many aspects of management in order to overcome “competitive challenges” and address “employee concerns”. By balancing these competing demands HRM plays an important role in getting the most from employees and providing a work environment that meets their short-term and long-term needs. Traditionally the term Personnel Management (PM) was used to refer to the set of activities concerning the workforce which included staffing, payroll, contractual obligations and other administrative tasks. In this respect, personnel management encompasses the range of activities...
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...In today’s workforce, it is the management team that helps drives a company to success. Managers are responsible for a long list of task including; ensuring their employees are doing the job correctly and on time; ensuring that the expectations and goals are clear and concise; the expectations and goals are being met; ensuring that the employees’ needs are being met; ensuring that the employees are following company policy; and the list goes on and on. One major role of a manager is to be a good role model to their employees. According to Yahoo Education, a role model is “A person who serves as a model in a particular behavioral or social role for another person to emulate.” (Role Model, 2009) This means that a manager as a “role model” needs to lead by example. In this paper we will discuss some moral and ethical dilemmas managers face as a role model and the relationship between ethical responsibility and social issues. According to Trevino, L., & Nelson, K. (2007), “They [managers] are probably the most important ingredient in an organization’s success and they [managers] are frequently the most overlooked.” They go on to say that “managers are the lens through which employees view the company, as well as the filter through which senior executives view employees.” (Trevino & Nelson, 2007) This can put a lot of pressure on a manager. Managers need to understand that what they say is not as important as what they do. Managers can talk all they want about different ethics and...
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...| Supply Chain Management | Assignment 1: SCOR – Model Application | | Outlet store Outlet store Private customers ordering via internet Private customers ordering via internet Material flow Information flow Material flow Information flow Retails chains, superstores Retails chains, superstores Distribution centers Distribution centers Business Scope Model for MIFA Business Scope Model for MIFA MIFA Headquarters MIFA Headquarters Warehouse Warehouse MIFA plant/factory MIFA plant/factory Japan Japan China China Europe Europe Customers Customers Suppliers Suppliers MIFA MIFA Business Scope Model for German retail chain Business Scope Model for German retail chain Distribution centers Distribution centers Chinese manufacturer Chinese manufacturer Material flow Information flow Material flow Information flow Warehouse Warehouse Factory Factory Japan Japan China China German retail chain German retail chain Suppliers Suppliers Potential competitive advantages generated for MIFA in the Supply Chain design 1. it is possible to widely supervise and control production quality, from the inspection of ingoing shipments of the parts to the ongoing quality check at the individual stages of the production process directly at the Sangerhausen plant 2. Better control over own supply chain 3. MIFA can quickly respond to the changes of the customers` needs designing new frame types directly in the paint shop, which is located at MIFA plant 4. Relatively individual...
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