...Patagonia is a land that is taken as the end of the universe. It is full of magic and delights and challenges explorers, adventurers, hunters and pirates ever since. It is a complete adventurer’s wonderland as the mountains are forever snow covered and some spectacles like Perito Moreno blue glaciers are always the center of attraction for every adventurer. The world of specs, Patagonia has overwhelming natural beauties like deep lush forests, bright green lakes, fresh sparkly rivers and grand cliffs that really makes it almighty end of the world. The Patagonia Climate The weather in the north of Patagonia is hot, in the central regions, it is temperate, and the northern areas are dry while the southern regions are the coldest. You can go for trekking anytime. Patagonia is considered as the center of South America’s Wilderness. The region of Patagonia, that is towards the western side experience temperate and strong winds. It has plenty of rains, snowfalls, hails and drizzling....
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...of Patagonia Click Link Below To Buy: http://hwcampus.com/shop/the-case-of-patagonia/ This week, you are assuming the role of a human resources consultant, hired by Patagonia to analyze their employees' levels of motivation. Your Assignment Read the Case Application 1: Passion for the Outdoors and for People (end of Chapter 17). After reading the case details, prepare your report for Patagonia managers by answering the following questions: 1. According to Maslow's hierarchy, which basic needs does the Patagonia culture meet? What would it be like to work at Patagonia? (Hint: Go to Patagonia’s website and find the section on jobs.) What’s your assessment of the company’s work environment? (20 points) 2. Use the expectancy theory or the equity theory of motivation to explain how feeling underpaid might affect the work of a Patagonia associate and what a manager can do to increase the employee's motivation. (20 points) 3. What do you think might be Patagonia’s biggest challenge in keeping employees motivated? If you were managing a team of Patagonia employees in the retail stores, how would you keep them motivated? (20 points) Grading Rubric Grading Rubric for Week 6 Case Study: Patagonia Case Study (page 531) This case is worth 80 points. Please name your paper, "LastName FirstName". Understanding 60 Please list each question as it is stated, then respond. Quality of the answers to questions 1–3 will be based on the requirement that you research your...
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...of Patagonia Click Link Below To Buy: http://hwcampus.com/shop/the-case-of-patagonia/ This week, you are assuming the role of a human resources consultant, hired by Patagonia to analyze their employees' levels of motivation. Your Assignment Read the Case Application 1: Passion for the Outdoors and for People (end of Chapter 17). After reading the case details, prepare your report for Patagonia managers by answering the following questions: 1. According to Maslow's hierarchy, which basic needs does the Patagonia culture meet? What would it be like to work at Patagonia? (Hint: Go to Patagonia’s website and find the section on jobs.) What’s your assessment of the company’s work environment? (20 points) 2. Use the expectancy theory or the equity theory of motivation to explain how feeling underpaid might affect the work of a Patagonia associate and what a manager can do to increase the employee's motivation. (20 points) 3. What do you think might be Patagonia’s biggest challenge in keeping employees motivated? If you were managing a team of Patagonia employees in the retail stores, how would you keep them motivated? (20 points) Grading Rubric Grading Rubric for Week 6 Case Study: Patagonia Case Study (page 531) This case is worth 80 points. Please name your paper, "LastName FirstName". Understanding 60 Please list each question as it is stated, then respond. Quality of the answers to questions 1–3 will be based on the requirement that you research your...
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...casecase 4 4 patagonia patagonia First ascents: finding thethe way First ascents: finding way toward quality of life life and work toward quality of and work > .> 1. The lie of the land Patagonia’s brand awareness and reputation are distinctly out of proportion to its size. Nestled in a quiet street just yards from the ocean in Ventura, California, Patagonia has for over two and a half decades been renowned for supplying highquality outdoor clothing and equipment to discriminating enthusiasts. A stepchild of Chouinard Equipment, the leading US supplier of speciality climbing equipment in the early s, Patagonia remains privately held. It is a subsidiary of Lost Arrow Corporation, established in as the holding company for Patagonia, Patagonia Mail Order, Chouinard Equipment (now Black Diamond) and Great Pacific Iron Works. Patagonia sales in were US$ million, achieved with employees. Patagonia manages the research and development, design, manufacturing, merchandising and sales (retail, catalogue and web-based) of adult and children’s outdoor clothing, hardgoods such as packs and travel bags, and, more recently (following founder Yvon Chouinard’s long-standing philosophy that, if you can’t find a good one, make it) surf boards! The heart of Patagonia’s success lies in relentless technical innovation that produces a continuous stream of products good enough to meet the tough and © 1999 Greenleaf Publishing Ltd > a. Corporate overview 2 mapping...
