...“GE’s GLOBAL VIRTUAL TEAM WANTS TO REAP THE WIND” |MODULE M 5 CREATING HIGH PERFORMANCE PROJECT AND PROCESS TEAMS | |OB in Action Case Study 1. Executive Summary OB in Action Case Study GE’s Global Virtual Team Wants to Reap the Wind. PART A 1. Question 1 A definition of groups and teams is contrasted within the views of three current authors in this report to provide a model for understanding the nature of groups and teams in organisations. It begins by defining the various types of groups and teams, reasons for their formation, and characteristics of groups and teams, a summary of objectives is defined. OBJECTIVES : 1. Describe the various groups in organisations 2. Stages of group development 3. Characteristics of effective work groups 4. Describing various teams that exist in organisations 5. Characteristics of effective teams Differences of the above objectives between the three authors will be clarified to determine an understanding of how each author arrives at concluding how groups and teams serve organisations. Authors: Stephen P. Robbins, Timothy A. Judge; Gibson, Ivancevich, Donnely, Konopaske; Andrew J. DuBrin. OB in Action Case Study GE’s Global Virtual Team Wants to Reap the Wind. VARIOUS GROUPS IN ORGANISATIONS P. Robbins, A. Judge define groups as two or more individuals, interacting and interdependent who come together to achieve particular...
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...“GE’s GLOBAL VIRTUAL TEAM WANTS TO REAP THE WIND” |MODULE M 5 CREATING HIGH PERFORMANCE PROJECT AND PROCESS TEAMS | |OB in Action Case Study 1. Executive Summary General Electric Co is setting out to apply considerable financial and technological innovation to the field of wind energy. James Lyons in charge of sourcing talent from around the world has the task of forming a team that is culturally diverse and innovative enough to design and research new techniques for developing alternative methods of harnessing wind energy. In question within this case study is the application of teamwork competencies to maximise efficiency and effectiveness in achieving specific outcomes for developing solutions. Different methods of effective group performance are discussed and elaborated upon as well as the interaction of the leader in establishing guiding principles in getting results. Contrasted within this report are the views and opinions of 3 different authors in defining group and teams within organizational behaviour, describing the various groups found in organizations, stages of group development, characteristics of effective work groups and teams. Factors that may be attributed to possible failure and the various contingency factors that have a direct relationship to a leader’s behaviour in particular to achieving specific outcomes are also discussed. OB in Action Case Study GE’s Global Virtual...
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... Students : Natalia Knets Emma Dalton Gautham Raju Markus Arian Shakoor (1704583) * Executive Summary * Content page Executive Summary II Content III Figures IV 1 Introduction 1 2 Mission, Vision and Core Values 1 3 External Environment Analysis 2 4 Internal Environment Analysis 4 5 Current Strategy Analysis 7 5.1 Corporate and International Strategy 7 5.2 Business Strategy 9 6 Strategy Fit 9 6.1 Financial Performance Analysis 9 6.2 SWOT Analysis 11 7 Strategy Recommendations 14 References 15 * Figures page Figure 1: Structure of AirAsia 8 Introduction AirAsia is a Malaysian low-cost carrier (LCC) and has been established in 1994 by DRB-Hicom. In 2001 Tony Fernandes took over the company and remains the CEO of the AirAsia Group. Fernandes turned the company from a small airline with two aircrafts operating to one destination with 250 staff (AirAsia 2015a) into the number one LCC operating in Asia. Today it operates on 132 routes, connecting 65 destinations in 18 countries with over 8,000 staff (AirAsia 2015b). The group services almost 12 million passengers per year with 171 aircrafts (AirAsia 2015c). This report provides a comprehensive strategy analysis of Air Asia. First the mission, vision and core values of AirAsia are presented. Next the external environment of the company will be analysed, followed by the internal environment analysis. Then the current strategy corporate, international and business is described...
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...Strategic Management External and Internal Assessments 1 External Strategic Assessment “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” – Charles Darwin “Nothing focuses the mind better than the constant sight of a competitor who wants to wipe you off the map.” – Wayne Calloway, Former CEO, PepsiCo 2 1 External Audit – Sources of Information •Internet •Libraries •Suppliers •Distributors •Salespersons •Customers •Competition 3 External Strategic Management Audit - The macro environment Scanning (PESTEL analyses, Scenarios) - Industry or Sector Analysis (5 forces, industry/product life cycle) - Competitors scanning (Strategic Group Map, CPM) - The Organization responses (EFEM) 4 2 Layers of the business environment 5 Key Aspects of PESTEL Analysis • Not just a list of influences • Need to understand key drivers of change • Drivers of change have differential impact on industries, markets, and organisations • Focus is on future impact of environmental factors • Combined effect of some of the factors likely to be most important 6 3 Macroenvironment – PESTEL (1) 7 Microenvironment – PEST(EL) Political Economic • Government stability (+) • Taxation policy (+) • Foreign trade regulations (+) • Social welfare policies (-) • Business cycles (-) • GNP trends (-) • Interest rates (--) • Inflation (+) • Unemployment...