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...TIMBERLAND THE SOCIALLY RESPONSIBLE MNE TABLE OF CONTENTS ABSTRACT 3 INTRODUCTION 3 1 A THEORETICAL FRAMEWORK ON CSR 4 1.1 Changing perceptions, CSR as a must 4 1.2 Stakeholders’ Theory and Social Contract 5 1.3 Carroll Theory 6 1.4 Positive and negative light of CSR 6 1.5 How to implement Corporate Social Responsibility in a MNE ....................................7 2 TIMBERLAND AND CSR 7 2.1 Brief history of Timberland 8 2.2 The path towards CSR at Timberland: “Commerce and Justice” 8 2.3 CSR at Timberland today: the 4 Pillars 9 2.4 Timberland CSR practices: two cases in evidence 10 Case 1: Timberland entering India 10 Case 2: Timberland in China and Vietnam 11 3 TIMBERLAND’S INTERNATIONALIZATION STRATEGY 11 3.1 Timberland’s internationalization process: an overview 11 3.2 Historical context fostering or hampering Timberland’s internationalization 13 3.3 An internationalization theory applied: The Uppsala model 14 4 ROLE OF CSR IN TIMBERLAND’S INTERNATIONALIZATION STRATEGY 15 4.1 Boosting company efficiency by educating workforce 16 4.2 Improving local performances by assessing Code of Conduct compliance 16 4.3 Strengthening international relationships by supporting local development 17 4.4 Spreading global image by involving communities 17 4.5 Financing international expansion by boosting shareholders’ endorsement 18 5 TIMBERLAND VS. COMPETITORS: CSR NURTURING COMPETITIVE ADVANTAGE 19 5.1 OLI theory: an application of Timberland’s...
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...Syllabus School of Business MGT/521 Version 5 Management Course Description This course applies the tools available to University of Phoenix graduate students and the competencies of successful managers to understand the functions of business. Students develop an increased awareness of their own perceptions and values in order to manage and communicate with others more effectively. Other topics include MBA program goals, argument construction, decision making, collaboration, and academic research. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Hoch, S. J., Kunreuther, H. C., & Gunther, R. E. (Eds.). (2001). Wharton on making decisions. New York, NY: Wiley. Nickels, W. G., McHugh, J. M., & McHugh, S. M. (2010). Understanding business (9th ed.). New York, NY: McGraw-Hill/Irwin. Robbins, S. P. & Judge, T. A. (2011). Organizational behavior (14th ed.). Upper Saddle River, NJ: Pearson/Prentice...
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... | | | | | Course Description This course applies the tools available to University of Phoenix graduate students and the competencies of successful managers to understand the functions of business. Students develop an increased awareness of their own perceptions and values in order to manage and communicate with others more effectively. Other topics include MBA program goals, argument construction, decision making, collaboration, and academic research. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the...
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........................................................................... 2 New Mission and Vision Statement ........................................................................................ 3 III. SWOT and Environmental Analysis......................................................................................... 3 Columbia SWOT Analysis ...................................................................................................... 3 Columbia SWOT Matrix ......................................................................................................... 4 Cabela's SWOT Matrix............................................................................................................ 4 Patagonia SWOT Matrix ......................................................................................................... 5 Lululemon SWOT Matrix ....................................................................................................... 5 Under Armour SWOT Matrix ................................................................................................. 5 Marmot SWOT Matrix ............................................................................................................ 6 Macroeconomic Factors...
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...strategic management. We will integrate the knowledge you have acquired to this point in order to develop an understanding of how an entire organization functions and give you an opportunity to develop and exhibit your management and leadership abilities. Prerequisites: IS 301, FIN 301, MGT 323, SCM 352, and MGT 325 or ACC 460 Course Learnings Objectives MGT 496 is a University Capstone Course and will also serve as the coordinating course to satisfy the Ethics component of the Silver Core Curriculum. As such this course will satisfy the following three Core Objectives (CO): * CO12 Ethics: Students will demonstrate understanding of the ethical principles in general or in application of specialized knowledge, results of research, creative expression, or design processes. Students will demonstrate an ability to recognize, articulate, and apply ethical principles in various academic, professional, social, or personal contexts. * CO13 Integration and Synthesis: Students will be able to...
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...1. Define organizational culture and discuss its three layers. Organizational culture represents the shared assumptions that a group holds. It influences employees' perceptions and behavior at work. The three layers of organizational culture include observable artifacts, espoused values, and basic assumptions. Artifacts are the physical manifestations of an organization's culture. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Basic underlying assumptions are unobservable and represent the core of organizational culture. 2. Discuss the difference between espoused and enacted values. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Enacted values, in contrast, reflect the values and norms that actually are exhibited or converted into employee behavior. Employees become cynical when management espouses one set of values and norms and then behaves in an inconsistent fashion. Chapter Scan Corporate cultures provide identifying characteristics and values for organizational members to appreciate and learn. Cultures are distinguished by artifacts, values, and basic assumptions. The socialization process is the entry stage in an organization that provides clues about its culture. Cultures are difficult to change, yet change is necessary in some instances for survival. Organizations need an adaptive culture in order to respond effectively to the...