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...AirAsia Berhad (284669-W) 25-5, Block H, Jalan PJU 1/37, Dataran Prima, 47301 Petaling Jaya, Selangor Darul Ehsan, Malaysia Tel : (603) 78809318 Fax : (603) 78806318 E-mail : investorrelations@airasia.com Website : www.airasia.com CONTENTS AirAsia Berhad | annual report 2007 Our Dreams and Aspirations To be the largest low cost airline in Asia serving the 3 billion people who currently are underserved with poor connectivity and high fares. G G 2 4 7 8 12 20 22 24 26 30 32 34 36 40 42 43 44 46 47 48 52 53 54 56 60 62 66 68 72 76 81 82 83 152 156 157 G Our Dreams and Aspirations Corporate Profile Five Year Financial Highlights Share Performance Chairman’s Statement Group Chief Executive Officer’s Report AirAsia’s Strategy for Success Route Network Safety Product Development Go Holiday The Sky is Your Limit Champion of Low Fares AirAsia Roars Into Formula One One AirAsia Our People, Our Pride Investing In Our Future Major Milestones Serving You Better from Our 2nd LCC Terminal Awards & Accolades AirAsia Cares AirAsia Group Corporate Information Board of Directors Directors’ Profile Senior Management Senior Management Profile Managing Risk to Maximise Returns AirAsia Financial Snapshots Statement on Corporate Governance Audit Committee Report Statement on Internal Control Additional Compliance Information Financial Statement Analysis of Shareholdings List of Properties Held Notice of Annual General Meeting Proxy Form To be the best company to work for where employees...
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...TABLE OF CONTENTS 1.0 EXECUTIVE SUMMARY3 2.0 INTRODUCTION3 2.1 Background to Organization3 3.0 ANALYSIS3 3.1 Porters 5 Forces (Model of Competition)3 3.2 PESTEL (External Analysis)5 3.3 SWOT6 4.0 KEY FINDINGS OF ANALYSIS/PROBLEM IDENTIFICATION/ KEY STRATEGIC CONCERNS6 4.1 Vertical Integration6 4.2 Diversification7 5.0 POSSIBLE SOLUTIONS & STRATEGIES.8 7.0 CONCLUSION9 8.0 APPENDICES11 Appendix 1: Porters 5 Forces11 Appendix 3: Luxury Goods Group & Brands Top Ten Competitors13 Appendix 4: Industry Map*.14 Appendix 5: Financial Performance14 Appendix 6: PESTLE Analysis15 Appendix 7: SWOT Analysis16 Appendix 8: Evaluating industry Attractiveness and Competitive strength19 Appendix 9: A Nine Cell Industry Attractiveness-Competitive Matrix20 Appendix 10: Cross Business Strategic Fits20 Appendix 11: Evaluating the Strategy of a Diversified Company21 Appendix 12: LVMH's Timeline of Mergers and Acquisitions24 9.0 REFERENCES25 1.0 Executive Summary The aim of this paper is to discuss the key strategic issues that LVMH face and establish some future recommendations that can be implemented in order for LVMH to remain successful in the luxury industry. In order to determine the key strategic issues a number of analysis tools were applied to the case study; they include Porter's 5 forces model, SWOT analysis and PESTEL. It was found that the key strategic issues that LVMH face centred on diversification and vertical integration. A number of strategies have been proposed to offer some...
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...1.0 INTRODUCTION This dissertation is based on a critical evaluation of training policies and procedures at The Maritime Financial Group South Branch- Training, Marketing and Sales service. This company was chosen because of its vast training of its workforce as compared to other companies within the region and always rises above other branches throughout the country annually and employs thirty five persons. This dissertation will give me the researcher the opportunity to define its objectives, compare pertinent theoretical frameworks and employ a methodology to attain the relevant information needed in order to analyze the findings and construct suitable recommendations. 1 1.1 CHOICE OF TOPIC This topic is chosen for many profound reasons. These consist of: It is a major factor in many organizations worldwide. Organizations now seek to have a well- trained workforce to gain competitive advantage in the market place and be profitable. I the researcher want to get hands-on experience in researching the topic as it is a field of interest. This will provide me with knowledge and understanding of the efficacy of training within companies. Training seems to be very dominant in many organizations. It is something that is pushing organizations upwards. Therefore the knowledge of training will be beneficial for the researcher’s future plans in becoming an entrepreneur. With established training theories, the research will experience growth in this chosen area of study...