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...Kaoru Ishikawa: Man of Vision Theresa Mueller BSOP 326 Professor Lee Thompson 17 September 2010 Kaoru Ishikawa: Man of Vision Kaoru Ishikawa stands among the giants of the Total Quality Management movement. Just like Deming, Juran, Feigenbaum, and Crosby, Ishikawa made significant contributions that began the global shift toward awareness of the benefits to be realized from pursuing a policy of total quality management. He was an advocate for company-wide quality control activities, which he believed did not end when the product left the manufacturing line. Total quality management represents the holistic idea that every individual in the process is just as important as the overall process to realize success. The quality of the product, the after sales service, quality of management, the company itself and the human being are all integral parts of a successful total quality management organizational culture. In short, total quality management represents a movement, which is revolutionizing the way business is done in the industrialized world and Kaoru Ishikawa was one of the elite few that identified the possibilities; truly a man of vision. Primary Work and Significant Accomplishments Professor Ishikawa graduated in 1939 from the Engineering Department of Tokyo University, where he majored in Applied Chemistry. He earned his Doctorate of Engineering in 1960 and was promoted to Professor at the University, where he was subsequently awarded the Deming...
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...Global Business Cultural Analysis: Argentina Brittnay Glover Liberty University Dr. John Karaffa October 16, 2015 ABSTRACT The Global Business Cultural Analysis of Argentina analyzes the cultural perspectives of doing business in Argentina. Additionally, the paper explores several scholar articles that are associated with the major elements and dimensions of the culture in the Latin American region, how these elements and dimensions integrated by locals conducting business in the nation, how the elements and dimensions compare with the United States culture and business. The paper outlines the communication in Argentina; verbal, non-verbal, communication style; the religion of Argentina, the business ethics of Argentina, the business values and attitudes in Argentina, the business environment in Argentina, social structure, customs, and the educational system of Argentina. The paper will allow the reader the opportunity to gain a wealth of knowledge on Argentina from various aspects. Additionally, the Global Business Cultural Analysis of Argentina provides knowledge on the implications for the United States businesses that are considering relocating to the country of Argentina and or the Latin American region. Global Business Cultural Analysis: Argentina Country Overview Argentina is a country geographically located in the continent of South America. Argentina is a vast country, encompassing most of the continent’s southern region between the Andes Mountains...
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...Sharing corps: Should company build competitive advantage by embracing the sharing economy? SHARING CORPS SHOULD COMPANIES build a new competitive advantage BY embracing the SHARING ECONOMY? ECOVALA - December 2013 1 Sharing corps: Should company build competitive advantage by embracing the sharing economy? Ecovala © 2013 This report was produced by the Ecovala in December 2013. If no other source is specified, the contents of this report are under a Creative Commons Attribution – Non-Commercial - Share Alike 3.0 Unported License. You can find the full text of the license in this website. Ecovala Ecovala provides innovative solutions to private and public organisations to accelerate their transition towards sustainability. The organisation offers a wide range of services around sustainability and system innovation: from companies’ environmental assessment to sustainable strategic design, from new green services definition to effective implementation of CSR management. Based in Finland, the organisation is active throughout Europe, relying on an extensive network of like-minded organisations and sustainability experts. www.ecovala.eu Author Erwan Mouazan is director and founder of Ecovala. He develops and implements innovative sustainability solutions both at private and public level. Erwan owns a Master's degree in economics, with a specialization in international management. In the last 9 years, he has worked at international level in environmental...
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...|[pic] |Course Syllabus | | |School of Business | | |HRM/531 | | |Human Capital Management | Copyright ©2011 by University of Phoenix. All rights reserved. Course Description This course prepares students to address the concepts of personnel development as managers. Students learn criteria for developing effective job analysis, appraisal systems, and appropriate career development plans for employees. Other topics include personnel selection, employee compensation, benefits, training, workplace diversity, discipline, employee rights, unions, and management behaviors. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies...
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...It further reports that we no longer can maintain a fragmented, reactive approach to sustainability and CSR activities. "Companies can choose to see this agenda as a necessary evil—a matter of compliance or a risk to be managed while they get on with the business of business—or they can think of it as a novel way to open up new business opportunities while creating value for society." Now, taking the perspective of Goldman Sachs, they very beautifully state that the social responsibilities of a company is not just about reducing environmental footprint. They emphasize on a research at both the corporate and university level that we are at the doorstep of this next generation of employees and consumers that have specific needs at work and which are significantly different from the previous generations. Amongst these is a desire to align personal and corporate values. In order to attract and retain this group, they believe that companies need to provide rewards beyond financial gain. Other examples : This paradigm market shift towards understanding its social responsibilities is reflected in the practices of many of the Fortune 500...
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