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...LVMH 2012 — ANNUAL REPORT BUSINESS REVIEW CONTENT — Group’s profile 03 06 09 10 11 CHAIRMAN’S MESSAGE FINANCIAL HIGHLIGHTS INTERVIEW WITH THE GROUP MANAGING DIRECTOR GOVERNANCE EXECUTIVE AND SUPERVISORY BODIES A coherent universe of men and women passionate about their profession and driven by the desire to innovate and achieve. An unrivalled group of powerfully evocative brands and great names that are synonymous with the history of luxury. A natural alliance between art and craftsmanship, dominated by creativity, virtuosity and quality. A remarkable economic success story with more than 100,000 employees worldwide and global leadership in the manufacture and distribution of luxury goods. A global vision dedicated to serving the needs of every customer. The successful marriage of cultures grounded in tradition and elegance with the most advanced marketing, industrial organization and management techniques. A singular mix of talent, daring and thoroughness in the quest for excellence. A unique enterprise that stands out in its sector. Our philosophy can be summarized in two words: CREATIVE PASSION. 12 22 36 46 58 WINES & SPIRITS FASHION & LEATHER GOODS PERFUMES & COSMETICS WATCHES & JEWELRY SELECTIVE RETAILING — The values of LVMH Innovation and creativity Because our future success will come from the renewal of our product offering while respecting the roots of our Maisons. Excellence of products and service Because we embody what is most noble and accomplished...
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...LVMH 2012 — ANNUAL REPORT BUSINESS REVIEW CONTENT — Group’s profile 03 06 09 10 11 CHAIRMAN’S MESSAGE FINANCIAL HIGHLIGHTS INTERVIEW WITH THE GROUP MANAGING DIRECTOR GOVERNANCE EXECUTIVE AND SUPERVISORY BODIES A coherent universe of men and women passionate about their profession and driven by the desire to innovate and achieve. An unrivalled group of powerfully evocative brands and great names that are synonymous with the history of luxury. A natural alliance between art and craftsmanship, dominated by creativity, virtuosity and quality. A remarkable economic success story with more than 100,000 employees worldwide and global leadership in the manufacture and distribution of luxury goods. A global vision dedicated to serving the needs of every customer. The successful marriage of cultures grounded in tradition and elegance with the most advanced marketing, industrial organization and management techniques. A singular mix of talent, daring and thoroughness in the quest for excellence. A unique enterprise that stands out in its sector. Our philosophy can be summarized in two words: CREATIVE PASSION. 12 22 36 46 58 WINES & SPIRITS FASHION & LEATHER GOODS PERFUMES & COSMETICS WATCHES & JEWELRY SELECTIVE RETAILING — The values of LVMH Innovation and creativity Because our future success will come from the renewal of our product offering while respecting the roots of our Maisons. Excellence of products and service Because we embody what is most noble and accomplished...
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...PEARSON BETEC – LEVEL-5 HIGHER NATIONAL DIPLOMA IN BUSINESS – MANAGEMENT/ HUMAN RESOURCE MANGMENT (organisations and behavior) On (Unit 03 & organization and behavior) by ISMATH SAMANUL FARIS Human Resource Management Institute 23, Vijaya Kumararathunga Mawatha ( polhengoda Rd) ,Colombo 5 Sri Lanka SUBMITTED ON 24.01.2016 LO1 Understand the relationship between organizational structure and culture. Introduction What is an organization? A social unit of people that is structured and managed to meet a need to pursue collective goals. All organizations have a management structure that determines relationships between the different activities and the members, and subdivides and assigns roles, responsibilities...
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...todAy, nine yeArs doWn our corporAte journey, We knoW We hAve kept to our initiAl promise. in october 2010, we flew our 100 millionth guest, a young, newly married indonesian housewife who was going to visit her husband working in india. Just as we made her travel dream come true, we are delighted to have done the same for more than 100 million guests. We have kept our fares down thanks to our disciplined focus on keeping our operating costs the lowest among the world’s airlines. We offer a million free tickets every year. While enabling everyone to fly, we are also connecting people to places that were never connected by air before. We have achieved our Vision of being the largest low-cost airline in Asia, serving those who previously had no access nor the means to enjoy air travel. We have done this by staying close to our Mission of: • • • being the best company to work for, treating each Allstar as a member of our extended AirAsia family creating a globally recognised ASEAN brand maintaining the highest quality product, embracing technology to reduce costs and enhance service levels Central to our promise is our great team of Allstars who have proven time and again that hard work, creativity, passion and a commitment to excellence are what it takes to be not just good, but great. these traits of our Allstars, combined with our five core values of safety, passion, integrity, Caring and Fun, have kept AirAsia growing from strength to strength. they have made us the World’s...
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...todAy, nine yeArs doWn our corporAte journey, We knoW We hAve kept to our initiAl promise. in october 2010, we flew our 100 millionth guest, a young, newly married indonesian housewife who was going to visit her husband working in india. Just as we made her travel dream come true, we are delighted to have done the same for more than 100 million guests. We have kept our fares down thanks to our disciplined focus on keeping our operating costs the lowest among the world’s airlines. We offer a million free tickets every year. While enabling everyone to fly, we are also connecting people to places that were never connected by air before. We have achieved our Vision of being the largest low-cost airline in Asia, serving those who previously had no access nor the means to enjoy air travel. We have done this by staying close to our Mission of: • • • being the best company to work for, treating each Allstar as a member of our extended AirAsia family creating a globally recognised ASEAN brand maintaining the highest quality product, embracing technology to reduce costs and enhance service levels Central to our promise is our great team of Allstars who have proven time and again that hard work, creativity, passion and a commitment to excellence are what it takes to be not just good, but great. these traits of our Allstars, combined with our five core values of safety, passion, integrity, Caring and Fun, have kept AirAsia growing from strength to strength. they have made us the World’s...
Words: 67418 - Pages: 270
...todAy, nine yeArs doWn our corporAte journey, We knoW We hAve kept to our initiAl promise. in october 2010, we flew our 100 millionth guest, a young, newly married indonesian housewife who was going to visit her husband working in india. Just as we made her travel dream come true, we are delighted to have done the same for more than 100 million guests. We have kept our fares down thanks to our disciplined focus on keeping our operating costs the lowest among the world’s airlines. We offer a million free tickets every year. While enabling everyone to fly, we are also connecting people to places that were never connected by air before. We have achieved our Vision of being the largest low-cost airline in Asia, serving those who previously had no access nor the means to enjoy air travel. We have done this by staying close to our Mission of: • • • being the best company to work for, treating each Allstar as a member of our extended AirAsia family creating a globally recognised ASEAN brand maintaining the highest quality product, embracing technology to reduce costs and enhance service levels Central to our promise is our great team of Allstars who have proven time and again that hard work, creativity, passion and a commitment to excellence are what it takes to be not just good, but great. these traits of our Allstars, combined with our five core values of safety, passion, integrity, Caring and Fun, have kept AirAsia growing from strength to strength. they have made us the World’s...
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...own independent work/ investigation except where otherwise stated. Other sources are acknowledged in the body of the text and/or a bibliography is appended. The work that I have submitted has not previously been accepted in substance for any other award. I further confirm that I have not shared my work with other candidates’ Prepared for : Zimbabwe Newspapers Prepared by : Marketing Manager Date : January 2012 Subject :Medium – term Marketing planning to address threats in the external environment of Zimbabwe Newspapers TABLE OF CONTENTS Content Page Executive Summary 4 Corporate Mission 5 Summary of audit findings 5 SWOT Analysis 6 Marketing objectives 6 - 7 Marketing Strategies 7 - 10 Marketing mix decisions 11 - 12 Budgets 12 Implementation 12 Evaluation and Control 13 APPENDICES Appendix 1 : Organizational background Appendix 2 : Audit Findings Appendix 3 : Gabriel’s credibility Matrix Appendix 4 : Implementation / Schedule of activities Evaluation Report References EXECUTIVE SUMMARY Zimbabwe Newspapers (1980) Ltd is the oldest newspaper publisher and commercial printer in Zimbabwe, as well as being easily the largest publisher of newspapers, having dominated the industry for almost...
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...CHAPTER- 1 1.1: INTRODUCTION The word 'business' is actually derived from the idea of 'busy-ness'. This idea accurately describes most organizations: they are busy organizing resources, producing, selling, managing people and keeping track of finances. The people running the business have to organize people, money, materials and machines to produce a good or service to sell or give to their customers. Organisations: Since the dawn of time, civilized man has designed and built facilities in which to present great ideas. The Concept Organization manages ideas with the same monumental approach. Few things touch our daily life as much as Organisations do. We depend on organisations for education, food, clothing, shelter, health, wealth, recreation, travel, and much more. But what are they, have they come with us? Yes, organisations are as old as the human race itself. Archaeologists have discovered massive temples dating back to 3500 BC that were constructed through the organized actions of many people. The fact that impressive monuments were built suggest that not only did complex organisations exit, but that the people in them worked cohesively for common causes. “They are groups of people who work independently towards some purpose. Organisations are not physical structure; rather they are people who work together to achieve a set of goals. People who work in organisations have structured patterns of interactions, meaning...
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